10g Key indicators

We want the extract key data from the performance reports output to get a trend indicator.
I tweaked the sql scripts which came with the application and created a key indicator report. This is in a draft form right now and we plan to improvise it. Does anybody have any comment about the effectiveness of this report to catch trends in
1.surge in usage
2.proactively correct performance problems
here is the sql i created.
to run it pass in day as the first and the only parameter
and substitute a file whose download time you want to measure
/* @Copyright (c) 2002-2003, Oracle Corporation. All rights reserved. */
-- This script is used to report on performance and error logging data from
-- the database.
-- Arguments:
-- &1 -- value must be "hour" or "day"
define time_unit = '&&1'
@@ setup
@@ format
@@ by&&time_unit
set linesize 135
--set termout off
spool keyindicators.txt
prompt Generated: &_today.&_most_recent.
ttitle center 'Key Indicators'
select round(avg(avg_request_secs),4) "Avg Time for Login" from (
select o1.event_day,
'Weighted Total Successful Login Time' url,
sum(wt_avg) / ps.request_count / 1000 avg_request_secs,
ps.request_count
from (select event_day
,avg(request_time) * count(url) wt_avg
from owa_logger
where request_type = 'plsql'
and (url like '/pls/%/%.wwptl_login.login_url'
or url like '/pls/%/%.wwsec_app_priv.login'
or url like '/pls/%/%.ls_login'
or url like '/pls/%/%.wwsec_app_priv.process_signon')
and http_status < 400
group by event_day
,url
) o1
left outer join
(select event_day
,sum(request_count) request_count
from owa_logger_url
where url like '/pls/%/%.wwsec_app_priv.process_signon'
and http_status < 400
and grouping_id =1
group by event_day
) ps
on o1.event_day = ps.event_day
group by o1.event_day
,ps.request_count
ttitle off
select round(avg(request_avg),4) "Average Page Render Time" from
select avg(p.request_time)/1000 request_avg
from owa_logger p
join
owa_logger pmd
on p.request_id = pmd.request_id
where p.request_type = 'page'
and pmd.request_type = 'pageMeta'
and p.http_status = 200
group by p.event_day,
p.logical_host
,p.http_status
select round(avg(avg_request_secs),4) "Average Portlet Execute time" from
(select request_avg / 1000 avg_request_secs from owa_logger_portlet where grouping_id = 1)     
select round(avg(avg_request_secs),4) "Document retreival time" from
(select request_avg / 1000 avg_request_secs from owa_logger_doc
where grouping_id = 1
and upper(url) like '%<put filename herer>')     
select
count(unique session_file) "Unique login sessions"
from owa_logger
where session_file is not null
select
round(max(session_count),4) "Max concurrent sessions"
from
select event_day,
logical_host
,count(unique session_file) session_count
from owa_logger
where session_file is not null
group by event_day,
logical_host
,trunc(event_date, 'MI')
select count(1) "Number of http errors" from
owa_logger
where http_status >= 400
select count(*) "Number of ora errors" from
owa_logger
where request_type = 'plsql'
and http_status >= 400
and ora_error != 0
select round(avg(wait_time) / 1000,4) "PPE Queue Wait Time"
from owa_logger
where request_type in ('page', 'pageMeta', 'loginMeta', 'portlet', 'webPortlet', 'dbPortlet', 'wsrpPortlet')
select round(avg(avg_conn_secs),4) "Average Connection Pool time" from
(select avg(nvl(su_conn_pool_time,0)
+ nvl(pub_conn_pool_time,0))/1000 avg_conn_secs
          from owa_logger
where request_type = 'plsql'
and conn_pool_status is null
group by event_day,
logical_host,
request_type,
su_conn_pool_status,
pub_conn_pool_status )
@@ finish
@@ cleanup
exit

