Using Supplier Rating System Scorecard

This chapter provides overviews of Supplier Rating System Scorecard, scorecard summary, and delivered key performance indicators (KPIs), lists prerequisites, and discusses how to set up and use Supplier Rating System Scorecard.

Understanding Supplier Rating System Scorecard

Supplier Rating System enables companies to make informed supply decisions that are optimal for the entire business. These decisions can include identifying the best supplier to select for a specific contract or determining entirely new supply strategies, such as which product areas would benefit from an expanded supplier base or consolidation of existing suppliers.

By collecting critical process information from across your organization—financial systems, manufacturing systems, and distribution systems—Supplier Rating System provides you with a complete, view of each supplier’s performance. All of this information is combined into a supplier scorecard that is constantly updated and accessible across your company and to the supplier. This comprehensive data-collection process ensures data integrity when critical decisions are made.

Supplier Rating System analytics ensure that each measure of supplier performance is expressed in a format that can be objectively scored. The system includes over 80 KPIs, such as on-time delivery and % invoiced correctly, that provide an objective basis for supplier comparison. You can use different combinations and prioritizations of these KPIs to evaluate suppliers for each unique decision. The system highlights each supplier’s strengths and weaknesses across multiple areas, and quantifies the supplier's fit for each specific request, enabling your employees to become more strategic buyers.

Supplier Rating System enables you to use preconfigured KPIs to analyze supplier performance. It is delivered with two preconfigured rating models that enable you to analyze performance using overall scores.

You can use the analytical information that Supplier Rating System includes to assist in selecting, monitoring, and evaluating current and future suppliers. Prior to requesting quotations from suppliers, buyers can be presented with a list of potential suppliers based on scores derived from Supplier Rating System. You can also use the scores and rankings to evaluate bidders from the bid management process, eliminating financially weak suppliers or suppliers with historically poor quality.

You can use Supplier Rating System along with Scorecard to organize KPIs into portfolios, and then analyze the portfolios using charting and weighting tools. You can use the Supplier Rating System KPIs to produce scores that can be made available to internal and external users.

Supplier Rating System includes two predefined scorecards, one of which is designed for your employees to use to analyze suppliers. The second scorecard is designed to provide your suppliers with a view of the summarized data on supplier performance through the PeopleSoft Enterprise Supply Chain portal. The data can be accessed through three portal pagelets that are designed specifically for Supplier Rating System. Supplier Rating System also includes all portal pagelets that are delivered with Scorecard.

Supplier Rating System delivers two preconfigured models that are composed of specially designed composite KPIs. These are KPIs that are arranged in a hierarchy that produces a numerical score. The two models are Overall Rating (Compact) and Supplier Rating. You can view the structure of the models on the KPI Analysis page.

Supplier Rating System also enables you to integrate Dun & Bradstreet data for use with KPIs. Your supplier information can be exported to Dun & Bradstreet and imported into the Performance Management Warehouse, to be used with fourteen preconfigured KPIs that are specifically designed to use Dun & Bradstreet data. The Dun & Bradstreet data addresses financial stability, demographics, socioeconomic factors, and corporate linkage for additional enrichment.

Note. The Dun & Bradstreet license is a separate license. To use Dun & Bradstreet data, you must be licensed to do so.

This section discusses:

Scorecards and strategy components
KPIs
Batch processes

Scorecards and Strategy Components

A scorecard is the visual representation of the objectives that your organization is striving to achieve. The foundation of a scorecard is a strategy tree that comprises hierarchical nodes of strategy components.

Strategy components are the elements that make up your strategy and are the nodes on your strategy tree. Vision, strategic thrusts, and critical success factors are all strategy components, and represent the goals that your organization is trying to achieve. KPIs, which measure how well an organization is achieving those goals, are attached to scorecard strategy components, typically critical success factors.

Supplier Rating System delivers the scorecards SRS Buyer Scorecard and SRS Supplier Scorecard, which work with Scorecard to provide an up-to-date summary of how your organization is meeting its project development objectives. The following table lists the field values that are used by these scorecards. You can expand on these scorecards to suit your implementation.

