Amazon Vendor Central Reports Key Metrics Explained and What “Good” Looks Like

The number you need exists. It is just in a different report from the one you are looking at, and no single page in Vendor Central shows you how you are performing overall. Your fill rate lives in one place, your chargebacks in another, and the margin figure that reflects how profitable Amazon finds your account sits in a third dashboard many vendors have never opened. Amazon built the data this way, and the fragmentation is the first thing to understand about it.

This page does two things. It maps the key Vendor Central reports so you can find what you need, and it gives practical benchmark bands Amazon does not publish: the ranges that separate a healthy 1P account from one that may be quietly losing order volume.

Each key report, its path, and the one question it answers. Verify every path in your own account before relying on it, since Retail Analytics navigation has changed more than once.

Report	Path	Answers
Operational Performance	Reports → Operational Performance	Am I generating chargebacks, and why
Retail Analytics: Sales	Reports → Retail Analytics	Shipped COGS, ordered vs shipped revenue
Retail Analytics: Inventory	Reports → Retail Analytics	Confirmation rate, OOS, sell-through, aged stock
Retail Analytics: Net PPM	Reports → Retail Analytics	Amazon's margin on my products
Retail Analytics: Forecasting	Reports → Retail Analytics	What Amazon expects to order
Retail Analytics: Traffic	Reports → Retail Analytics	Glance views, conversion
Payments / Remittance	Payments → Remittance	What was deducted and why

Note that the Net PPM, Traffic, and Forecasting dashboards are commonly shown only to manufacturers, so not every vendor account displays all seven.

People search for an Amazon vendor scorecard expecting one screen. It does not exist, because what you think of as "the scorecard" is actually three systems you can see plus one you cannot.

System	Where	What it governs
Operational Performance	Reports → Operational Performance	Compliance. Event-driven deductions
Retail Analytics (ARA)	Reports → Retail Analytics	Commercial health. Sales, inventory, Net PPM, OOS
Payments & remittance	Payments	Financial outcomes. Chargebacks, shortage claims, co-op
Vendor manager's internal view	Not visible to you	PO volume, program eligibility, terms

That fourth row is the one nobody publishes and every 1P operator recognizes. Amazon's purchasing decisions read inputs you cannot audit and produce an output, your PO volume, that arrives with little explanation. The practical takeaway follows from that: you manage the visible inputs, because the output you care about is downstream of them and not directly observable.

The structural point about timing matters too. Many operational deductions are generated from individual non-compliance events rather than waiting for a quarterly performance review. So waiting for a QBR to identify recurring defects can leave months of preventable deductions unaddressed. Amazon does not publish one universal public benchmark table covering all of these metrics either; requirements, commercial terms, and operational expectations can vary by program, agreement, category, and account.

This dashboard is where compliance failures become deductions. Each metric below follows the same structure: what it measures, what breaks it, and whether it carries chargeback exposure.

Confirmation rate

The share of PO line quantities you confirm within Amazon's required window, calculated as accepted quantity divided by quantity Amazon submitted. Low rates signal unreliable supply and can trigger auto-cancellation. Breaks on: no EDI automation, a manual confirmation backlog, or stale cost and availability data. Chargeback exposure: yes, via unfilled-by-cancel-date deductions (see below).

Fill rate

Units shipped against units confirmed, at the item level. Fill rate is commercially important because persistent supply unreliability can affect Amazon's ability and willingness to replenish an ASIN. The strategic trap most vendors miss: confirming optimistically and then short-shipping is worse than confirming accurately at a lower quantity, because the first leaves demand unmet and also weakens your reliability signal while exposing you to chargebacks. Chargeback exposure: yes.

PO on-time accuracy

Confirmed lines delivered within the agreed window, measured at item level rather than shipment level. Item-level measurement is harsher than most vendors assume: one late line on an otherwise on-time shipment counts against you. The delivery window is defined against the Freight Ready Date for Collect shipments and the Carrier Requested Delivery Date for Prepaid. Chargeback exposure: yes.

ASN accuracy (EDI 856)

A timely, accurate advance shipment notification transmitted before the shipment arrives at the fulfillment center. Late or inaccurate ASNs can contribute to receiving discrepancies and make shortage investigations harder, because Amazon's digital shipment record may not match the physical receipt. Fixing ASN timing is usually the highest-leverage operational change available. Chargeback exposure: yes.