In 10g this is not quite as simple as 11g. To create a custom measure that calls an OLAP DML program you need to either:
1) Download the Excel Utility from the OLAP home page on OTN:
http://download.oracle.com/otn/java/olap/SpreadsheetCalcs_10203.zip
but check the readme first:
http://www.oracle.com/technology/products/bi/olap/OLAP_SpreadsheetCalcs.html
or
2) Use Warehouse Builder to manage your AWs. OWB allows you to automatically create custom calculations that call OLAP DML programs.
If you look at this posting on the Oracle OLAP Blog you will find an example of how to create an OLAP DML program and reference it from a calculated measure:
http://oracleolap.blogspot.com/2008/03/creating-calculated-measure-cube.html
Keith Laker
Oracle EMEA Consulting
OLAP Blog: http://oracleOLAP.blogspot.com/
OLAP Wiki: http://wiki.oracle.com/page/Oracle+OLAP+Option
DM Blog: http://oracledmt.blogspot.com/
OWB Blog : http://blogs.oracle.com/warehousebuilder/
OWB Wiki : http://wiki.oracle.com/page/Oracle+Warehouse+Builder
DW on OTN : http://www.oracle.com/technology/products/bi/db/11g/index.html

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    When load test is run with this configuration we don’t see any Page Response/Key Indicators in the graph and there are no errors in the test run or in the event viewer although we can see Controller/Agent graph getting generated. During this time, there
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    Hi Gautam_ap,
    Thank you for posting in MSDN forum.
    According to your description, it seems that you are trying run load test remotely from VS2010 with test controller and test agent, but the load test run fail remotely.
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    and Test Agent 2010.
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  • Monitoring Load balancing in Tuxedo 9.1 and RAC ?

