Agile PLM Customer Success by Value Delivered

Agile PLM Customer Success by Value Delivered
Title of Presentation Agile PLM Customer Success by Value Delivered Presenter’s Name Presenter’s Title Kerrie Foy-Babbage Agile PLM 12/19/08

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Agile PLM Customer Success Managing Product Cost and Risk Ensuring Product Quality and Compliance Accelerating Innovation

Customer Success Stories Included in this Presentation:
AGA Medical Alcatel-Lucent Analogic Arima Communications ArthroCare Avail Medical Products Ballard Power Systems Bally Gaming Bayer Broadcom Brocade Brooks Automation Coca-Cola Conexant CooperVision Deublin Emulex F5 Networks Fiskars Foxconn Haemonetics Harris Heinz Honeywell HP ProCurve Intermatic Intier Inventec Appliances Invitrogen John Deere/Phoenix International LeapFrog LSI McDonald’s Micron OnSemi Philips Sonicare Piller Sausage QUALCOMM Quantum RadiSys ReedHycalog SiGe Semiconductors STEC-Inc Verifone ViaSat Zebra ZF Note: Each success story has been updated in Q2 during the Value Harvesting effort if there is a note on the bottom of the slide saying “Updated November 2008.” If there is no note, the content has not been updated.

Agile PLM Customer Success: Managing Product Cost & Risk
Global leader in secure electronic payment technologies, offering advanced secure electronic transaction solutions Saves about $10,000,000 a year by eliminating rework, reduced ECO review cycle time from ~30 days to just 1 to 2 days, reduced manual distribution costs by $400,000 Estimated ROI to be 18 mos., but actual ROI under 7 mos. HP ProCurve is the world’s #2 networking company Reduced direct material cost by $970,000 a year due to improved CM cost review process Achieves $630,000 in year on year savings – 10% improvement in 2.5% annual direct material savings during CM cost review process Saves $400,000 a year in labor efficiency, reduced ECO cycle time by 50% (from 2 weeks to 1) Preferred semiconductor supplier of efficient power solutions to customers in the power supply, automotive, communication, computer, digital and consumer, medical, industrial, and military/aerospace markets Eliminated 6 contactors which saves $400,000 a year, reduced IT Support Costs by $200,000 a year, reduced Change Cycle time from 20 days to 20 minutes, digests acquisitions 3 times faster Leading global supplier of a range of technology products and solutions for the semiconductor market Reduced material part cost by 10%, reduced scrap and rework cost by 10% Saved $675,000 by consolidating IT systems Reduced rework cost by 50% Reduced rework & errors Eliminated cost of multiple systems

Leading international communications and information technology (IT) company serving government & commercial markets Ensured strict compliance with industry standards and government regulations in over 150 countries Consolidated supplier base to collaborate more effectively Leading supplier of consumer products such as scissors, knives, and garden tools. They are classified into four divisions: crafts, garden, house wares, and outdoor recreation Reduced design errors by 70%, while reducing new product development time From 25 Months to 15 Months Improved data search and management efficiency by 80%, enabling better decision making World’s leading supplier of blood processing systems Realized US$1.9 million cost savings in FY 2005, improved professional resource efficiency by 25% by reducing ECO cycle time Reduced change package cycle times by more than 30 days, increased the number of documents under control by more than 30% Leading provider of technology-based learning platforms worldwide Increased gross margins from 8 to 10 points, decreased inventory from $200 million down to about $52 million, cut air freight charges from $5 million a year to less than $500,000 a year Reduced charge backs from $12 million to $400,000, slashed excess and obsolete inventory from $36 million a year down to less than $1 million a year Reduced part cost by consolidation Improved visibility into product quality Reduced complexity, ensured accuracy

Leading provider of innovative silicon, systems and software technologies Saved $25,000 annually by eliminating Lotus Notes, saved $5,000 annually by reducing Siebel Licenses for CARs, Saved $30,000 annually by having a single data entry point, saved $100,000 a year in warranty accounts Life Technologies Corporation provides products and services supporting academic, government research institutions, pharmaceutical and biotech companies worldwide Established a clear audit trail for release and change validation enabling compliance Enabled greater & faster collaboration while automating & securing process measurement and workflow capabilities World's #1 fast-food company by sales, with more than 31,800 flagship restaurants serving a wide variety of different tastes and flexible menu items worldwide. Built secure visibility into products, suppliers and menus with a global platform to capture, share and manage critical product information. Largest public company in Taiwan and is one of the top three EMS/ODM providers in the world, behind Flextronics and Solectron. Reduced costs from engineering rework Increased efficiency with one source for true data Increased rate of product success Reduced R&D costs by 30% Reduced cost by eliminating errors

VeriFone Inc. Saves $10 Million a Year By Eliminating Rework, Automating Processes
COMPANY OVERVIEW VeriFone Inc. is a leader in secure electronic payment technologies, offering advanced secure electronic transaction solutions including hardware and a full range of services for debit, credit, checks, and smart cards. Industry: High Technology Segment: Computer Peripherals Revenue: US$ 1 Billion Employees: 2,300 CHALLENGES/OPPORTUNITIES Lack of collaboration among 15 dispersed engineering teams A paper-based system of copying, mailing, and physically storing product documentation drained money and resources. Manual processes to create items, BOM, and ECO were labor intensive, costly, slow and ineffective ECO review cycle time was lengthy (2+ weeks) and there was no visibility into the process to address stalls Data exchange with factory & suppliers was manual, labor intensive, which slowed design changes & resulted in a high rate of errors Limited factory visibility to pending design changes caused costly rework No real partnerships with contract manufacturers nor suppliers due to lack of collaboration No visibility to supplier part obsolescence nor preferred status/allocation on part shortages SOLUTIONS Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Product Cost Management Agile Product Governance and Compliance Agile PLM Data Mart 3.0 and Agile PLM Dashboards CUSTOMER PERSPECTIVE “The typical product change process took 20 to 35 days, preventing us from getting to market as quickly as we wanted. With Oracle’s Agile Product Lifecycle Management, we have reduced turnaround time to just one to two days.” Ipolani Tano, Vice President and CIO Play Video RESULTS Saves about $10 Million a year by eliminating rework Reduced costly rework by collaborating with CM’s earlier about product changes Reduced ECO review cycle time from 20 to 30 days to just 1 to 2 days Reduced manual distribution costs by $400,000 Estimated ROI 18 mos, but actual ROI under 7 mos. Improved companywide efficiency and performance by automating data management, streamlining processes, eliminating shipments, and reducing headcount Built visibility into products to make informed strategic decisions about cost, market launch, etc. Eliminated price variance among suppliers Improved ability to analyze costs of both suppliers and CMs - reduced CM overcharges to avg. 5% markup Updated November 2008

HP ProCurve Saves Almost $1Million in Annual Direct Material Costs Alone with Agile PLM
CUSTOMER PERSPECTIVE “Agile has dramatically improved our quarterly cost review process with our contract manufacturers resulting in hard dollar direct material savings. It has also provided a one stop shop for product data and change information enabling time savings and efficiency.” COMPANY OVERVIEW HP Procurve is the world’s #2 networking company. Industry: EHT Segment: Networking Revenue: US$1B CHALLENGES/OPPORTUNITIES There was no “system of truth” for the product record Product content information was both fragmented and redundant Many manual or semi-automated processes that stretched across multiple systems - 8 known disparate systems Information was entered and re-entered multiple times Core processes, manual, undocumented, resided in the virtual vault of a handful of employees Collaboration amongst supply partners (CMs, Suppliers) was non existent Current Systems were outdated and unsupportable and could not support continued movement to an outsource business model away with operations away from headquarters. SOLUTIONS Agile Product Collaboration Agile Product Cost Management Agile Engineering Collaboration (integration with ECAD) RESULTS Product Cost Management delivered: $970k direct material cost reduction in year one due to improved CM cost review process $630k year on year savings – 10% improvement in 2.5% annual direct material savings during CM cost review process Product Collaboration delivered: $400k per year in labor efficiency Reduction in ECO cycle time by 50% (from 2 weeks to 1) Engineering Collaboration delivered: 40% reduction in publishing BOM and item information from ECAD. Updated November 2008