Scorecard ID	SRM_BUYER_SCORECRD SRM_SUPPLIER_SCRCD
SetID	SHARE
Business Unit	US001
Strategy Components	SRM_STS_ST2_CSF1 SRM_STS_ST2_CSF2 SRM_STS_ST2_CSF3 SRM_STS_ST2_CSF4 SRM_STS_ST2_CSF5 SRM_STS_ST2_CSF6 SRM_SUPPLIER_CSF1 SRM_SUPPLIER_CSF2 SRM_SRS_ST1 SRM_SRS_ST2 SRM_SRS_ST3 SRM_SRS_ST4 SRM_SUPPLIER_ST SRM_SRS_VISION
Strategy Tree	GR_SRS_STRATEGY SRM_SRS_STRATEGY SRM_SRS_SUPPLIER
Strategy and KPI trees:	SRM_BUYER_SCORECRD: SRM_SRS_STRATEGY - Supplier Rating System. SRM_SUPPLIER_SCRCD: SRM_SRS_SUPPLIER - SRM Supplier Scorecard for SRS.

KPIs

A KPI defines the data value or calculation from the Performance Management Warehouse tables that is evaluated to determine how well an organization is meeting its critical success factors.

Supplier Rating System delivers a set of preconfigured KPIs that provide executive and middle management with the tools to analyze supplier performance. These KPIs have been developed in conjunction with leading consultants to:

Reduce purchasing cost.
Reduce lead-time variability.
Improve invoice accuracy.
Improve supplier quality.
Provide buyer feedback ratings.
Provide supplier financial ratings.

The delivered KPIs use a naming convention: All the KPI IDs begin with SRM_. They use an object type of Supplier that uses data from inventory, purchasing, receiving, and voucher tables.

Supplier Rating System includes preconfigured KPIs that are designed specifically for use with Dun & Bradstreet data. This table lists KPIs and explains what each measures:

KPI Name	What It Measures
Credit Score	A statistically modeled score predicting the business establishment’s probability of delinquent payment within the next 12 months. The score is derived from various Dun & Bradstreet data, including payment history, credit rating, year started, Standard Industry Code (SIC), and other data. The score range is from 0 to 100. The higher the credit score, the lower the probability of delinquency. See your configured risk thresholds for mapping to risk categories.
Current Paydex	A two-digit score, exclusive to Dun & Bradstreet, that appraises the payment history of a company. This index is derived from the currency-weighted average of the combined individual payment experiences of a company.
Current Ratio	A measure of short-term solvency: the ability of the supplier to pay its liabilities on time. Current Ratio = Current Assets / Current Liabilities. Current Assets: The current value of a business including property, cash, and so on. Current Liabilities: The current debts outstanding of a business.
Dun & Bradstreet Rating	A general classification based on estimated strength and composite credit appraisal. The first two positions represent the net worth of the company. The last position is the composite credit appraisal that is assigned to the company by Dun & Bradstreet’s business analyst. These are the four composite credit appraisals: 1 = High, 2 = Good, 3 = Fair, 4 = Limited.
Debt to Equity Ratio	Total Debt / Net Worth. Total Debt: The total of debt that is incurred by a business. Net Worth: The net worth or equity of the business.
Financial Stress Percentile	The incidence of financial stress is the proportion of firms with scores in this range that discontinued operations with loss to creditors. The financial stress percentage for a specific class is based on historical data in the Dun & Bradstreet file.
Financial Stress Percentile - Average incidence	The incidence of financial stress is the proportion of firms with scores in this range that discontinued operations with loss to creditors. The national average incidence of financial stress is based on historical data in Dun & Bradstreet files.
Financial Stress Percentile - Industry	The relative rating of a company among all of the scorable companies in its own industry group.
Financial Stress Percentile - Industry Incidence	The proportion of firms with scores in this range that discontinued operations with loss to creditors. The industry-specific average incidence of financial stress is based on historical data in Dun & Bradstreet files.
Financial Stress Percentile - National	The relative rating of a company among all of the scorable companies.
Financial Stress Score	A statistically valid score predicting the potential for failure of a business establishment and the likelihood that a company will obtain legal relief from creditors in full over the next 18 months. Branch records are populated from the headquarters record.
Net Sales to Assets	Sales Volume / Total Assets. Sales Volume: The value of the sales of a company for a 12-month period. Total Assets: The total value of cash and property of a business.
Supplier Evaluation Risk Score	Predicts the likelihood of a firm ceasing operations without paying all creditors under state or federal law over the next 18 months. The score, which is on a 1 (lower risk) to 9 (higher risk) scale, uses statistically valid models that are derived from the Dun & Bradstreet extensive data files. Information such as age of business, payment trends and performance, financial ratios compared with industry averages, sales and profitability, and so on, are considered in the calculation of the supplier evaluation risk score. Branch records are populated from the headquarters record.
Working Capital to Assets	(Current Assets – Current Liability) / Total Assets. Total Assets: The total value of cash and property of a business. Current Assets: The current value of a business, including property, cash, and so on. Current Liabilities: The current debts outstanding of a business.