Unfilled by cancel date

A confirmed-quantity failure: units you confirmed on a PO that were not received before Amazon's system auto-cancels the order. This is the deduction mechanism behind a weak confirmation-to-delivery process, which is why confirmation rate and fill rate both point here. Past-due PO items are viewable in Vendor Central under Orders. Chargeback exposure: yes.

Prep, labeling, and routing compliance

Grouped together because they are per-event chargebacks driven by physical execution rather than data: carton labeling, packaging standards, pallet configuration, and routing. Amazon's current Vendor Shipment Preparation and Transportation Manual defines the applicable shipping, preparation, routing, and ASN requirements. Verify the current manual inside Vendor Central before applying account-specific requirements. Chargeback exposure: yes.

Each metric on this dashboard has a defect list and a dispute entry point. Disputing shortage and chargeback deductions is a procedural discipline of its own, and CMO's Amazon Vendor Central management treats it as a standing function rather than a reaction to an oversized invoice.

No chargebacks here, but this is where the vendor manager's attention lives, which makes it the read on how healthy Amazon considers the relationship.

Shipped COGS and shipped units

The clean weekly read on what Amazon actually purchased from you. Your baseline for everything else.

Ordered revenue vs shipped revenue

The gap between the two is unfulfilled demand, and it is the clearest signal of a fill rate or availability problem. A widening gap is Amazon indicating it wanted more than you delivered.

Net PPM (Net Pure Product Margin)

Net PPM is Amazon's profit on your products after wholesale cost and all deductions: co-op accruals, chargebacks, damage allowance, and returns. It is an important commercial-health metric because it reflects Amazon's profitability on the vendor relationship, and weak economics can contribute to cost negotiations, assortment decisions, and purchasing pressure. The mechanism to understand: operational failures generate deductions, deductions and co-op accumulate as contra-COGS, and contra-COGS reduces Net PPM. That is why every operational metric above eventually shows up in this figure, and why a naive revenue-minus-cost calculation rarely matches it.

Replenishable out-of-stock (Rep OOS)

Availability on items Amazon actively replenishes. This is the OOS figure most directly tied to lost sales, because these are products with live demand.

Sourceable vs procurable product OOS

Most articles conflate these. Sourceable OOS covers products Amazon can procure from you; reading them separately determines whether an availability problem is yours to fix or Amazon's, before you assign blame internally.

Sell-through and unhealthy inventory

Amazon's read on inventory efficiency. Poor sell-through and accumulating overstock can invite cost pressure and reduced ordering, since Amazon does not want to hold inventory that moves slowly.

Forecasting, Traffic, and conversion

The Forecasting dashboard shows what Amazon expects to order, which lets you position inventory before the PO arrives rather than reacting to a fill rate failure after it happens. Traffic and conversion show glance views and conversion rate; weak conversion is both a sales problem and a signal that can feed back into ordering decisions.

Here is the profitability gap that catches finance teams off guard. Vendor Central's sales reports are outbound-focused: they show what shipped, not what was deducted afterward. Shipped revenue minus wholesale cost is not your profitability, because the deductions land separately in Payments.

The main categories: chargebacks (per-event compliance penalties, each mapping back to an operational metric above), shortage claims and price claims (distinct from chargebacks, disputing what Amazon says it received or agreed to pay), and co-op accruals and damage allowance (negotiated contra-COGS deductions). All of it flows back into Net PPM, which is why the margin figure on the Retail Analytics dashboard rarely matches a simple revenue-minus-cost estimate.

Chargeback rate as a percentage of COGS is the number to track here. For vendors who need data the interface will not surface cleanly, Custom Analytics and the SP-API are the routes to pull it. Recovering disputable deductions is a procedural discipline covered separately; this page maps where the money leaves, not how to claw it back.

Amazon does not publish one universal public benchmark table covering these metrics, and requirements can vary by program, agreement, category, and account. The bands below are practical triage ranges rather than Amazon-published performance standards. Use them as diagnostic reference points, not contractual targets, and validate them against your own vendor terms and category economics. The source column separates figures tied to Amazon-documented deduction triggers from practitioner triage ranges.