    Hi all,
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    Logistics Management vs Supply Chain Management
    Chapter 1 Logistics
    1.1 Logistics Management vs Supply Chain Management
    First of all, we must clarify this big semantic matter: what is logistics? what is Supply Chain ? are these two names equivalent?
    We can represent this question by this figure
    Is SC part of the logistics? or is it the reverse? or is logistics replaced by SC? or are both the same? or are logistics and SC covering partly the same matter but both continue to exist ?
    To answer to that question, we have to consider the definition of each concept. We use the definitions commonly accepted by the CSCMP (Council of Supply Chain Management Professionals). These definitions also are used by the APICS (The Association for Operations Management: the global leader and premier source of the body of knowledge in operations management, including production, inventory, supply chain, materials management, purchasing, and logistics.)
    The logistics management is that part of the Supply Chain process, which plans, implements and controls the efficient, effective flow and storage of goods, services and related information from the point of origin to the point of consumption in order to meet customers’ requirements.
    The supply chain management is the integration of key business processes, from the end user through original suppliers that provides products, services and information that add value for customers and other stakeholders.
    Thus the answer to our first question is clearly
    In a Supply Chain, each enterprise is a partner; each partner is fully responsible for a process that transforms inputs into outputs using some resources and following the rules or norms.
    The concept of supply chain suggests a series of processes linked together (they form a chain !).
    Figure 3
    Somebody is the producer of the raw material, somebody transforms it into a product, somebody incorporates the product into an assembly, somebody stores the finish good, somebody sells it, somebody transports it and finally a retailer sells it to a final customer who is the consumer.
    Some of these processes are sourcing, others are manufacturing and others are distribution.
    If we illustrate the system for a more complex product, we obtain the hereunder schematic.
    The pilot of the Supply Chain must instruct each supplier about when and to whom they have to deliver their products. He must instruct supplier "A" to first supply "B" and later the main manufacturer; for another part, he must instruct "B" to first supply the main manufacturer and later the supplier "C", if it is the right way to get the product on time as promised to the customer.
    Figure 4
    1.2 Flows
    As indicated here above, all the partners are linked (they form a chain). These links cover 3 flows:
    1. physical product flow (material flow)
    The materials flow from suppliers to customers and from customers to suppliers (reverse flow).
    The products are packaged (primary package, secondary package, warehousing package, transport package). Each package fills a specific function. (to see chapter 6). Containers, pallets and some packaging are circulating round trip.
    The management of the materials flow must deliver products on time, in the proper sequence, exactly where they are needed.
    2. information flow
    Information is flowing in both directions, is passing each other, is colliding with others …
    The information include order, delivery, inventory level, production status, forecasts, quotation …
    The information could be considered as the piloting system of the other flows.
    The information is flowing between multiple organizations and enterprises, each one having its own managing system, its own value system ….
    3. financial flow
    They include credit terms, payment schedules, title ownership arrangements …
    A major problem concerns the coordination, the synchronization between all these flows. The final objective of the logistics / supply chain is to reduce costs and to improve service levels at the profit of all the partners of the chain, suppliers, manufacturer and customer. Each activity playing a role in making the product and the services conform to customer requirements (cost, delivery terms, quality …) is concerned.
    In the past, each enterprise was trying to strangle other enterprises to obtain the major advantage (and to avoid realizing some effort). The bigger was crashing the smaller.
    Today, no single enterprise is solely responsible for the competitiveness of its products and services. The benefit obtained by working in network must be shared between all the members of the chain. The sole strategy that performs is the win-win strategy.
    The competitiveness suppose to give a better service, a superior service to the final user of the product / service (decreased delivery times, repairing/exchanging defective parts, maintenance, warranties, price, reliability, performance).
    Today, we have to consider the total system wide cost; it includes manufacturing, transportation, packaging, warehousing, distribution, rework, repair, administrative costs. Managing the supply chain is not minimizing a single cost between two entities but, rather, on taking a global system approach to get, at the end, the better result that profits to every chain partner.
    If one looks at actions in isolation, it is not possible to have a global view and to identify how an isolated action could have a reverse effect. Each decision taken by a partner of the chain has an effect on the upstream and downstream partners. And this effect could be positive or negative. For example, a supplier will reduce its inventory that leads to increase the delivery terms of the downstream partners; for example, a transportation manager will delay a delivery to increase the volume to transport and to reduce the transportation cost.
    1.3 Management
    It is obvious that designing and operating a supply chain so that total system wide costs are minimized and system wide service levels are improved is very challenging. It is not easy to do that inside a single enterprise, how more if one must consider several enterprises. We could write that the complexity increase exponentially with the number of partners.
    with C = complexity of management, k a function depending of the product and n = number of partners.
    The criteria to be considered are:
    q the complexity of the network mainly if the partners are located over a large geographical area
    q the cultural clash between partners
    q the difference of capacities of partners: some are SME, others large enterprises, some are assembler, others are machining and some are giving service … Each partner has its own limits, its own capacities and its own resources. It is not thinkable to build a supply chain only with partners having the same constraints.
    q the planning process could be different depending of many factors external to the supply chain. It is normal that an enterprise could be partner of several supply chains (example: the ball bearings supplier belongs to several automotive manufacturers supply chains).
    q the supply chain is a dynamic system that evolves over time. Everything can change quickly or frequently either on the customers’ side, either on the suppliers’ side, either the market conditions, either the environmental conditions.
    1.4 Three levels of management
    As every activity, we have to consider the three levels: strategic, tactical and operational.
    a) Strategic level.
    The strategic level deals with decisions that have a long-lasting effect on the enterprise.
    Every department or service has to fit with the strategy of the enterprise.
    q The Supply Chain strategy must deal with the procurement of raw materials and all the components used by the enterprise.
    Procurement includes packaging, transportation, documentation, warehousing.
    q The Supply Chain strategy must deal with the logistics operations inside the manufacturing plant
    This includes the flows through the plant, the interoperations packaging, the information, the traceability …
    q The Supply Chain strategy must deal with the distribution and usage of the product by the customer.
    This includes the selection of the distribution channels and the operations to supply the retailers, the instructions of use and all the operations covered by the warranty and the after sales service.
    The long-lasting effect must be considered by product. If the life cycle of the product lasts several years, the strategic level covers more than 2 years; if the life cycle of the product lasts less than one year (i.e. tamagushi ….), the strategic level is not a fundamental step. But reasonably, the strategic level for the majority of the products covers 2 or 3 years.
    Some of the basic questions are: 1) make or buy question;
    2) location and capacities of production facilities, warehousing, transportation;
    3) technologies to be mastered;
    4) machines and equipments to be used, rented or …;
    5) layout of the production facilities and warehouses;
    6) quantities of products to be purchased, launched in production, stored, packed together, transported;
    7) the relevant information for the manufacturing;
    8) the training of the operators;
    It is obvious that all this has a cost and therefore has to be amortized on several years.
    b) Tactical level.