On Semiconductor Reduces Change Cycle Time from 20 Days to 20 Minutes with Agile PLM
CUSTOMER PERSPECTIVE “Agile allows us to accelerate our integration of acquired companies and rapidly leverage cost efficiencies across the product lifecycle.” Charlotte Diener, Chief Integration Officer COMPANY OVERVIEW ON Semiconductor is a preferred supplier of efficient power solutions to customers in the power supply, automotive, communication, computer, digital and consumer, medical, industrial, and military/aerospace markets. Industry: Semiconductor Employees: ~12,000 Revenue: US$2.2 Billion RESULTS Faster time to market and reduced Change Cycle time from 20 days to 20 minutes Improved documentation & engineering build cycle time Eliminated 6 contactors, saving $400,000 a year Reduced IT Support Costs by $200,000 a year Reduced quality spills, one time events, and mask re-spins Sped prototype to volume transfer, and increased productivity of design and product engineering Improved customer relationships with better alignment of products to customer needs and faster response times Decreased scrap and launch / prototype inventory 3x faster acquisition integration CHALLENGES / OPPORTUNITIES Growing through acquisition, and lots of legacy systems with proprietary coding schemes making integration of new entities very difficult and high cost to maintain Many manual processes to keep data in sync ROI on Engineering is low with many unsuccessful product launches Cycle time to resolve issues for sustaining products unacceptable Excessive Respins and Scrap due to date errors getting through the process Excessive contract labor to translate data SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration to manage collaboration, reduce product cost and new product introduction (NPI) cycle time, improve operational efficiency, and enhance customer service quality. Future plan to implement to Agile Product Portfolio Management and Agile Product Quality Management. Updated November 2008

Brooks Automation Cuts Costs in Product Development and IT Overhead with Agile PLM
OVERVIEW Brooks Automation, Inc. supplies a range of technology products and solutions to the semiconductor market. In addition to best-in-class hardware products and services, Brooks offers complete, tightly integrated solutions that optimize manufacturing equipment, factory and productivity. Industry: High Tech Segment: Semiconductor Equip Employees: 1,700 Revenue: US$530 million CUSTOMER PERSPECTIVE “Brooks is at the stage in corporate evolution where system capabilities need to be tightly coupled with human resource capabilities. Agile PLM provides the infrastructure to advance Brooks to the next level of growth and profitability.” Heather Multhaupt, Brooks Automation CHALLENGES / OPPORTUNITIES Manage highly configurable engineered product Improve turn around time for tailored designs and delivered product (engineer to order) Continuous Cost and Quality improvements Worldwide engineering design collaboration IP protection and supply chain inefficiencies Reduce product costs and quoting cycle time Integration of acquired Companies RESULTS 10% reduced material part cost 10% reduced scrap and rework cost Extended the system to suppliers with product data that enabled critical supplier communication in minutes instead of days $675,000 saved by consolidating IT systems Data security and export compliance improved significantly through PLM controlled design review and supply chain collaboration Digested approx. 25 acquisitions in 1 year with consolidated/integrated product information Enabled supply chain collaboration in new part release process ensuring target costs are met before part release ViaSat, Inc. is a provider of digital satellite communications and other wireless networking and signal processing equipment and services to the government and commercial markets. With annual sales of $200MM and employee strength of 964. Focus laid on first class PLM solution because Viasat was: - Looking for support in best-practice processes - Looking for domain expertise in electronic equipment design & manufacturing - Needed flexibility in process to accommodate special program needs (e.g. high-security) Viasat narrowed search to 3 candidates. Agile’s Strategic Value Assessment indicated significant ROI potential and Viasat selected Agile PC as 1st choice Product Collaboration was deployed across Viasat to manage collaboration, reduce product cost and NP&I cycle time, improve operational efficiency and customer service quality Benefits achieved post implementation: - 44% reduction in NPI phase 1 time - 20% reduction in ECO cycle time - 30% improvement in organizational efficiency - 20 products launched earlier than planned What’s next - Best Practices Assessment - Work on other Agile PLM solutions that fit ViaSat’s model SOLUTION Implemented Agile Product Lifecycle Management to manage Engineer to Order process, efficient design ROHS compliance, design/CAD collaboration, supply chain collaboration, product costs and acquisition integration Agile Product Collaboration Engineering Collaboration Product Cost Management Updated November 2008

Bayer Consumer Care Cuts Reworks Cost and Errors in Packaging/Labeling by 50%
COMPANY OVERVIEW Bayer Consumer Care is among the largest over-the-counter (OTC) healthcare products companies in the world Serves 120 countries with 14 manufacturing sites in 11 countries Industry: Consumer Products Segment: Healthcare Employees: ~6,400 Revenue: 2007 €2.6 Billion CHALLENGES/OPPORTUNITIES Acquisition of Roche Consumer Heath in 2005 required the business to look strategically at an integrated approach to managing the expanding product portfolio complexity Reduce the multiple IT systems used to manage different segments of product data and related processes and to improve global visibility of new product launches and changes Improve global visibility and collaboration on product related processes and reduce cycle times. SOLUTIONS Deployed Agile PLM to ~1000 users globally Agile Product Collaboration to manage the product data associated with new products introductions, changes, transfers and discontinuances, and to generate improvements in efficiencies, while continuing to ensure quality and regulatory compliance. Agile Product Portfolio Management to manage stage-gate new product development activities CUSTOMER PERSPECTIVE “Agile PLM has helped us to achieve our goal - an integrated approach to manage all the relevant data and processes around our products -formulas, labeling information, and packaging specifications.” Craig Morgan, Sr. Dir. Global Product Supply, Bayer RESULTS Reduced cycle times for packaging by 1/3 50% reduction in packaging/labeling errors and 50% reduction in rework cost Consistent tracking of ingredient data per country Improved quality and compliance Global visibility of data Update November 2008 12

Reed Hycalog Improves Companywide Efficiency with Agile PLM
OVERVIEW Reed Hycalog is a leading global manufacturer of high performance drill bit technology for the oil and gas industry. Industry: Industrial Segment: Oil and Gas Revenue: US$140 million CUSTOMER PERSPECTIVE “Agile enabled us to rapidly implement a new PLM system that has made us more efficient, and helps us to share information globally in real-time. Without a system like Agile PLM we could not have been so successful.” Gary Freitag, Manager, Manufacturing Engineering CHALLENGES / OPPORTUNITIES Rapidly migrate from the legacy PDM system post acquisition Minimize downtime during relocation of manufacturing Ability to scale system to keep pace with growth Provide a single, integrated product view worldwide Data quality issues from redundant and fragmented databases Lengthy ECO process due to geographically dispersed teams Results Fast-track implementation users worldwide within 6 months Improved visibility into design and engineering data Greater efficiency through elimination of errors and rework Reduced ECO cycle time from weeks to days Improved responsiveness via “paperless” environment Higher product quality SOLUTION Implemented Agile Product Lifecycle Management: Agile Product Collaboration to create a single, scalable platform for design of information and changes Updated November 2008