The supplier rating models enable you to group and weigh key measures of supplier performance into performance categories that are subsequently weighted and grouped into an overall composite supplier score. The score is then compared to a rating scale and assigned a rating, much like a report card in school or automobile crash test ratings from the federal government. The following table shows an example supplier rating for Acme, Inc. The following rating (assessment) rules apply for this example: A >= 90, B>= 80, C >= 70, D >= 60, F <= 59.

Category	Desc.	Attribute	Weight	Value	Target	Score	Rating
C1	Acme, Inc.			83		83	B
CKPI1(Composite KPI)	Shipment accuracy	Higher is better	.30	89	90	99	A
CKPI1 is a composite of these KPIs:
KPI1	Shipped quantity	Higher is better	.50	900	1000	90	A
KPI2	Shipped quantity correct	Higher is better	.30	92	98	94	A
KPI3	Under shipped quantity	Lower is better	.10	5	3	60	D
KPI4	Over shipped quantity	Lower is better	.10	0	1	100	A
CKPI2	Quality performance	Higher is better	.50	62	90	69	D
CKPI2 is a composite of these KPIs:
KPI5	Accepted % of shipped quantity	Higher is better	.50	80%	95%	84	B
KPI6	Returned % of shipped quantity	Lower is better	.50	5%	2%	40	F
CKPI3	On time performance	Higher is better	.20	88	95	93	A
CKPI3 is a composite of these key KPIs:
KPI7	% of shipments on time	Higher is better	.80	78%	90%	87	B
KPI8	% of shipments early	Lower is better	.05	4%	5%	125	A
KPI9	% of shipments late	Lower is better	.15	6%	5%	83	B

This figure illustrates KPI calculations:

KPI calculations

Batch Processes

You must run the following jobstreams to populate key tables:

KP_ANALYZE

This jobstream populates KP_KPI_CALC_F00 and KP_KPI_ASMT_F00. Run this jobstream to validate the KPI calculation rules, verify end values, and test the KPI assessment rules.
BC_ANALYZE

This jobstream populates KP_KPI_CALC_F00, KP_KPI_ASMT_F00, and BC_ASSESS_F00. Run this jobstream to generate the final scorecard assessments after you validate your setup (by running KP_ANALYZE). If you set up this job to run regularly, the KPI process can aggregate data month-to-month and year-to-date. You must run this process after you populate or update the Performance Management Warehouse tables (such as during the Extract Transform and Load (ETL) process) to view current results for your Supplier Rating System Scorecard.

Understanding Scorecard Summary

The tables in this section contain the summary information for the KPIs that make up the Supplier Rating – Buyer and Supplier Scorecards. In addition to the KPI description and related critical success factor, these summary tables include the dimension or object type, perspective, and KPI calculation definition.

Reduce Purchasing Cost KPIs

This table contains the summary information for KPIs for which critical success factor is Reduce Purchasing Cost.