    The tactical level concerns generally a period of time of one year. It is prepared during the last quarter of the previous year.
    The tactical level has to focus on the expected situation at the end of the previous year to establish a series of significant data as 1) quantities to be distributed on each market;
    2) exact quantities of raw materials and components to be purchased and when to place orders 3) the planning of manufacturing by quantities, by specifications, …
    4) the distribution activities by month, mainly if the products demand is seasonal;
    5) to prepare the impact of the promotions on the distribution;
    6) to optimize all the logistics functions;
    7) to fix the key indicators to allow a performing management;
    8) to establish the calendar of each specific step to reach the annual objective;
    9) to match demand and supply
    The tactical level is the annual budget.
    c) Operational level.
    The operational level is the real time management. Some activities are planed on one week, others on a day and the updates are permanent. The operational level has to face the failure of a truck, the illness of a warehouseman or a driver, a urgent non planed order, and so on.
    The quality of an organization can be measured by the respect of a well constructed plan and by the reactivity face at unforeseen situations. No waste of time, no waste of resource must be the rule for the operational manager.
    He must be able: 1) to meet the better lead-times,
    2) to respond to any fluctuation of the demand,
    3) to deal with all the products (from fast moving goods to industrial component),
    4) to face any unexpected situation.
    To do that, he must pilot several logistical drivers as forecasting, transportation means, warehousing facilities, inventory, orders management, sourcing possibilities … and these drivers are fed by information. All these drivers can add value or cost at the customer’s eyes.
    q Forecasting allows to feed all the other drivers
    q Adapted transportation means allow fast loading and unloading and reduced operational costs by comparison with the value of the transported goods
    q Warehousing facilities are located at the best operational place to supply their customers (outbound) and to receive goods from suppliers (inbound); they have well adapted infrastructures to store goods. The objective is to get the better responsiveness, to get the better control on each local market, to get the cheapest cost.
    q Inventory must be adapted to the demand: enough to face unexpected demand and not too many what carries overstock and therefore additional costs and ageing products.
    q Orders management reduces lead time and allows a full control on all the documents issued from these orders as picking ticket, packing list, invoice, …
    q Sourcing possibilities allows a better control on the products arrival, access to the docks without waiting times, better management of the purchase orders …
    We can summarize all these concepts by 3 curves as follow and the total logistics cost is the sum of these three costs:
    Figure 5
    We can represent these situations by the following outline representing three concrete situations:
    Figure 6 a Figure 6b Figure 6c
    Figure 6a represents 4 suppliers delivering to 1 central warehouse and from this warehouse to the customers;
    Figure 6b represents 4 suppliers delivering to 2 central warehouses and each warehouse delivers to its customers;
    Figure 6c represents 4 suppliers delivering to several warehouses and each one delivers to its own customers.
    It is necessary to determine the number of warehouses, their locations, their sizes, the quantity of products to be stored and the location and number of customers to be supplied to get the best service at the lowest cost. The enterprise must compare the costs of opening more warehouses and the benefits to be closer to the customers.
    For another part, it is important to take into account the specificity of the warehouses: only to supply a manufacturing facility, only to supply end customers or supplying both manufacturing facility and end customers. The basic functions are the same but they are several important differences:
    q to supply a manufacturing facility means many suppliers (for raw materials and purchased components) and a few customers (manufacturing sections).
    q to supply end customers means very few suppliers ( final assembly line) and a large number of customers (all the customers for finished products and spare parts)
    q other differences concern the quantities, the size, the physical configurations, the variability and predictability of the demand, the unforeseen breakdowns (machines, trucks and trailers …), the capacity of each buffer between each manufacturing or supply process, lead-times acceptable by each downstream customer, size of batches, safety inventory size, risk parameters …
    1.5 Supply Chain Information
    As here above mentioned, information feeds all the logistics drivers. Therefore, it is important to detail the content of these information. The supply Chain Management manipulates a lot of information that each one affects strongly or weakly the results. Firstly, we have to consider the information that affect directly all the logistics drivers.
    Forecast is affected by the economic situation of the market, by the financial situation, by the wealth of the population, by the obstacles to the trade, by the adequacy between the specifications of the product and the needs of the customers … All the data concerning these parameters must be considered as useful information.
    Inventory is needed to face the responsiveness to the demand of the market. The Supply Chain Manager must know this requirement to establish correctly the level of inventory for each item as well as the inventory cost.
    Transportation information include frequency of each transport vector, capacity of each one, availability, possibility to circulate, cost, particular requirements as national flag or piracy risk ….
    Warehousing size and location have important consequences on several managerial decisions
    Computerized treatment of all these data allows to simulate the actions and their result, allows a fast and very reactive circulation of the information between all the members of the network, reduces the redundancy of some encoding operations just as the error risk, allows a good traceability of all the decisions and operations, authorizes a real time follow-up, improves the visibility on the various sequences … Information and Communication technologies play a critical role concerning the exchange of information between suppliers, manufacturer, customers, carriers and other services providers. To be performing, every enterprise must master an information system adapted to his needs but also allowing to be networked with all the other members of the Supply chain: it is a very critical competitive advantage to be better than the competition on that aspect. But, everybody understands the major difficulty to interconnect different systems. Information must be cheap, available as soon as needed, without time lag,
    1.6 Main actors
    As illustrated on the figure 3, each process is requiring resources.
    1.6.1 Human resources
    The human resources who have an impact on the supply chain are:
    q The buyers: they have to reference the suppliers who can work inside a supply chain. They must accept to work as the pilot of the supply chain decides it for the best of all the actors. The buyers must place the purchase orders when it is fixed by the Supply chain organization.
    q The designers: they have to design products that it is possible to pack and transport on the best economical way. But they also must design products with the specifications that the suppliers can realize and all the actors of the supply chain can store and transport. Finally, the products must be designed with the objective to be customized at the latest stages of manufacturing.
    q The packaging designers: they have to design packaging that can be economically manipulated by each member of the supply chain (size of the racks, trucks…), that correspond to the various quantities (to see §2.2) needed by the actors. It is also important that each packaging can be easily open and closed as frequently as required.
    q The manufacturers: they must be flexible to accept small or large batches and evidently the must produce quality on time.
    q The sellers: they must work with the precise specifications allowed by the design and with the quantities allowed by the agreement between all the parties.
    q The transporters: they must deliver on time and in perfect condition.
    q The warehousemen: they must act with the right diligence
    q The computer operators: they must deliver the right information at the right time to the right people. Each supply chain member can recuperate the data without risk of mistake or confusion to build the appropriated management system.
    1.6.2 Material resources
    The material resources must be sufficient, in good conditions, available when needed and well adapted to the products and operations. These conditions are required to be able to link together many process operators. Indeed, if an operator doesn’t master well his process, it is thinkable that he will not be able to respect quality, quantity or delivery date.
    This also supposes that the maintenance of all the equipments is well executed.