Deublin Saves Thousands by Eliminating Multiple CAD Systems and Associated Costs
COMPANY OVERVIEW Deublin is the world’s largest manufacturer of rotary unions. Industry: Industrial Employees: ~125 Revenue: ~US$45M CHALLENGES/OPPORTUNITIES Sharing files globally within the organization without purchasing the native application Difficulty maintaining revision control of documentation Identifying the history of changes and the associated documentation Visibility to Change Orders Response to Change Orders Ability to compare Bill of Materials SOLUTIONS Implemented Agile Product Lifecycle Management Agile Advantage 2006 Product Record Agile Advantage 2006 Quality Management Module Agile Advantage 2005 Product Compliance Module CUSTOMER PERSPECTIVE “The use of AutoVue in our Manufacturing facility eliminated the need to purchase native applications- saving us thousands of dollars.” Erich Loacker, Product Engineering RESULTS AutoVue implementation has eliminated the purchase, maintenance and training of multiple CAD and other native packages on the Manufacturing floor, saving Deublin thousands of dollars. Updated November 2008

Harris Achieves a 360-degree View of the Product Record with Agile PLM
COMPANY OVERVIEW Harris Corporation (Harris) is an international communications and information technology (IT) company serving government & commercial markets in over 150 countries. Harris provides a wide range of products and services for commercial and government communications markets such as wireless, broadcast, and government Industry: Communication Equipment / High Tech Manufacturing / Aerospace & Defense Employees: 13,000 Revenue: US$ 5.3 billion CHALLENGES/OPPORTUNITIES Harris had too many suppliers and found it difficult to manage the large supplier base and work closely with its vendors to align strategy, roadmap, and resources around a common goal Increase collaboration for over 7000 Engineers Strategy is the right item, right supplier the first time Take the opportunity to revolutionize and transform Harris’ supply chain SOLUTIONS Harris has successfully deployed all Agile PLM modules across the entire Enterprise CUSTOMER PERSPECTIVE “Oracle’s Agile Product Lifecycle Management applications give us a 360-degree view, helping us to use suppliers with higher quality ratings, so we have fewer challenges in the field.” Janice Lindsay, Vice President, Strategic Sourcing, Harris Corporation RESULTS Cut Engineering Change Time in Half to Accelerate Time to Market Ensures compliance with industry standards and government regulations, reducing product risk Consolidates supplier base to collaborate more effectively, minimizing cost Updated November 2008

Fiskars Brands Launches Products 30 to 40% Faster with Agile PLM
CUSTOMER PERSPECTIVE “New Product Development is one of the fundamental business strategies that Fiskars is focused on to maintain brand leadership and drive growth. There are many benefits of the new processes that will assist with our company’s directive of increased new product initiatives and direct collaboration with our suppliers.” Art Fischer, Global PLM Project Manager COMPANY OVERVIEW Fiskars Brands is best known for its consumer products such as scissors, knives, and garden tools. They classified into four divisions: crafts, garden, house wares, and outdoor recreation. One of Fiskars’ most popular products is the orange-handled scissors, having sold 870 million. Industry: Consumer Goods Employees: 4,300 Revenue: 535 Million CHALLENGES/OPPORTUNITIES Declining Market Share Managing Marketplace Expectations Increasing Quality Issues Impacting Brand Price Competition on Core Products Increasing Inventory and Obsolete Inventory SOLUTIONS Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Project and Portfolio Management Agile Engineering Collaboration Agile Enterprise Visualization Agile Dashboards RESULTS Reduce Time to Market by 30 to 40% Reduce New Product Development Time From 25 Months to 15 Months Improve New Product Introduction by 40 to 50% Enhance Design and Quality Reduction of Design Errors by 70% Improved Access to Data to Make Decisions Improve Data Search and Management Efficiency by 80% Updated November 2008

Haemonetics Saves $1.9 Million After Implementing Agile PLM
CUSTOMER PERSPECTIVE “The transparency that Oracle’s Agile solutions deliver across our globally dispersed organization provides us with a competitive advantage. Agile has helped us not only to improve documentation control, but also demonstrate quality compliance to the regulatory organizations with which we work―a key benefit during in-depth audits.” Pam Spear, Vice President Quality Systems COMPANY OVERVIEW Haemonetics Corporation is the world’s leading supplier of blood processing systems. It has been recognized for its product innovation, technical expertise, and operational excellence. Industry: Medical Device Employees: 1,900 Revenue: US$563 Million CHALLENGES / OPPORTUNITIES Replace inefficient, manual paper-based processes and decentralized systems to improve collaboration Enable best-practice integration to improve product development processes and accelerate time to market Reduce operating expenses with fact-based decision making Optimize compliance assurance efforts RESULTS Saved US$1.9 million in fiscal year 2005 Improved professional resource efficiency by 25% by reducing ECO cycle time Facilitated 21 CFR Part 11 compliance Reduced change package cycle times by more than 30 days Expanded access to documents and increased the number of documents under control by more than 30% Provided global visibility to real-time data, including pending changes and product change history Haemonetics Corporation is the world’s leading supplier of blood processing systems. $360M+ in annual revenue and 1,300 employees located in 14 difference countries. Products are marketed in over 50 countries around the world, with 30+ year reputation for product innovation, technical expertise and operational excellence. Focus laid on first class PLM solution because Haemonetics was: - Enabling best-practice processes to improve product development - Looking for domain expertise in replacing manual & paper-based systems to centralized repository of data storage - Needed unified processed in manufacturing to enable faster NP&I and improve revenues - To be compliant with CFR Part 11 Agile MD deployed to synchronize Product Record, Supply chain, Compliance and manage executive dashboards. Benefits achieved post implementation: - $1.9MM savings in FY05 - 25% Improvement in professional resource efficiency by reducing ECO cycle time and accelerating NP&I process - Improved product profitability margins by reducing material and product costs - CFR Part 11 compliant SOLUTIONS Implemented Agile PLM to streamline product development, improve productivity and resource efficiency, and aid decision making: Agile Product Collaboration Agile Product Quality Management Agile Product Cost Management Agile Product Portfolio Management

Leapfrog Dramatically Reduces Cost by Streamlining Supply Chain with Oracle
COMPANY OVERVIEW LeapFrog is a leading provider of technology-based learning platforms worldwide. Industry: Consumer Goods Employees: ~850 Revenue: US$500 Million CUSTOMER PERSPECTIVE “The results that we have seen from our efficiency has been strictly from the return on investment from our implementation of our Oracle supply chain applications and also our Agile implementation, and our ability to coordinate with our manufacturers and our customers. Oracle is what we build our business on, and Oracle will continue to be what we build our business on.” Robert Moon, Sr. Vice President and CIO Play Video CHALLENGES / OPPORTUNITIES Manage costs and gain greater visibility into supply chain Significantly ramp business processes and systems up and down as seasonal demand shifts to meet consumer needs and avoid costly excess and obsolete goods Replace failing, manual systems that were consuming resources with robust, automated best practice business processes RESULTS Increased gross margins from 8 to 10 points. Decreased inventory from about $200 million down to an average of $52 million Reduced charge backs from $12 million to $400,000 Slashed excess and obsolete inventory from $36 million a year down to less than $1 million a year Cut air freight charges from $5 million a year to less than $500,000 a year. SOLUTION Oracle e-Business Suite Oracle Supply Chain Management Agile Product Collaboration Agile Product Cost Management Updated November 2008

