The seven KPI families
Customer Service, Margin, Cash Flow, Carbon, Customer Priority, Plan Stability, Risk Posture. Continuously measured.
Seven KPI families, each continuously measured, each dollarized, each composable into EVA and PVA.
Customer Service — realized SLA performance plus dollarized service-driven revenue (stockouts cost contract dollars, not abstract service points). Margin — realized margin via ABC-adjusted cost-to-serve, by customer line and channel, with the pegging cascade attributing direct and indirect costs back to the demand that triggered them. Cash Flow — time-weighted dollarized cash flows by week and month. When the dollar arrives matters; the CFO sees the time-weighted view, not just the period total.
Carbon — monetized scope 1/2/3 emissions at the customer's chosen carbon price. Small today for most industrials; growing rapidly as scope 3 disclosure becomes obligatory. Customer Priority — the dollarized impact of allocation decisions under scarcity, by customer segment. Strategic-account preservation has a dollar value the system can attribute to specific allocation choices. Plan Stability — the dollarized cost of churn (every replan-induced expedite, every cancelled commitment, every supplier-relationship cost from late-notice changes). Risk Posture — the realized versus committed percentile cover across drivers, with confidence intervals. Are we cashing the insurance premium we paid for, or are we paying for cover that never materialized?
Traditional KPI dashboards report monthly or quarterly. VYAN's KPI families update with every commit. The distribution updates with every iteration of the stochastic run. Continuous measurement is what lets the policy adapt mid-quarter when the environment changes; periodic measurement is what lets the board defend the policy at quarter-end. Both views are always available. The CFO sees the live number when they want to act, the period number when they want to defend.
Each family contributes to PVA. The CSCO sees which families the active policy is winning on and which it's giving up — and adjusts posture accordingly. A policy that wins service and loses working capital is a deliberate posture choice; a policy that wins both is the result of a frontier move; a policy that loses both is a policy you replace. The decomposition is what makes posture choices defensible.