KPI Name	Dimension (Object Type)	Perspective	KPI Calculation
% Freight ($)	Vendor	Internal	The % of freight value associated with a purchase order (PO) last period.
% Ordered ($) Under Contract	Vendor	Internal	The % of value of units ordered on a PO for which a contract exists last period.
% Change in Average PO Price	Vendor	Internal	The % difference in the average PO price between this period and last period.
Average PO Price Variance	Vendor	Internal	The difference between average PO price between this period and last period.
Freight ($)	Vendor	Internal	The freight value associated with a PO.
Ordered ($)	Vendor	Internal	The value of units ordered on a PO.
Ordered ($) Under Contract	Vendor	Internal	The value of units ordered on a PO for which a contract exists.
Average PO Price ($)	Vendor	Internal	The average PO price for a vendor for that period.
Average PO Price ($) (Last)	Vendor	Internal	The average PO price for a vendor for that period (last period).

Reduce Lead Time Variability KPIs

This table contains the summary information for KPIs for which critical success factor is Reduce Lead Time Variability.

KPI Name	Dimension (Object Type)	Perspective	KPI Calculation
% of Rcpts (receipts) On-Time	Vendor	Internal	The % of supplier PO shipments for which delivery status = On Time'
% of Rcpt Qty (quantity) Correct	Vendor	Internal	The % of the value of the units shipped against a PO for which the completion status = Correct.
# of Rcpts	Vendor	Internal	The number of supplier PO shipments for the period.
# of Rcpts Early	Vendor	Internal	The number of supplier PO shipments for which delivery status = Early.
# of Rcpts Late	Vendor	Internal	The number of supplier PO shipments for which delivery status = Late.
# of Rcpts On-Time	Vendor	Internal	The number of supplier PO shipments for which delivery status = On Time.
% of Rcpts Early	Vendor	Internal	The % of the number of supplier PO shipments for which delivery status = Early.
% of Rcpts Early (% Chg [change])	Vendor	Internal	The % change of the number of supplier PO shipments since last period for which delivery status = Early.
% of Rcpts Late	Vendor	Internal	The % of the number of supplier PO shipments for which delivery status = Late.
% of Rcpts Late (% Chg)	Vendor	Internal	The % change of the number of supplier PO shipments since last period for which delivery status = Late.
% of Rcpts On-Time (% Chg)	Vendor	Internal	The % change of the number of supplier PO shipments since last period for which delivery status = On Time.
Average # of days early	Vendor	Internal	The average number of days that a vendor's shipments arrived early.
# of Rcpt Qty	Vendor	Internal	The number of units received from a vendor for a period.
# of Overshipped Qty	Vendor	Internal	The number of units received on a PO for which completion status = Overshipped.
# of Rcpt Qty Correct	Vendor	Internal	The number of units shipped against a PO for which the completion status = Correct.
# of Rcpts On-Time and Correct	Vendor	Internal	The number of supplier PO shipments for which delivery status = On Timeand for which completion status = Correct.
# of Undershipped Qty	Vendor	Internal	The number of units received on a PO for which completion status = Undershipped.
% Overshipped Qty	Vendor	Internal	The % of the number of units received on a PO for which completion status = Overshipped.
% Overshipped Qty (% Chg)	Vendor	Internal	The % change of the number of units received on a PO since last period for which completion status = Overshipped.
% Qty Correct (% Chg)	Vendor	Internal	The % change of the value of the units shipped against a PO since last period for which the completion status = Correct.
% On-Time and Correct	Vendor	Internal	The % difference in the number of supplier PO shipments for which delivery status = On Time and for which completion status = Correct and the number of supplier purchase order shipments.
% On-Time and Correct (% Chg)	Vendor	Internal	The % change in the number of supplier PO shipments for which delivery status = On Time and for which completion status = Correct since last period.
% Undershipped Qty	Vendor	Internal	The % of the number of units received on a PO for which completion status = Undershipped.
% Undershipped Qty (% Chg)	Vendor	Internal	The % change of the number of units received on a PO since last period for which completion status = Undershipped.
# of Rcpts (Last)	Vendor	Internal	The number of supplier PO shipments for the period (last period).
# of Rcpts Early (Last)	Vendor	Internal	The number of supplier PO shipments for which delivery status = Early (last period).
# of Rcpts Late (Last)	Vendor	Internal	The number of supplier purchase order shipments for which delivery status = Late (last period).
# of Rcpts On-Time (Last)	Vendor	Internal	The number of supplier purchase order shipments for which delivery status = On Time (last period).
# of Rcpt Qty (Last)	Vendor	Internal	The number of units received from a vendor for a period (last period).
# of Overshipped Qty (Last)	Vendor	Internal	The number of units received on a PO for which completion status = Overshipped (last period).
# of Rcpt Qty Correct (Last)	Vendor	Internal	The number of units shipped against a PO for which the completion status = Correct (last period).
# of Rcpts On-Time & OK (Last)	Vendor	Internal	The number of supplier PO shipments for which delivery status = On Time and for which completion status = Correct and the number of supplier PO shipments (last period).
# of Undershipped Qty (Last)	Vendor	Internal	The number of units received on a PO for which completion status = Undershipped (last period).
Average # of days late	Vendor	Internal	The average number of days that a vendor's shipments arrived late.