Intermatic Enables Innovation and Drives Products to Market Faster with Agile PLM
CUSTOMER PERSPECTIVE " Agile PLM enables us to innovate new products, get them to market faster, and utilize a global product network to reduce our costs. These are results that any electronics or high tech company could benefit from." Tim Duitsman, Vice President of Research and Development COMPANY OVERVIEW Intermatic is a leader in a range of electronic industries from landscape lighting, timers, wireless home controls, and all-weather industrial electronics. Industry: High Technology Employees: 800 Revenue: US$150 Million CHALLENGES / OPPORTUNITIES Shorten the NPD process to drive new products to market faster Develop additional products within the same R&D budget Foster innovation throughout the product design process RESULTS Boosted productivity by automating a previously slow, paper-based engineering change process Minimized errors and decreased time to approve engineering changes Reduced cost of parts and commodities by consolidating vendors, negotiating better pricing, and managing quote packages Decreased product development cycles to bring next generation products to market faster Article by Tim Duitsman in The Product Record: Product Network. Vol II, issue 2. Pages 2,8. Intermatic is striving for product leadership in a range of electronics industries from landscape lighting, timers, wireless home controls and allweather industrial electronics. One of our greatest strengths – a global product network - is also a cause for some of our most significant challenges. Fortunately, we are solving many of those challenges with Agile PLM. Our main objectives are faster product development, lower costs and innovation. We need to get products to market faster and develop additional products within the same R&D budget. Innovation is what people buy, especially in the retail market. In landscape lighting, we need to have the best outdoor lights with the most new innovative features - and we have to offer something new to customers every season. When you have long development cycles you cannot accomplish that goal. So we had to optimize our global product network in order to meet our time-to-market targets. Managing by Intermatic operates an expansive global product network, with manufacturing plants in China, Mexico, Germany, and Illinois; engineering groups in Illinois, Spain and China; and ten contract manufacturers and many component suppliers distributed around the world. We have gained benefits such as speed to market, lower costs and new product innovation, but we also face challenges presented by this growing product network. The problem we had with the global product network before deploying Agile was “managing by ”. It was nearly impossible to manage product development across the world by . Everyone traded files via , and it was very difficult to know who had the latest file or find the right information. Before Agile, there was no revision control on our network, and no single place to find the latest documentation on a product. Even the latest BOM was difficult to find. As you know, the consequence of not having up-to-date product information is that you can actually build the wrong product. Our previous engineering change process was incredibly slow because it was paper-based. It typically took two to three weeks to approve an ECO. After ECO’s were approved, they were manually scanned and ed to all our locations, but there was no way to guarantee that the recipient received or paid attention to the change. Intermatic also experienced similar challenges with suppliers. Another problem was that our China operations did not have access to product documentation and we would constantly have to manually send files via or FTP. It was a huge drain on productivity. Suppliers would keep asking for the same documents, and sometimes they would not get the right information. Connecting the Product Network with PLM We put Agile in place to function as a single source for product data for all of our worldwide offices. Now anyone – even our teams in China - can access the documentation they need and know that they have the latest revision. Engineering changes are all tracked through Agile. We know exactly where the ECO is and who has to approve it next - and no ECO can ever get lost. We are even planning on connecting our Chinese suppliers to the Agile system. It will be a standard part of the supplier’s process to check Agile to ensure they have the latest data before they build a product. In addition, Agile will help us do a better job of purchasing parts and commodities. Prior to deploying Agile, there was no easy way to find out which part numbers we buy from what vendors. Agile allows us to view that data, consolidate vendors and get better pricing. We can also use Agile to rapidly create quote packages. I used Agile at a previous company, and it was very successful. I saw so many problems that we at Intermatic were fighting every day that a tool like Agile could eliminate. Agile PLM enables us to innovate new products, get them to market faster, and utilize a global product network to reduce our costs. These are results that any electronics or high tech company could benefit from. SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Engineering Collaboration Source: Duitsman, Tim. Speed, Innovation, and Cost Reduction: Managing the Global Product Network in Electronics with PLM. The Product Record: The Product Network. vol II is 2. 2,8.

Emulex Corporation Reduces Cost Enterprise-wide with Agile PLM
OVERVIEW Emulex is a global provider of enterprise-class solutions and technologies that intelligently connect storage, servers and networks, to ensure data access that's open, secure and adaptable. Industry: High Tech Segment:: Networking Solutions Employees: 800 Revenue: US$483 Million CUSTOMER PERSPECTIVE “Close collaboration with our supply chain partners is critical to our success. By upgrading to Agile 9.2, we've not only had the opportunity to create common processes, which greatly increases the efficiency of our supply chain, but Agile has also worked closely with us to synch our best practices throughout the product lifecycle. This functionality is integral in ensuring that we'll continue to execute our business efficiently, while reducing overall costs." Howard Ross, VP of Customer Engineering CHALLENGES / OPPORTUNITIES Had acquired a few companies and wanted to combine their product data into a single repository for visibility across the organization Wanted to streamline and standardize their product release and change management processes across each of their businesses Wanted to incorporate best practices into their change management processes Wanted to collaborate with supply chain partners RESULTS Deployed Agile PQM to over 600 internal employees and 6 EMS partners Improved visibility into product quality processes Advanced collaboration capabilities, allowing stakeholders in the extended design and supply chain to securely access critical product record data, including bills of material, attributes, manufacturers, configurations, specifications, documents, models, work instructions & revisions. Improved ability to evaluate and integrate information fed back from its contract manufacturers, reducing time-to-market and increasing productivity. SOLUTIONS Implemented Agile PLM to streamline product development, improve productivity and resource efficiency, and enhance product quality: Agile Product Collaboration Agile Product Quality Management Updated November 2008

F5 Networks Manages Product Variants, Reduces Complexity, & Speeds Time to Market
COMPANY OVERVIEW Founded 1996 in Seattle, Washington F5 Networks, Inc. engages in marketing, selling, and servicing products that optimize the delivery of network-based applications, and availability of servers, data storage devices, and other network resources. The company’s products include BIG-IP products that comprise Global Traffic Management and Link Controller; FirePass appliances, which provide SSL VPN access for remote users of IP networks, and applications connected to those networks from various Web browser on any device. Industry: Technology Segment: Networking Employees: 1,694 Revenue: US $650 million CHALLENGES/OPPORTUNITIES • Improve external partner access and collaboration by engaging suppliers and contract manufacturers as part of a virtual product network Reduce system administration overhead and cycle times via deployment of Agile discovery propagation methodology Reduce product variant management cycle times to accelerate time-to-market for new products Optimize change release processes to enable early distribution of product information to downstream systems to improve efficiency, reduce costs, and eliminate unnecessary rework Provide an enterprise class SOA foundation that scales to meet the needs of F5’s rapid growth SOLUTIONS Agile Product Collaboration Oracle Configurator Oracle EBusiness Suite CUSTOMER PERSPECTIVE “With Agile PLM we don’t have to wait for a CCB meeting to create a change. If it’s hot we get right on it, which drives our change cycle times from weeks to days or hours.” “With early visibility from Agile, our operations teams can avoid the mad rush the used to happen when a change hit ERP.” Richard Swanson, F5 Release Manager RESULTS • Optimized workflows to improve resource productivity, change cycle time, and data accuracy. Reduced engineering change order (ECO) cycle times from weeks to days or less. Avoided costly change collisions between global sites working on the same product SKU. Streamlined Agile PLM and Oracle Configurator integration, enabling efficient management of 50 or more variant rules per SKU across tens of SKUs for each new product release. Updated November 2008