Metric	Strong	Acceptable	Problem	Source
Confirmation rate	98%+	95-98%	Below 95%	Practitioner triage
Fill rate	95%+	90-95%	Below 90%	Practitioner triage
PO on-time accuracy	95%+	90-95%	Below 90%	Documented trigger + triage
ASN accuracy	98%+	95-98%	Below 95%	Practitioner triage
Chargeback rate (% COGS)	Under 1%	1-3%	Above 3%	Practitioner triage
Rep OOS	Under 2%	2-5%	Above 5%	Practitioner triage
Sell-through	Category-healthy	Category-dependent	Aging accumulates	Practitioner triage
Net PPM	Positive, category-typical	Thin but positive	Negative	Negotiated / category

The source labels are the point. Amazon documents certain deduction triggers, such as the trailing-window rate below which PO on-time and unfilled chargebacks apply; the healthy-account triage ranges do not appear in any Amazon publication and should be treated as reference points, not compliance certainty.

The pressures tend to arrive in a sequence, and the middle steps often come with no notification at all:

• Per-event chargebacks hit first, immediate and automated
• Contra-COGS accumulates and reduces Net PPM
• PO quantities can be reduced with little or no notification
• Program and promotional eligibility can narrow
• Cost negotiation pressure arrives at term-sheet renewal
• Individual ASINs face CRaP pressure (economically unprofitable to retail)

The quiet steps are the reduced ordering and eligibility changes, which can happen without a clear signal. That is exactly why vendors often discover the damage in a QBR long after it started.

Sequence your attention by leverage. Weekly, check shipped COGS, the ordered-versus-shipped gap, and any new chargebacks. Monthly, reconcile deductions and review Rep OOS along with your confirmation and fill rate trends. Quarterly, pull Net PPM by ASIN, review aged inventory and lead time accuracy, and prepare for the QBR.

Three priorities carry the most weight. Fix ASN transmission timing first: it is the cheapest fix and it reduces receiving discrepancies that feed shortage investigations and on-time accuracy. Confirm accurately rather than optimistically, which protects fill rate at the cost of some short-term ordered revenue. And walk into the QBR with your own numbers rather than receiving Amazon's, so the conversation starts from your read of the account.

The chain ties together as a set of related signals: operational execution affects deductions and availability, deductions and commercial terms affect account economics, and together those signals help shape the commercial health of the vendor relationship. Manage the visible inputs relentlessly, because the outputs you care about are not directly observable until they have already moved. If you want a diagnostic read on where your 1P account sits against these bands, CMO's Amazon Vendor Central management runs exactly that kind of performance audit.

Where do I find my Amazon vendor scorecard?

There is no single scorecard page. Your performance is split across the Operational Performance dashboard (Reports → Operational Performance), Retail Analytics (Reports → Retail Analytics), and Payments. The vendor manager's internal view, which relates to your PO volume and terms, is not visible to you at all.

Does Amazon publish vendor performance thresholds?

Not universally. Amazon documents certain deduction triggers, such as the trailing-window rate below which PO on-time and unfilled chargebacks apply, but performance expectations and commercial terms can vary by program, agreement, category, and account. Any page presenting one fixed threshold table as "Amazon's standards" is usually borrowing another retailer's published numbers.

What is a good fill rate for Amazon vendors?

As a practitioner triage range, 95% and above is strong, 90 to 95% is acceptable, and below 90% is a problem worth addressing. Amazon does not publish this as an official threshold, so confirm your contractual expectations with your vendor manager.

What is Net PPM and why does it matter?

Net Pure Product Margin is Amazon's profit on your products after wholesale cost and all deductions. It matters because it reflects Amazon's profitability on the relationship, and weak economics can contribute to cost negotiations, assortment decisions, and purchasing pressure.

What is CRaP-out?

CRaP refers to "Can't Realize a Profit," a label associated with products Amazon considers economically unprofitable to retail under the existing cost and fulfillment structure. Profitability pressure can lead to changes in ordering, cost discussions, packaging, or assortment decisions.

What is the difference between a chargeback and a shortage claim?

A chargeback is a deduction for an operational compliance failure. A shortage claim disputes the quantity Amazon says it received against what you invoiced. They appear in different places and are handled through different processes.