Most DME owners run a multi-branch business from a stack of canned reports that never line up across locations. The executive scorecard is the antidote: one screen with the headline metric from every pillar — denials, AR, resupply, delivery, reimbursement — for the whole company, plus a side-by-side comparison of every branch. It's the weekly standing view that tells the owner which one report to open next.
What this report answers
How is the company doing overall, and which branches lead or lag on each metric? The scorecard page carries company-wide KPI cards — net revenue, denial rate, days in AR, on-time delivery rate, resupply conversion, net reimbursement per setup — over a master table with one row per location showing every pillar's headline number, conditionally formatted as a heatmap so strong and weak sites jump out. The comparison page ranks branches on net revenue, denial rate, resupply conversion, and net-reimbursement-per-setup, with a scatter of days in AR against net revenue to spot the high-revenue, slow-cash outliers.
The metrics that matter
Six numbers cover the business: net revenue (scale), denial rate (billing health), days in AR (cash velocity), resupply conversion (recurring-revenue engine), on-time delivery rate (service and fulfillment), and net reimbursement per setup (unit economics). Each maps to one of the deeper reports in this set. The point of the scorecard is the comparison: the gap between your best and worst branch on any of these is usually the biggest, most addressable opportunity in the company.
Why the data is trapped
Each branch's numbers live in its own slice of Brightree, NikoHealth, Bonafide, WellSky DME, or Computers Unlimited's TIMS, and rolling them into one comparable, per-location scorecard means normalizing six metrics from billing, AR, resupply, delivery, and reimbursement across every site. That's a data-team project most suppliers never staff, so owners compare locations from memory and spreadsheets instead of a single ranked view — and the worst-performing branch on a key metric stays hidden until it shows up in the P&L.
How to read it
Read the scorecard top to bottom as a chain: revenue and denials (are we billing well), days in AR (are we collecting fast), resupply conversion (is recurring revenue compounding), on-time delivery (is service holding), and net per setup (are the unit economics sound). Then read across branches: a metric where one site trails the others is a targeted, coachable fix, not a company-wide initiative. The days-in-AR-vs-revenue scatter surfaces the high-volume branch with slow cash — often the most valuable thing to fix. This sample uses fully synthetic, anonymized locations — no PHI.
Metrics it tracks
| Metric | What it means |
|---|---|
| Net Revenue | Net revenue across all locations — SUM(NetRevenue). |
| Denial Rate | Company-wide denied over submitted — SUM(DeniedDollars) ÷ SUM(SubmittedDollars). |
| Days in AR | Open AR over average daily billed revenue — SUM(OpenAR) ÷ SUM(DailyBilledRevenue). |
| Resupply Conversion Rate | Eligible patients shipped a resupply — SUM(ResupplyShipped) ÷ SUM(ResupplyEligible). |
| On-Time Delivery Rate | Deliveries meeting the promised date — SUM(OnTimeDeliveries) ÷ SUM(TotalDeliveries). |
| Net Reimbursement per Setup | Net dollars per completed setup — SUM(NetReimbursement) ÷ SUM(Setups). |
Used by: DME/HME owner / CEO; regional operations VP
Frequently asked questions
What KPIs should a DME/HME owner track weekly?
The headline set spans every pillar: net revenue (scale), denial rate (billing health), days in AR (cash velocity), resupply conversion (recurring revenue), on-time delivery rate (service), and net reimbursement per setup (unit economics). The executive scorecard puts all of them on one screen and compares them across every branch.
How should I compare DME branches fairly?
Use rate-based metrics — denial rate, days in AR, resupply conversion, on-time delivery, net reimbursement per setup — rather than raw totals, so a large branch and a small branch can be compared on the same footing. The scorecard's per-location table and comparison charts are built around these ratios for exactly that reason.
How do these DME metrics connect to each other?
They form a chain: clean intake and low denials drive faster AR; resupply conversion compounds recurring revenue; on-time delivery protects referrals and lets claims bill; and net reimbursement per setup ties it back to margin. A weak number downstream often traces to a different pillar upstream — which is why owners benefit from seeing them together.
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