  • KPI in ASCP

    Hi,
    Anyone please elaborate the usage of Key Performance Indicators (KPI) in Advanced Supply Chain Planning and tell me how to use this in our environment.
    We are having centralized ASCP and running EDD Plan for every fortnight.
    In have checked for our current plan by right clicking the plan name and selecting Key Indicators, It is showing the chart for planned cases and not for the target.
    Kindly let me know how to proceed with this functionality.
    Thanks in advance,
    Suriya

    Rao
    Please recheck if you followed the following steps. (some of them may be old but not sure if chnages were made to oracle after I last did it couple of years ago)
    A. set up KPIs or performance measures within the BIS application(which i think is now the framework module you mentioned)
    --->
    From the BIS Personal Home Page, click Performance Management Framework (Full Access).
    2.     Click Performance Measures.
    3.     In the Performance Measure drop down box, select the correct performance measure (e.g.; MRP Gross Margin %).
    4.     Click the View Target Levels button.
    5.     Click BIS_EDIT_VIEW in the row that shows the correct dimensions (e.g.; Total Organizations, Total Time).
    6.     Scroll down to the access section. Make sure the Selected Responsibilities include Performance Management Framework (Full Access) and Performance Management Framework (Targets Access).
    7.     Click the Save and View Targets button.
    8.     In the Organization drop down box, select Total Organizations.
    9.     Click the Find Targets button.
    10.     Click the Retrieve button.
    11.     In the Business Plan drop down box, select Standard.
    12.     Click the Refresh button.
    13. If there is no target set and you wish to set a target, click the New Target button.
    14.     If there is an existing target you wish to edit, click BIS_EDIT_VIEW for the target you wish to edit.
    15.     Enter the target.
    16.     Click the Save button.
    17.     Use the home button in the Performance Target Details bar and start over with the next target.
    B. if these steps are correct may be try doing complete refresh and rerun plan (ensure you have calculate KPI checkbox checked)
    Thnx
    Partha