Improve Invoice Accuracy KPIs

This table contains the summary information for KPIs for which critical success factor is Improve Invoice Accuracy.

KPI Name	Dimension (Object Type)	Perspective	KPI Calculation
% Invoiced Correctly	Vendor	Internal	The % of vouchers for which PO price and voucher price are the same.
% Over Invoiced ($)	Vendor	Internal	The % difference in the value of units on a voucher for which voucher price is less than the PO price and the value of units on a voucher.
% Under Invoiced ($)	Vendor	Internal	The % difference in the value of units on a voucher last period for which voucher price is less than the PO price and the value of units on a voucher.
Purchase Price Variance ($)	Vendor	Internal	The sum of over invoiced ($) and under invoiced ($).
# of Vouchers Over Invoiced	Vendor	Internal	The number of vouchers for which the PO unit price is less than the voucher unit price.
Invoiced Correctly ($)	Vendor	Internal	The number of vouchers for which PO price and voucher price are the same.
Over Invoiced ($)	Vendor	Internal	The sum of the difference in the value of units on a voucher and value of units on a PO for which voucher price is more than the PO price.
Under Invoiced ($)	Vendor	Internal	The sum of the difference in the value of units on a voucher and value of units on a PO for which voucher price is less than the PO price.
# of Vouchers Under Invoiced	Vendor	Internal	The number of vouchers for which the voucher unit price is less than the PO unit price.

Improve Supplier Quality KPIs

This table contains the summary information for KPIs for which critical success factor is Improve Supplier Quality.

KPI Name	Dimension (Object Type)	Perspective	KPI Calculation
% of Rcpt Qty Accepted	Vendor	Internal	The % of the number of units accepted against a PO for which accepted quantity is the quantity remaining after rejects and returns.
# of Rcpt Qty Accepted	Vendor	Internal	The number of units accepted against a PO for which accepted quantity is the quantity remaining after rejects and returns.
# of Rcpt Qty Rejected	Vendor	Internal	The number of units rejected against a PO.
# of Rcpt Qty Returned	Vendor	Internal	The number of units returned against a PO.
% of Rcpt Qty Accepted (% Chg)	Vendor	Internal	The % change of the number of units accepted against a PO since last period for which accepted quantity is the quantity remaining after rejects and returns.
% of Rcpt Qty Rejected	Vendor	Internal	The % of the number of units rejected against a PO.
% of Rcpt Qty Rejected (% Chg)	Vendor	Internal	The % change of the number of units rejected against a PO since last period.
% of Rcpt Qty Returned	Vendor	Internal	The % of the number of units returned against a PO.
% of Rcpt Qty Returned (% Chg)	Vendor	Internal	The % change of the number of units returned against a PO since last period.
# of Rcpt Qty Accepted (Last)	Vendor	Internal	The number of units accepted against a purchase order for which accepted quantity is the quantity remaining after rejects and returns (last period).
# of Rcpt Qty Rejected (Last)	Vendor	Internal	The number of units rejected against a PO (last period).
# of Rcpt Qty Returned (Last)	Vendor	Internal	The number of units returned against a PO (last period).