LSI Achieves Cost Savings Enterprise-wide with Agile PLM
CUSTOMER PERSPECTIVE “Agile PQM has driven a change in perspective! The Business now has a view of Quality not available before. Agile is one of the few systems users actually like!” Dave Cunningham, Director, Quality & Six Sigma, LSI Logic – Engenio Storage Group From an Agility 06 Presentation COMPANY OVERVIEW LSI Corporation is a leading provider of innovative silicon, systems and software technologies that enable products which seamlessly bring people, information and digital content together. Industry: Semiconductor Employees: 6,200 Revenue: US$2.8 Billion CHALLENGES / OPPORTUNITIES Build system to manage, track, and monitor thousands of unique customer configurations Replace 8 disparate quality tracking systems Automate and improve corrective action feedback Provide visibility into quality record for products Automate assembly of the quality record for a product – took 3-4 days and was inaccurate RESULTS Saved $25,000 annually by eliminating Lotus Notes Saved $5,000 annually by reducing Siebel Licenses for CARs Saved $30,000 annually by having a single data entry point Saved $19,000 annually by reducing the effort to gather Quality Reports Saved $100,000 a year in warranty accounts Saved $73,000 a year by reducing field support Raised customer satisfaction scores SOLUTIONS Agile Product Collaboration Agile Product Quality Management

Invitrogen Standardizes and Ensures Compliance to Minimize Product Risk
COMPANY OVERVIEW Invitrogen® (Life Technologies Corporation) provides products and services supporting academic, government research institutions, pharmaceutical and biotech companies worldwide Industry: Medical device Employees: 4,300 Revenue: US$1.4 Billion CUSTOMER PERSPECTIVE “Agile’s Program Management functionalities along with life sciences domain expertise has enabled us to promote accountability for completing deliverables, executive level visibility into programs portfolio and real time decision support that will allow us to make smarter, more timely decisions.” Elaine Snowhill, VP Program Management CHALLENGES / OPPORTUNITIES Improve visibility into real-time portfolio of programs across business areas, executive level and collaboration teams to decrease time-to-market Establish audit & change control capabilities to effectively manage compliant collaborations Optimize product lifecycle decisions and processes to drive revenue growth RESULTS Created standardized and repeatable NPI process Promoted standardization across multiple sites and users by establishing a single repository of the most updated product content. Established a clear audit trail for release and change validation enabling compliance with regulatory requirements Enabled greater & faster collaboration while automating & securing process measurement and workflow capabilities SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration to create a single product record for all product data Agile Product Portfolio Management to automate cross-enterprise process workflow for unique business areas, enable reporting and ad-hoc analysis at the project, program, and portfolio levels Invitrogen Corporation globally provides essential life science technologies for disease research, drug discovery, and commercial bio-production. Founded in 1987, Invitrogen is headquartered in Carlsbad, California and conducts business in more than 70 countries with an employee range of approximately 3,800 scientists and other professionals. Invitrogen is a global company with revenues of $1.2 billion. They provide products and services to pharmaceutical and biotechnology companies, as well as academic and government research institutions. They employ more than 4,800 employees and conduct business in over 70 countries. They offer more than 25,000 unique products and services to support disease research, drug discovery and commercial bio-production. Invitrogen is partnered with GIBCO, Molecular Probes, InforMax, PanVera & Genicon Sciences. Invitrogen is looking forward to drive revenue growth through NPD&I , therefore it becomes vital to deliver high value and high quality products on schedule. Also they need to promote accountability for completing deliverables, gain greater executive level visibility into portfolio of programs and real time decision support that will enable them to make smarter, more timely & profitable decisions. Invitrogen has implemented Agile 9 PC and Agile9.2.1 PPM to gain greater visibility across multiple locations, enable real-time portfolio-level decision support, and enhance its collaboration capabilities. With Agile PLM, Invitrogen expects to see significant improvements in several key areas including global portfolio and program management, new product introductions, change control efficiencies and research and development processes. The Agile solution will drive value for Invitrogen in three key areas: - Increased flexibility, automates cross-enterprise process workflow with preconfigured templates for unique business areas, and enables reporting and ad hoc analyses at the project, program and portfolio levels. - Standardization across multiple sites and users by establishing a single source for the most updated product content; promoting the adoption of processes globally; enabling compliance with regulatory requirements; establishing a clear audit trail for release and change validation; enabling process measurement and continuous improvement goals; and automating secure workflow capabilities. - User-friendly, graphical, web-based interfaces provide real-time visibility across business areas and third parties to enable greater collaboration and “virtual project teams.” Agile enables reuse of product content, development methods, materials and best practices, and integrates with enterprise applications such as ERP and MRP.

McDonald’s Builds Visibility to Minimize Risk and Speed Product Launches with Agile PLM for Process
COMPANY OVERVIEW McDonald's is the world's #1 fast-food company by sales, with more than 31,800 flagship restaurants serving a wide variety of different tastes and flexible menu items worldwide. Industry: Food and Beverage Employees: 390,000 Revenue: US$23.7 Billion CUSTOMER PERSPECTIVE “Agile continues to impress us with their understanding of the business and how quickly sometimes our needs change. It is to their credit that we have been able to quickly and successfully modify the implementation plan to accommodate an important incremental function or business need. They have performed as true business partners instead of software vendors.” --Catherine Adams, Corporate Vice President Worldwide Quality, McDonald’s CHALLENGES / OPPORTUNITIES Expand visibility throughout the global organization and extended supply chain Clarify and standardize the design, development and commercialization process Speed up new product introductions by improving communication and coordination between business units and cross-functional teams Automate the process to ensure quality in new products & manage conformance to design RESULTS Global Visibility: Agile Prodika provides visibility into products, suppliers and menus with a global platform to capture, share and manage critical product information. High Productivity: Using Agile Prodika, McDonald’s increased collaboration and coordination throughout supply chain to streamline new product development and speed time to market. Improved Product Quality: Agile Prodika provides an automated process to ensure that quality is designed into products and produced to conformance. McDonald's is the world's #1 fast-food company by sales, with more than 31,800 flagship restaurants serving burgers and fries in more than 100 countries and over $20B in 2005 sales, 447,000 employees. McDonald’s Objectives/Business Needs Institutionalize a global “Business System” for Product Lifecycle Management in the areas of Supplier, Product and Menu Management by creating a best-in-class portfolio of shared tools, processes, enabling technologies, and support, backed by McDonald’s global and zone leadership The key benefits of this initiative will be driven by McDonald’s ability as a global organization to share information, improve communication and coordination, cross-pollinate ideas, and drive innovation. Project MERLIN (McDonald’s Enterprise Resource Leverage Information Network) Implementation began in 2005 All Prodika Applications Wave Deployment Methodology Phase 1 (Global Specifications, Suppliers, Product Quality Scorecarding) Australia completed in 4Q05 Europe launching in 1Q06 North America starting in 2Q06 Phase 2 (eQuestionnaire, New Product Development) Solution and Capabilities GSM – Spec Mgt contains menu item, product specifications, ingredient specifications, allergens and nutrition SCRM – Supply Management contains names, contacts, supplier document mgt system and approval status of suppliers allows us to have real time SQI information and eventually build in ATCQ/ BTC NSM – Nutrition Surveillance Monitoring Used for tracking nutrient data from recurrent lab analyses of products and menu items DWB – Design Workbench used for prototyping of products, nutritional profiles, and optimizing formulas PQS – Product Quality Used for measuring conformance to specs with suppliers, such as product evaluations PMP – Project Management Platform Allows for the develop’t and tracking of new prod’s and formulations through market delivery Remote Audit Application for capturing audit information and potentially ATCQ/BTC measures eQuestionnaire ability to survey suppliers and gather information SPA – Supplier Portal Allows supplier to give input and view their information, such as specs and contact info Document Reference Library application to store tools, training materials, etc. McDonald’s experiences these business benefits: Provides visibility into products, suppliers & menu with a global platform to capture, share & manage critical information. Enhances collaboration and coordination throughout supply chain to streamline new product development Creates automatic process to ensure quality is designed into products and produced to conformance Other Quotes from Catherine Adams include: “Our service provider for Merlin had to understand the technology needs; but more importantly, understand how the information would be used to support business processes and solve problems. Prodika understood this expectation without being asked … Other potential vendors talked about technology and functionality. Prodika talked to us about process optimization.” “I believe that it is Prodika's relative smaller size and boutique type of business environment that enables them to deliver this true customer-centric orientation. This differentiates Prodika from the "pack" and we continue to see them deliver daily on this promise.” “Our drive is to optimize our global resources for improved business performance. MERLIN is becoming recognized as a critical tool for our success. It is not only the leaders for Quality, Supply Chain and Menu Management that see this potential. MERLIN's power is palpable to our senior management team and will help us deliver our "can do" promise on a daily basis.” SOLUTION Implemented Agile PLM for Process to support best-in-class Menu Management, Product Management, and Supplier Management capabilities across the company’s network.

