Key points
- Each KPI should lead to a decision or a clear check.
- Sales, operations and finance need the same definitions for shared figures.
- A useful dashboard shows exceptions and trends, not only totals.
Start with decisions, not charts
The owner does not need a crowded screen to feel in control. They need to know which orders are blocked, which customers are waiting, which products are close to running out and which invoices are delaying cash.
For each KPI, write the question it answers, its frequency, its source and the person who acts on it. If nobody can say what happens after seeing the value, the KPI is probably decorative.
Sales and order KPIs
A dashboard can show quote value, confirmed orders, conversion rate, response time and orders without a next step. For product businesses, compare orders with available stock and orders waiting for purchasing.
Do not combine enquiries, quotes and orders into one total. They have different states and probabilities. A clear number is more useful than a large total that hides different stages.
Stock and operations KPIs
Track stock differences, products without movement, delayed orders, preparation time and partial shipments. For a warehouse, add open receipts, picking waiting time and scanning errors.
KPIs should connect to the product, location, order and owner. This lets the team move from an alert to its cause without opening five separate reports.
Money and document KPIs
For commercial decisions, see issued and unpaid invoices, delivered orders without documents, margin where it is calculated correctly and money tied up in stock. Define the period and source for every figure.
Do not present an estimate as an accounting fact. Separate confirmed values from forecasts and note missing data. Trust disappears when people find different totals in other systems.
Make the dashboard actionable
Use thresholds, filters and links to the record that needs checking. A red alert should explain the cause or open the list of cases, not only alarm the team.
Review the KPIs regularly. When the process changes, update the definition or remove the number. The dashboard should remain a work tool, not a report built to impress.
Relevant Webmate resources
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Frequently asked questions
How many KPIs should an ERP dashboard have?
Enough to give each role a useful decision, but few enough that every KPI has an associated action. Start with the list of blockers and add only the numbers that clarify it.
Why do dashboard and accounting figures differ?
They may use different periods, sources, states or definitions. Document the formula and source before comparing two totals.
Can a dashboard replace reports?
Not completely. A dashboard shows priorities and trends, while reports provide detail and documentation for analysis or control.