Buyer Feedback Ratings KPIs

This table contains the summary information for KPIs for which critical success factor is Buyer Feedback Ratings.

KPI Name	Dimension (Object Type)	Perspective	KPI Calculation
Quality of Customer Service	Vendor	Internal	N/A
Quality of Relationship	Vendor	Internal	N/A
Responsiveness to Changes	Vendor	Internal	N/A
Responsiveness to Problems	Vendor	Internal	N/A
Timely Issue Notification	Vendor	Internal	N/A
Value to our Company	Vendor	Internal	N/A
Value to the Supplier	Vendor	Internal	N/A

Supplier Financial Ratings KPIs

This table contains the summary information for KPIs for which critical success factor is Supplier Financial Ratings.

KPI Name	Dimension (Object Type)	Perspective	KPI Calculation
Credit Score	Vendor	Internal	SRM - Dun & Bradstreet credit score for the Supplier Rating System.
Current Paydex	Vendor	Internal	SRM - Dun & Bradstreet payed score for the Supplier Rating System.
Current Ratio	Vendor	Internal	Measure of short-term solvency. The ability of the supplier to pay its liabilities on time.
Dun & Bradstreet Rating	Vendor	Internal	SRM - Dun & Bradstreet rating for the Supplier Rating System.
Debt to Equity Ratio	Vendor	Internal	Total Debt / Net Worth. Total debt is the total of debt incurred by a business. Net worth is the net worth or equity of the business.
Financial Stress Percentile	Vendor	Internal	Financial Stress %.
Fin. Stress % - Average (Avg) Incidence	Vendor	Internal	Financial Stress % - Average.
Fin. Stress % - Industry	Vendor	Internal	Financial Stress Industry.
Fin. Stress % - Ind. Incidence	Vendor	Internal	Financial Stress % - Industry.
Fin. Stress % - National	Vendor	Internal	Financial Stress National.
Financial Stress Score	Vendor	Internal	Financial Stress Score.
Net Sales to Assets	Vendor	Internal	Sales Volume / Total Assets. Sales volume is the value of a company's sales for a 12-month period. Total assets is the total value of cash and property of a business.
Supplier Evaluation Risk Score	Vendor	Internal	Dun & Bradstreet global failure risk score.
Working Capital to Assets	Vendor	Internal	(Current Assets - Current Liability) / Total Assets

Delivered KPIs

Details about the delivered KPIs are provided in the SRSKPIS.PDF file that is located on the PeopleBooks CD. This file provides information about each of the delivered predefined KPIs by means of summary and detail tables. Use these tables to better understand Supplier Rating System Scorecard calculations. You can also use the information in these tables as a basis for altering the scorecard to update KPIs and target rules.

Prerequisites

Load the predefined data components that are required for Scorecard by running a DMS script when you install the application.

See PeopleSoft EPM 9.0 Installation Guide

Setting Up and Using Supplier Rating System Scorecard

To use Supplier Rating System, you must first set up Performance Management Warehouse and Scorecard. You can also optionally integrate Dun & Bradstreet data.

This section discusses how to:

Set up Performance Management Warehouse and Scorecard.
Integrate Dun & Bradstreet data.

Setting Up Performance Management Warehouse and Scorecard

The predefined data components that make up Supplier Rating System are delivered separately from the Scorecard application. These components are delivered at the time of installation. After the database is installed at your site, setting up and accessing Supplier Rating System involves setting up the Performance Management Warehouse, populating the warehouse, updating several components of Scorecard, and populating the final reporting tables.

Note. Before you begin setting up Supplier Rating System, you must install the appropriate components using the installation documentation, and move the appropriate data components to your system database.

The predefined data components as delivered are set up to run with a specific business unit, setID, model ID, scenario ID, and so on. PeopleSoft delivers all of the appropriate security and object IDs as sample data. If you install Supplier Rating System to a demo database, you can acquaint yourself with the functionality in a demo environment.