Foxconn Reduces Costs by Minimizing Rework with Agile PLM
COMPANY OVERVIEW Foxconn is the largest public company in Taiwan and is one of the top three EMS/ODM providers in the world, behind Flextronics and Solectron. Industry: High Technology CUSTOMER PERSPECTIVE “I have more confidence in data integrity using Agile.” “Based on a typical transaction, my average impact to job efficiency has improved.” Anonymous responses to a customer survey, Foxconn users CHALLENGES / OPPORTUNITIES Provide visibility into product information throughout lifecycle to avoid seeing actionable data too late in process Speed time to market and reduce high labor costs due to intensively manual, error-prone processes Integrate supply chain partners for real-time visibility to accelerate change management RESULTS Shortened time to market and time to volume through improved product development times Reduced costs from engineering rework Improved communication among customers, partners, and peers Increased efficiency with one source for true data Foxconn is the largest public company in Taiwan, with over $9 billion in annual revenue, and is one of the top three electronics manufacturing services (EMS)/original design manufacturers (ODM) providers in the world, behind Flextronics and Solectron. Foxoconn NWing is the major computer connector and cable manufacturers The original mechanism is highly dependent on paper base operation Foxconn NWing shall build the system to manage the product data Foxconn NWing shall provide the more efficient way on manufacturing and the management to the customers The best practice shall be built accompanying with the system Their global supply chain includes locations in Los Angeles, San Jose, Taipei, Kunshan and Shenzhen, China. Agile at Foxconn: Implemented Single data source tools as the Global system of record for Engineering Product Data 4 sites including Taiwan, Kunshan, LH and Los Angles, ONE process Engineering “sandbox” for Design collaboration Same data pushed to multiple regions, programatically Real-time product information shared with supply partners Business Impact to Internal Users: quotes from anonymous users Agile provides more effective access to information pertinent to the engineering change management process I have more confidence in data integrity using Agile I have been able to communicate more effectively with my customer/partner/peers using Agile Agile provides me with a more user-friendly interface Based on a typical transaction, my average impact to job efficiency has improved Easy to pass the customer survey. For example, Intel SOLUTION Agile Product Collaboration to manage changes to bills of material and engineering change orders across the global supply chain

Micron Increases Rate of Product Success with Agile PLM
CUSTOMER PERSPECTIVE “With Agile PLM, Micron is building a solid foundation for our product development process. As a trusted partner, Agile has played a key role in helping us execute throughout the product development process. By having increased visibility into our product portfolio, we are bringing to market the highest quality and innovative products that meet customer demand.” Dean Klein, Vice President of Market Development COMPANY OVERVIEW Micron Technology, Inc. is a global semiconductor company providing solutions such as Flash Memory and image sensors for today’s advanced computing, networking, and communications products. Industry: Semiconductor Employees: 22,800 Revenue: US$5.8 Billion CHALLENGES / OPPORTUNITIES Expand Manage high growth and fast product proliferation Encourage collaboration between the departments during new product development Improve communication of NPI information across the company Build a project tracking system more directly connected to deliverables RESULTS Increased rate of product success by managing its increasingly complex product portfolio and optimizing company’s product selection process. Increased visibility into product portfolio enables the company to bring the highest quality and innovative products to market. Improved product development processes by securely sharing product information throughout the enterprise and consistently manage product data. Micron is a $5B+ global semiconductor company that employs over 21,000 with operations in 19 countries. It’s headquartered in Boise, Idaho and has facilities worldwide including: design, fabrication, component, and module test/assembly. It has 13,000 patents. Micron’s DRAM and Flash components are used in today’s most advanced computing, networking, and communications products, including computers, workstations, servers, cell phones, wireless devices, digital cameras, and gaming systems. Micron also provides CMOS image sensor solutions to the handset camera, digital still camera, and PC video camera markets. The business challenges that Micron faced included: Inefficient portfolio management systems that slowed time-to-market product introduction No institutionalized phase/gate process to monitor and schedule products throughout the lifecycle The Solutions it deployed are: Agile Product Collaboration and Product Portfolio Management to replace the internal system for tracking projects and milestones The business results that Micron sees are: Institutionalize a portfolio management system to enable collaboration and visibility companywide Improve product success ratios by adding automated stage/gate process capabilities: stopping product development early in the lifecycle if needed, and enabling executive visibility and sign-off. SOLUTION Agile Product Collaboration to secure IP and product data Agile Product Portfolio Management to optimize business processes and product selection

Philips Sonicare Reduces R&D Costs by 30% with Agile PLM
COMPANY OVERVIEW Philips Oral Healthcare has become one of the most successful businesses in Royal Philips Electronics, one of the world's biggest electronics companies and Europe's largest Industry: Consumer Goods CUSTOMER PERSPECTIVE “Our inventory performance over the last year since we really started using Agile has gone up almost 100% in terms of inventory turns.” Mark Johnson, Vice President, Supply Chain Operations CHALLENGES / OPPORTUNITIES Increasing product diversity and supply chain complexity Bill of Materials increased 350% New Product Programs increased 4x Number of suppliers doubled Overcome inefficiencies in product development and life cycle management that slowed products to market Create formal support for marketing claims that differentiates Sonicare from competition RESULTS Complete product record from concept to end of life within Agile Reduced manufacturing and R&D costs by 30% Improved inventory performance - Inventory turns increased 100% in a year after implementation Cycle times, change control, raw material releases now accurately measured and reduced to hours Research documentation associated with marketing claims now within product record Royal Philips Electronics group 2005 revenues approximately $36 billion 159,000 employees in 60 countries Five product divisions: Medical Systems, Lighting, Semiconductors, Consumer Electronics, and Domestic Appliances Oral Healthcare (POHC) is a business unit in Domestic Appliances Maker of the Philips Sonicare brand power toothbrush Over 15 million users Brand most recommended by U.S. dental professionals Major markets include Japan, UK, Germany Approx 600 employees Key drivers of the Philips Sonicare Brand: Speed to market, innovation, focus Why was Agile implemented? Increasing product diversity and supply chain complexity Quality system compliance Drive to greater efficiencies in product development and life cycle management Initial implementation in 2001 Implemented across 7 locations Headquarters in Snoqualmie, Washington Manufacturing/distribution in China, Washington State and Illinois Development in Washington State, Austria, and The Netherlands Solution: Deployed Agile Product Collaboration to manage product development, speed products to market, capture innovative investments faster, and focus on measurable results. Results: Complete product record from concept to end of life within Agile Manufacturing and R&D costs reduced by 30% Improved inventory performance - Inventory turns increased 100% in a year after implementation Cycle times, change control, raw material releases now accurately measured and reduced to hours Research documentation associated with marketing claims now within product record SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration to manage product development, speed products to market, capture innovative investments faster, and focus on measurable results.