  • Enterprice Portal Monotoring

    Hi Friends,
    As a  BASIS CONSULATNT i am donig daily monotoring of all prd systems for ecc,xi,bi But in EP I haven't any ida how to do the monotoring.I am new to EP I know some daily monotoring t-codes are
    Tablespace Check
    SLD Check
    JCO Check
    Trex Check
    IPC Check
    WWI Check
    KM Check
    Please advice me.
    Warm Regards,
    vijay
    environment:-EP--netweaver 2004s,
    oracle---10.2.0.2
    osIBM-AIX5.0

    These are Metrics that you can monitor in Portal environment. These Metrics are treated as Performance Key Indicators - PKIs. The below listed numbers are in this sequence     Healthy, Monitor/Caution,Critical and for Duration
    EP Workload in Requests     <1000(Healthy)     1000-2000(Monitor/Caution)     2000(Critical)     1 hour(Duration)
    iView Response Time Average     <200 ms     200-500 ms     >500ms
    EP Request (Manager) Avg. Response Time     <100 ms     100-200 ms     >200 ms
    HTTP Sessions     <2500     2500-5000     >5000     1 hour
    PCD Lookup Avg. Response Time      <25 ms     25-50 ms     >50 ms
    LDAP Response Time     <25ms     25-50ms     >50ms     
    Enqueue Lock Operations     <500     500-2000     >2000      
    Enqueue Average Response Time     <10 ms     10 - 25 ms     >25 ms     
    Application Threads     30-Oct     30-50     >50     
    System Threads     25-Oct     25-40     >40     
    Total Garbage Collection time (%)     <2%     2% - 4%     > 5%     Day
    Full Garbage Collection Count     <5     5-10     >10     24 hours
    Full Garbage Collection Avg. Duration     <3-5 seconds     5-10 seconds     >10 seconds     
    Minor Garbage Collection Avg. Duration     0-200ms     200-500ms     >500ms     
    JDBC SQL Query/Update Response Time     <100ms     200-500ms     >500ms     
    -Sekhar

  • Apple Faulty Warranty

    Recently we returned our brand new Iphone 4s to Apple, issue being that is wasn't charging properly & had sound error.
    Long story short the unit came back as "liquid" damage. because there was corrosion in the charging port. However LCI(Liquid Contact Indicators) were not activated. Which means that the phone did not come into contact with liquid.
    Apple have insisted that the unit has liquid damage, therefore insinuating that I am a liar and refuse to honor their warranty of the unit. 
    Apple have no understanding of basic science. In humid climates corrosion can form on external parts of a metal, especially a charging port.
    Surely if LCI are installed in a unit to determine if it comes into contact with liquid those should be the key indicators weather the unit has indeed come into contact with liquid?
    I suggest apple changes their policy on these warranty items, because Samsung now offers 2 free Accidental water damage exchanges on the new Galaxy S5.

    Note also that it does not require the LCIs to be triggered for an Apple technician to diagnose liquid damage. An LCI triggering is absolute confirmation, but obvious corrosion or other indicators may also lead to such a diagnosis without an LCI being activated.
    As Raymond said, you can plead your case and see if you can get an exception. For the future, if you want accidental damage coverage, you buy AppleCare+ wihich provides coverage for two incidents of accidental damage for a reduced fee.
    BTW, as far as I can determine, the Samsung Accidental Damage from Handling coverage is available only in Africa.
    Regards.

  • So frustrated with PayPal

    I teach kids math online and have them pay me through PayPal. I send invoices from which they pay from and paypal keeps holding my money for 21 days, saying that I need to ship now. How can you ship a tutoring service? I contacted PayPal last month and they told me to upgrade to a business account which I did and to tell my customers to select "no Shipping required". Upon telling my clients, they now say they can't find that option when paying from the invoice. They dont have paypal accounts. This is getting really annoying as I need access to my money. I have hundreds of dollars on hold.

