SB/T 10669-2025 in English
VALIDKey Performance Indicator (KPI) System and Assessment for Chain Supermarket Operations
- Issued on:2025-06-16
- Implemented on:2026-01-01
- File Format:PDF
- Delivery:Via email within 1~3 business days
$248.00
| Standard No: | SB/T 10669-2025 |
| Document status: | VALID |
| Title in English: | Key Performance Indicator (KPI) System and Assessment for Chain Supermarket Operations |
| Title in Chinese: | 连锁超市营运关键绩效指标（KPI）体系及考核评估 |
| Language: | English |
| File Format: | Electronic (PDF) |
| Delivery: | Via email within 1~3 business days |
| Issued on: | 2025-06-16 |
| Implemented on: | 2026-01-01 |
| ICS Classification: | 03.100.01-Company organization and management in general |
| Chinese Classification: | A10-Commerce, Trade and Contract |
| Professional Classification: | SB-Commercial |
| Related Keywords: | key performance indicator
five-dimensional performance indicator system indicator system chain supermarket industry indicator system structure |
Introduction
Background of Standard Revision and Analysis of Technological Evolution
SB/T 10669-2025, as a comprehensive revision of the 2012 version of the standard, fully reflects the profound changes in the chain supermarket industry in the era of the digital economy. This revision not only adds 22 new indicators, but also systematically optimizes the indicator system structure, reflecting the technical requirements for the transformation from traditional retail to smart retail. The standard setting units include the China Chain Store Association and leading companies such as Yonghui Supermarket and Wumart Technology, ensuring the practicality and forward-looking nature of the standard.
In-depth Analysis of the Indicator System Architecture
The new version of the standard constructs a five-dimensional performance indicator system, which comprehensively measures the operational quality of chain supermarkets from five aspects: financial benefits, operational efficiency, customer service, corporate development, and social responsibility. Compared with the 2012 version, the indicator system pays more attention to digital operations and sustainable development capabilities.
| Indicator system dimensions | Number of core indicators | Key points of technological changes | Application value |
|---|---|---|---|
| Financial benefit indicators | 8 items | New operating profit, net profit, net cash flow from operating activities | Strengthen profitability and cash flow management |
| Efficiency indicators | 22 items | New indicators such as digital membership, online conversion, and automatic replenishment | Improve omni-channel operational efficiency |
| Customer service indicators | 4 items | Newly added negative review rate, segmenting online and offline dimensions | Improving the service quality monitoring system |
| Development indicators | 7 newly added, focusing on innovation and talent development | Ensuring sustainable corporate development | |
| Social responsibility indicators | 6 | Optimizing management indicators for energy consumption, employees, and suppliers | Strengthening corporate social responsibility fulfillment |
Detailed technical points of key performance indicators
Technical innovations in financial efficiency indicators
The standard introduces the net cash flow from operating activities indicator in the financial dimension, addressing the limitations of traditional profit indicators. The calculation formula adopts a dual-track system of direct and indirect methods, providing companies with more flexible financial analysis tools. At the same time, the introduction of the operating profit metric effectively separates core business profitability from non-operating income and expenses, more accurately reflecting the operational quality of a supermarket's core business.
Digital Upgrade of Efficiency Indicators
The efficiency indicators fully reflect the requirements of digital transformation. Newly added indicators such as the digital membership ratio, online order conversion rate, and self-service checkout ratio accurately capture key operational milestones in the new retail environment. Of particular note is the automatic replenishment rate metric, which requires companies to establish intelligent inventory management systems and achieve a shift from manual experience-based replenishment to data-driven replenishment.
Application Case: Digital Indicator Practice at a Supermarket Chain
By implementing the digital membership metric in the standard, a national supermarket chain increased its member sales ratio from 35% to 52% and its online order conversion rate from 2.1% to 4.3% within six months. By establishing a member data center, the company has achieved precision marketing and personalized services, significantly improving operational efficiency.
Standardized implementation of the assessment process
Chapter 6 of the standard specifies in detail the four key links of assessment: Determine the assessment plan → Implement → Mid-term adjustment → Post-period review, forming a complete PDCA cycle. Clause 6.1.1 emphasizes the establishment of an industry benchmarking mechanism, requiring companies to select an appropriate combination of performance indicators based on their own development stage.
| Assessment stage | Core tasks | Key points for implementation | Output results |
|---|---|---|---|
| Determine the assessment plan | Indicator selection and target setting | Combining industry benchmarks with corporate realities | Business plan and assessment system |
| Implementation | Indicator decomposition and training | Ensure data authenticity and rationality | Phase-by-phase achievement plan |
| Mid-term adjustments
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