QUALCOMM Manages Product Cost and Risk with Agile PLM
COMPANY OVERVIEW QUALCOMM Incorporated develops and delivers innovative digital wireless communications products and services worldwide. Industry: Semiconductor Employees: 15,400 Revenue: US$11.1 Billion CUSTOMER PERSPECTIVE “Agile provides us with the advanced engineering and collaboration features that will ensure we continue to be at the forefront of wireless technology.” Norm Fjeldheim, Sr. Vice President and Chief Information Officer CHALLENGES / OPPORTUNITIES Improve a slow product development process due by centralizing scattered product information across global manufacturing sites Lower the costs of data integration failures & errors Create a system with user-specific secure, regulated, global access to data RESULTS Ensured regulatory compliance with secure product data and enhanced history tracking Reduced cycle time from days to minutes for data iterations with contract manufacturers Saved money and time by eliminating suspect data, failures, and errors with one true source for all product information Provided global, 24/7 accessibility to product information Qualcomm is the largest Fabless Semiconductor company in the world with ~$8B in annual revenues. Long time Agile PLM customer and a great joint customer reference. Key challenges – Slow product development due to scattered product info Unreliable and error prone data transfers to 20+ other systems and suppliers were very costly Key benefits with Agile PLM – Reduced cycle time to minutes when collaborating with their contract manufacturers (EMS’, Foundries) Eliminated data transfer failures and insured there was “one version of the truth” for the product record SOLUTION Global deployment of Oracle 11i E-Business Suite including Advance Planning and Supply Chain products, Siebel CRM and PeopleSoft HCM Agile PLM to over 6,500 external and internal users in all 6 business units worldwide

Agile PLM Customer Success: Ensuring Quality & Compliance
Leading a contract-manufacturer of disposable medical products Improved 88% improvement in NCMR closure by 88% and & improved CAPA closure by 60% Reduced audit time by 50% due to fast & reliable retrieval of records in compliance with 21 CFR Part 11, and passed 3 FDA Audits in 2 years with zero observations One of the top 2 leading mobile phone ODM companies in Taiwan specializing in the marketing, research, development, manufacturing and global logistic service of mobile phones Optimized collaboration and communication across the entire supply chain Sped time-to-market for entire product portfolio, and ensured compliance to stringent environmental regulations by managing hazardous material content in products Leading global provider of Solid State technologies and solutions tailored to meet the high-performance, high reliability needs of original equipment manufacturers (OEMs). Ensured compliance with all regulations and standards to do appease and anticipate client needs including US ROHS, China ROHS, European ROHS, Japanese ROHS, Halogen-free, REACH, etc One of the top largest contact lenses manufacturer with 60 million lenses produced a month in 96 countries Accelerated complaint resolution by reducing the average number of days to close complaints by 30%, which also significantly reduced the number of complaints open more than 30 days Reduced monthly reporting time from 3 days to 1 day, and with Analytics, it is cut to only 1 hour, which drastically improves decision-making Increased capacity for fast change Ensured compliance to avoid recall Enforced quality by automating reports

Avail Medical Products Cuts Audit Time in Half with Agile PLM
Medical Device, NA West Avail Medical Products Cuts Audit Time in Half with Agile PLM COMPANY OVERVIEW Avail Medical Products Inc. is a contract-manufacturer of disposable medical products worldwide Industry: Medical Device Employees: 3,200 Revenue: US$244 Million CUSTOMER PERSPECTIVE “An important and exciting next step in Avail's ability to accurately speed communication and collaboration across all stages of the project management process and provide the highest level of service possible to our customers. Product development time, product change management, even the continuity of supply throughout volume production can be significantly enhanced with this implementation." J. Randall Keene, President CHALLENGES / OPPORTUNITIES Create accountability for managing issues to closure by centralizing the collection of quality control data from 6 locations using 6 different methods Automate the manual processes making performance comparisons between facilities with numerous scattered electronic & paper-based systems Create robust audit & change control capabilities for compliance with 21 CFR Part 11 RESULTS 88% improvement in NCMR closure & 60% improvement in CAPA closure 50% reduction in audit time due to fast & reliable retrieval of records in compliance with 21 CFR Part 11 3 FDA Audits in 2 years with zero observations Companywide visibility into customer issues & product discrepancies Case Study originally created , Updated Avail Medical Products Inc. is a manufacturer of 36 disposable medical products with Employee range of 3,500 & Annual Sales of $483,700,000. It has a Diversified base of 350+ customers & 18 locations spread across the globe. The documentation of these products was done via manual paperwork which often resulted in misplaced & incomplete documents & non-conformance to Compliance, inability to transfer data to other plants which led to heavy damages. The old-fashioned way of documentation (paper work) took 92 days to complete. Also Compliance reports (NCMR, CAPA) took average time frame between 4 to 92 days. There was no qualitative method to measure the SOP’s either and the ability to easily demonstrate compliance during audits was not easy either. It took 4 days to complete the audits. All these business challenges not only led to damages & losses but also inconvenience for the Workforce. Avail was thus on a lookout for a Complete PLM solution that could manage their documents at a central location which was easily accessible by any division & also by any facility. ExtrAvail TM was born out of the need which reduced High Administrative costs in terms of Voluminous paperwork, Time, Effort & Money. The documents were Paperless (Paperwork converted to Electronic data), Networked (Central repository of data). The workflow was automated - Concurrent Approval & Electronic Signatures. Trend & Pareto Analysis were possible with ExtrAvail which aided the Compliance to view & group complaints in number of occurrences & specific group, thus enabling them to improve their Quality System Procedures. ExtrAvail reduced Reports Generation (NCMR, CAPA) time frame between 12 hours to 36days Days Spent in Regulatory Audits earlier was 4 days per audits in comparison to 2 days per audit after installation of PC & PSI. Avail has had 3 FDA audits in the last 2 years with zero defect. SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration to manage product data Agile Product Quality Management to manage Quality System Procedures (SOP’s): Non-Conforming Material Reports (NCMR), Corrective and Preventive Action (CAPA), Customer and Field Complaints