    Holding received funds in a pending balance Funds Availability Why isn’t the money I’ve received immediately available for me to use?Sometimes funds that you’ve received are not immediately available for withdrawal. This is a common industry practice that we implement to help ensure the safe use of the PayPal service by buyers and sellers alike. The funds will be shown in your pending balance, rather than in your available balance. Funds shown in your pending balance will be moved to your available balance within 21 days. Your pending balance helps ensure there is money in your account in case problems arise with any of your transactions. The money still belongs to you. It’s just temporarily not available to use, until your buyer has received the item they ordered in the condition promised.In this article, we will explain the different reasons why funds are temporarily unavailable, and how you can prevent delays in funds being available in the future.Why are funds placed into my pending balance rather than into my available balance?There are three main reasons funds may be unavailable:You’re a new seller with PayPal.
    It takes time for new sellers to build up enough history to demonstrate a pattern of positive buyer-seller transactions. The good news is that by building up a history of positive selling activity, your funds may become available immediately.Customers indicate issues about your selling performance.
    Performance is based on the speed of delivery of goods or services. The percentage of refunds, disputes, and chargebacks compared to sales on your PayPal account are key indicators of seller performance. Having performance issues increases the likelihood of received funds being temporarily unavailable. Working with your customers to prevent disputes and chargebacks will help avoid the delay in availability of funds.There’s a higher than average risk associated with your sales activity.
    If there is an indication that a high level of risk is present, your money could be temporarily unavailable. You may be selling what we consider high-risk items. High-risk items include tickets, gift cards, consumer electronics, computers, and travel packages. Further examples of higher risk sales activity would be a recent spike in sales, a change in average selling price, or a change in business model or type of item being sold.When will I have access to my money?If there aren’t any problems with the order, such as a customer filing a dispute, the funds will move to your available balance within 21 days of receipt.How can I prevent delays in funds availability?There are three things you can do to help prevent delays in funds availability in the future:Build a history of good performance as a seller.
    The number one thing you can do to prevent delays in funds availability is build a history of consistent performance. Here are some ways to help you do this:Use clear photos of the product and detailed, accurate descriptions of items, so buyers know exactly what they’re getting. This will help cut down on buyer disappointments and disputes.Be clear about shipping and handling times, costs, and methods; process orders promptly to avoid delays.Be sure to pack items carefully with appropriate, quality packing material, so customers receive the items in good condition.Track packages you’ve shipped. Use a shipping method that provides tracking information, such as Royal Mail, Parcel Force or FedEx.Clearly define your return policy up front.Communicate and work with your customers.
    When customers contact you, do your best to be responsive and helpful. Working with customers early on can prevent a minor issue from ballooning into a much larger problem, and following the guidelines listed previously will help to reduce the number of buyer disputes, claims, and chargebacks that you receive. If you are involved in a buyer dispute, start working to resolve it right away. Frequent, honest, and open communication with the seller via the Resolution Center will help clear up any misunderstanding.
    Also, setting up a customer service message in the Resolution Center may help to prevent disputes. For example, if shipments will be delayed because of bad weather, letting the buyer know may answer their question and make a dispute unnecessary.Always review all communications from PayPal.
    We’ll always send you an email if anything regarding the availability of your funds changes. We also inform you about each transaction that’s placed into your pending balance and ask you to take action if required.Selling on eBayIf you sell on eBay, take a look at these eBay-specific tips for improving your Detailed Seller Ratings (DSRs). SummaryOccasionally, we may delay the availability of funds from payments you receive. It’s a common industry practice that we implement to help ensure the safe use of PayPal services by buyers and sellers alike. Money may not be immediately accessible because you’re a new seller, your customers indicated issues about your seller performance, or another indication of high risk is present. You can help to prevent funds from being temporarily unavailable by improving your selling performance and communicating with customers.     Key FactsTemporarily holding payments when they are received is a common industry practice implemented to help ensure the safe use of the PayPal service by buyers and sellers alike.The money still belongs to you. It’s just temporarily unavailable for use.Review the payment email you received for details about when your money will become available and information on how you can get access to the money more quickly in the future.Funds may be unavailable if you are a new seller, if you have received a lot of disputes from buyers in the past or if you sell goods or services in certain categories which are considered high risk (such as tickets or consumer electronics).If there aren’t any problems with the order you fulfilled, you’ll be able to use the money within 21 days of receipt.We will continually reassess your account to determine if your funds may be made available immediately 

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