FMCG KPIs List

FMCG objectives are measurable key performance indicators that track and measure the FMCG sales rep, manager, and team’s ability to manage the Fast-Moving-Consumer-Goods processes over time successfully. The successful implementation of a robust FMCG business is vital for a successful FMCG operation. They are responsible for ensuring that the FMCG company operates effectively and efficiently over time.

FMCG Sales Rep Objectives

The FMCG sales rep’s objectives or KPIs are designed to track and measure the FMCG sales rep’s operational efficiencies over time, including aspects like improving the market share distribution, weighted distribution percentage, the numeric distribution percentage, the product penetration rate, and the Share of Wallet (SOW).

  • Improve numeric distribution percentage – This KPI tracks and measures the extent to which the FMCG sales rep is able to improve the numeric distribution percentage of products over time. The higher this metric, the greater the FMCG sales rep’s ability to increase the numeric distribution percentage of products over time.
  • Improve weighted distribution percentage – This KPI tracks and measures the extent to which the FMCG sales rep is able to improve the weighted distribution percentage of products and product lines over time. The higher this metric, the greater the FMCG sales rep’s ability to increase the weighted distribution percentage of products over time.

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  • Improve market share distribution – This KPI tracks and measures the extent to which the FMCG sales rep is able to improve the market share distribution per product and product line over time. The higher this metric, the greater the FMCG sales rep’s ability to increase the market share distribution per product and product line.
  • Improve product penetration rate – The product penetration rate is the number of potential customers per product that the FMCG sales rep has acquired. This KPI tracks and measures the FMCG sales rep’s ability to improve the product penetration rate over time. The higher this metric, the greater the FMCG sales rep’s operational efficiencies.
  • Improve Share of Wallet (SOW) – The Share of Wallet (SOW) is the dollar value that an existing customer regularly spends on a particular brand rather than buying from competing brands. This KPI tracks and measures the extent to which the FMCG sales rep is able to improve the SOW over time.

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FMCG Team Objectives

The FMCG team objectives or KPIs are designed to track and measure the FMCG team’s operation efficiencies, including elements such as improving stock levels per store, reducing the average time it takes for products to sell, improving profit margins, reducing supply chain costs, and improving the shelf visibility and availability.

  • Improve stock levels per store – This KPI tracks and measures the extent to which the FMCG team is able to improve the stock levels per store. The higher this metric, the greater the FMCG team’s ability to enhance the stock levels in each store over time.
  • Improve (reduce) average time to sell – The longer it takes to sell a product, the great the cost of sales will be and vice versa. This KPI tracks and measures the extent to which the FMCG team can improve or reduce the average time to sell for each product; thereby, reducing the cost of sales.

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  • Improve profit margins – A profit margin is the revenue generated after the cost of sales is subtracted. This KPI tracks and measures the FMCG team’s ability to consistently improve profit margins over time. The higher this metric, the greater the extent to which the FMCG team can increase the company’s profit margins.
  • Improve shelf visibility and availability – This KPI tracks and measures the extent that the FMCG team is able to improve the shelf visibility and availability of products over time. The higher this metric, the greater the FMCG team’s ability to enhance the shelf visibility and availability of products over time.
  • Improve (reduce) supply chain costs – This KPI tracks and measures the extent to which the FMCG team is able to improve or reduce supply chain costs over time. The higher this metric, the greater the FMCG team’s ability to decrease the organization’s supply chain costs over time.
  • Improve fulfillment metrics – This KPI tracks and measures the extent to which the FMCG team is able to improve its fulfillment metrics over time. The higher this KPI, the greater the FMCG team’s ability to improve its fulfillment metrics over time.
  • Improve brand preference versus competitors – The brand preference versus competitors metric measures the brand’s competitive position in the market. This KPI tracks and measures the extent to which the FMCG team is able to improve its brand preference versus its competitors over time. The higher this metric, the greater the FMCG team’s operational efficiencies.

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FMCG Manager Objectives

The FMCG manager objectives or KPIs are designed to track and measure the FMCG manager’s operational efficiencies, including aspects like improving the available sustainability information, improving the actual versus target van sales (per route/time period), reducing the organization’s driving costs, improving route compliance, and improving the inventory status.

  • Improve sustainability information – This KPI tracks and measures the FMCG manager’s ability to improve the brand’s sustainability information over time. The higher this metric, the greater the extent to which the FMCG manager is able to improve the brand’s sustainability information over time.
  • Improve actual versus target van sales (per route/time period) – This KPI tracks and measures the extent to which the FMCG manager is able to improve the actual versus target van sales per route/time period over time. The higher this metric, the greater the FMCG manager’s operational efficiencies over time.

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  • On-road versus off-road sales – This KPI tracks and measures the FMCG manager’s ability to manage and report on the on-road versus off-road sales figures over time. The higher this metric, the greater the extent to which the FMCG manager is able to manage and report on the on-road versus off-road sales figures over time.
  • Improve route compliance – Route compliance is the extent to which drivers adhere to their preplanned routes. This KPI tracks and measures the extent to which the FMCG manager can analyze this data and ensure that the drivers stick to these routes. The higher this metric, the greater the FMCG manager’s operational efficiencies.
  • Improve (reduce) returned goods volumes – This KPI tracks and measures the extent to which the FMCG manager is able to improve or reduce the returned goods volumes over time. The higher this metric, the greater the FMCG manager’s ability to decrease the quantities of returned goods over time.
  • Improve payment collections – This KPI tracks and measures the extent to which the FMCG manager is able to improve the payment collections’ processes over time. The higher this metric, the greater the FMCG manager’s ability to enhance the payments collections’ methods over time.
  • Improve inventory status – The inventory status tracks the inventory out for delivery. Sales reps can call into smaller stores without appointments to sell products to smaller businesses. This KPI tracks and measures the FMCG manager’s ability to manage and improve inventory status over time.
  • Improve (reduce) driving costs – This KPI tracks and measures the extent to which the FMCG manager is able to improve or reduce the overall driving costs over time. The higher this metric, the greater the FMCG manager’s ability to decrease the overall driving costs over time.

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These FMCG KPIs are an integral part of ensuring that the FMCG sales rep, team, and manager meet their core operational efficiencies. The successful implementation of an FMCG model and methodology plays an indispensable role in ensuring that business operations continue to improve throughout the company’s lifecycle. As a result, measuring these objectives is key to organizational and operational success. They focus on tracking metrics grouped as objectives for the FMCG sales rep, team, and manager result areas.

It is imperative to track and measure these KPIs over time because they offer continuous insight into the FMCG company’s successes and where improvements are needed. Metrics like reducing driving costs, improving overall inventory status, improving payment collections, reducing the volumes of returned goods, improving route compliance, increasing fulfillment metrics, as well as improving the numeric distribution percentage, weighted distribution percentage, product penetration rate, and Share of Wallet are fundamental to the overall success of the FMCG operation.

Using FMCG objectives for the FMCG team, sales rep, and manager aims to ensure consistency over time. High-performing metrics are valued, translating into an efficient FMCG strategy and application by the FMCG team. On the other hand, low-performing metrics must be revisited as they show poor performance and detract from achieving operational success.

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