After you set up the Performance Management Warehouse and Scorecard, to populate the Performance Management Warehouse, you must:

Run the ETL process to populate the Performance Management Warehouse with the data that is related to the PeopleSoft Enterprise Supply Chain Warehouse and PeopleSoft Enterprise Financial Warehouse.
Run the KP_ANALYZE and BC_ANALYZE processes to populate key tables.

When these steps are complete, you can view the scorecards and use the PeopleSoft Business Interface.

Integrating Dun & Bradstreet Data

Integration of Dun & Bradstreet data is optional for subscribers to Dun & Bradstreet who want to use data about suppliers (vendors) with Supplier Rating System KPIs. You can use the additional data from Dun & Bradstreet in the preconfigured Supplier Rating System KPIs to assist with the assessment of supplier stability and quality.

To integrate Dun & Bradstreet data:

Run the ETL process.

This process uses ETL maps to move operational data into the Operational Warehouse Staging (OWS), and then into the data warehouse tables.
Load imported data into a text file.

Data is extracted in the form of a text file from the OWS and data warehouse tables so that additional information can be integrated into the Dun & Bradstreet process.
Run the DB_EXP Application Engine process to export data into the text file so that Dun & Bradstreet can use this text file to run the Global Batch process.
Run the Dun & Bradstreet Global Batch process, which adds Dun & Bradstreet data to the text file.
Import the text file (after the Global Batch process finishes) into the Performance Management Warehouse.

After the Global Batch process is run, the system uses ETL to import another text file, which includes the Dun & Bradstreet data, back into the Performance Management Warehouse.

The integration process is a destructive load. Users typically run the integration process on a weekly, monthly, or quarterly basis.

This diagram shows the general data flow of data when you are using the Dun & Bradstreet Global Batch process. The Global Batch process is run outside your PeopleSoft system, within the Dun & Bradstreet system. The resulting added data is integrated into Performance Management Warehouse, where it is available for use in Supplier Rating System:

Dun & Bradstreet integration flow

This table lists the OWS tables, ETL maps, and folders that are used to integrate with Dun & Bradstreet:

OWS Table Names	ETL Map	Folder Information	ETL Map Function	Data Loader Map
VENDOR	FDM84_84_VENDOR	FDM84_88	Loads vendor information from source to OWS.	VENDOR_D00
VENDOR_ADDR	FDM84_84_VENDOR_ADDR	FDM84_88	Loads vendor address information from source to OWS.	VENDOR_ADDR_D00
VENDOR_ID_NBRS	FDM84_84_VENDID_NBRS_TBL	FDM84_88	Loads additional vendor information from source to OWS.	VENDID_NBRS_D00
VENDOR_LOC	FDM84_84_VENDOR_LOC	FDM84_88	Loads vendor location information from source to OWS.	VENDOR_LOC_D00
VENDOR_ADDR_PHN	FDM84_88_VENDOR_ADDR_PHN	FDM84_88	Loads vendor phone information from source to OWS.
VNDR_LOC_ID_NBR	FDM84_84_VNDR_LOC_ID_NBR	FDM84_88	Loads vendor plus DUNS information from source to OWS.
	FDM84_84_DB_VENDEXP_TBL.XML		Loads vendor information from PeopleSoft Enterprise Performance Management (PeopleSoft EPM) in a txt file format to be used by the Dun & Bradstreet Global Batch process.
	FDM84_84_DB_VENDIMP_TBL.XML		Loads vendor information from the Dun & Bradstreet Global Batch process in a txt file format to be used by PeopleSoft EPM.

This table lists the PeopleSoft files that are used along with the Dun & Bradstreet fields. The first 17 rows are fields that PeopleSoft exports in the text file. Rows 18 to 134 are rows with data that is inserted after the Global Batch process has run:

Rows 1–17 delivered by PeopleSoft

Rows 18–43 populated by Dun & Bradstreet

Rows 44–69 populated by Dun & Bradstreet

Rows 70–95 populated by Dun & Bradstreet

Rows 96–118 populated by Dun & Bradstreet

Rows 119–129 populated by Dun & Bradstreet

Rows 130–134 populated by Dun & Bradstreet