Arima Communications Speeds Time to Market for Entire Portfolio with Agile PLM
COMPANY OVERVIEW Arima Communications, specializing in the marketing, research, development, manufacturing and global logistic service of mobile phones, is one of the top two leading mobile phone ODM companies in Taiwan. Industry: High Technology Employees: 1,100 Revenue: US$571 Million CUSTOMER PERSPECTIVE “We’ve achieved such dramatic success in a short period due to our operational philosophy, which is to focus on innovation, quality and sharing. Agile directly supports these core values.” Jimmy Su, Chief Information Officer CHALLENGES / OPPORTUNITIES Streamline product development process to keep up with market’s fast growth and outburst of new product - In just 3 years, Arima has produced over 30 million mobile phones for world-famous customers, incl Sony Ericcson and NEC Lack of an automatic process to provide quick customization and global logistics solutions RESULTS Optimized collaboration and communication across the entire supply chain – from design to new product introduction to ramp to volume and end of life Sped time-to-market for entire product portfolio Ensured compliance to stringent environmental regulations by collecting, tracking, analyzing and reporting on hazardous material content in products. Arima Communications specializes in the marketing, research, development, manufacturing and global logistic service of mobile phones. Founded in 1999, the company has expanded from 10 employees to one of the top two leading mobile phone ODM companies in Taiwan, with over 3,500 employees and products sold in more than 80 countries around the world. Its rapid growth is due to its development of flexible multi-band and multi-mode mobile phones that meet various frequency bands and diverse market conditions. Its main products are multi-band GSM/GPRS, 3G mobile phones and smart phones. In the past three years, Arima Communications has produced over 30 million mobile phones for world-famous customers, including Sony Ericsson and NEC. Arima Communications selected Agile 9.2 in June 2006, and has been in production with Agile 9.2 since September 2006. Why selected Agile: “We went through a lengthy evaluation of PLM solutions but ultimately selected Agile because of its stellar reputation, its short implementation time and the quality of its local consulting team, which we worked with to customize the Agile solutions to meet our unique needs.” Jimmy Su, CIO, Arima Communications Business Challenges: No streamlined product development process to keep up with market’s fast growth and outburst of new products In just 3 years, Arima has produced over 30 million mobile phones for world-famous customers, incl Sony Ericcson and NEC Lack of an automatic process to provide quick customization and global logistics solutions Agile Solution Deployed: Implemented Agile 9.2 Product Collaboration and Agile 9.2 Product Governance & Compliance to standardize its new product development processes and meet environmental regulations Expected Business Results: Optimizes collaboration and communication across the entire supply chain – from design to new product introduction to ramp to volume and end of life Ensures compliance to stringent environmental regulations, such as the European Union’s Restrictions of Hazardous Substance (RoHS), by managing environmental compliance across the product lifecycle to collect, track, analyze and report on hazardous material content in products. Future Plans with Agile: Arima Communications is currently in the process of implementing additional Agile PLM solutions, including Agile Product Portfolio Management and Agile Product Quality Management. SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration to standardize its new product development process Agile Product Governance & Compliance to meet environmental regulations

STEC Cuts Quotes to Sample Time by a Dramatic 93%
CUSTOMER PERSPECTIVE “The speed of the new custom product introduction is very, very important. Agile has helped us tremendously, we've been able to take the NPR process from 14 days, down to 48 hours. ” Steve Bergeron, VP Quality Assurance Play Video: STEC Realizes Promised Value of Agile PLM Play Video: STEC Backs ‘Green’ Initiatives with Agile PG&C COMPANY OVERVIEW STEC, Inc. is a leading global provider of Solid State technologies and solutions tailored to meet the high-performance, high reliability needs of original equipment manufacturers (OEMs). Industry: Storage Segment: Solid State Employees: 350 Agile Users (? Total employees) Revenue: US $250M CHALLENGES/OPPORTUNITIES Global collaboration with distributed design/mfg facilities Improve speed for custom device samples to customers Improve design information accuracy with mfg release to Asia Implement sourcing practices to reduce product cost Design products for worldwide substance compliance The PLM deployment must be on time and budget SOLUTIONS Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Product Governance & Compliance Agile Product Quality Management Agile Portfolio & Program Management Agile Product Cost Management (in deployment) RESULTS Reduced quote to sample time 93%, 14 days to 2 days Enabled real time product collaboration between US design and Penang manufacturing Green product design enabled STEC ensures compliance with all regulations and standards to do business including US ROHS, China ROHS, European ROHS, Japanese ROHS, Halogen-free, REACH, etc. 6 months to deploy all modules Updated November 2008 32

CooperVision Cuts Monthly Reporting Time from 3 Days to Just 1 Hour with Agile PLM
COMPANY OVERVIEW Coopervision is among the top largest contact lenses manufacturer with 60 million lenses produced a month and operating in 96 different countries. CooperVision is a business unit of The Cooper Companies, Inc. (NSYE: COO) Industry: Medical Equipment & Supplies Employees: 2,591 Revenue: US$800 million CHALLENGES/OPPORTUNITIES • Consolidate multiple paper-based and electronic systems to manage quality and regulatory compliance data Comply with a regulatory environment addressing companies as a whole instead of standalone sites, with a scalable system Utilize existing capacity by transferring products to different sites Improve internal collaboration among divisions Improve product quality on a global basis SOLUTIONS Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Product Quality Agile Product Portfolio Management Agile Analytics CUSTOMER PERSPECTIVE “The Agile PLM solution has not only addressed our immediate quality and compliance needs, but has provided us with a roadmap for the future. Oracle has become a trusted advisor in helping us innovate, meet our high quality standards more efficiently.” Christine Moench, Vice President Regulatory Affairs and Quality Assurance RESULTS Redirected four resources for complaint processing Reduced monthly reporting time from 3 days down to 1 day, and with Analytics, it is cut to only 1 hour Improved executive quality visibility and tracking across sites Improved focus on corrective actions Accelerated complaint resolution by reducing the average number of days to close complaints by 30%, which also significantly reduced the number of complaints open more than 30 days. Increased focus on quality: Data analysis via Agile PLM enables CooperVision to take more targeted corrective actions. Updated November 2008

Ballard Accelerates Time-to-Market by Streamlining Processes with Agile PLM
COMPANY OVERVIEW Ballard Power Systems, with partners Ford & Daimler Chrysler, is a world leader in developing and manufacturing zero-emission proton exchange membrane fuel cells for transportation, stationary and portable applications. Industry: Industrial Manufacturing Employees: 485 Revenue: US$65M CHALLENGES/OPPORTUNITIES Remain on the leading edge of the fuel cell industry and foster market adoption Improve operational efficiency to reduce costs and accelerate time-to-market for fuel cell products Position the company for significant product volume growth Increase access to product data and improved data accuracy and currency Enable users to create product change requests directly, accelerating the approval process and reducing delays SOLUTIONS Implemented Agile Product Lifecycle Management:: Agile Product Collaboration Agile Product Quality Management Hyperion Planning Hyperion Analyzer CUSTOMER PERSPECTIVE “Agile’s scalable, flexible system will allow us to meet the changing demands of the organization as we prepare for significant product volume increases” Paul Louw, Manager, Design Services & Configuration Management RESULTS Implemented Agile to create a central repository for product data Streamlined the end-to-end process from product design through manufacturing, accelerating time-to-market Increased the company’s ability to react to changing markets by enabling it to modify or create new products quickly to meet market demands Updated November 2008

Conexant Ensures Quality and Compliance with Agile PLM
CUSTOMER PERSPECTIVE Excerpt from an Agility 06 presentation: “Special thanks to Agile [now Oracle] for their quick support during the most critical implementation times.” Steven Bergeron,Vice President Quality & Reliability Assurance COMPANY OVERVIEW Conexant Systems, Inc. provides semiconductor solutions for broadband communications for digital home information and entertainment networks. Industry: High Technology Employees: 1,100 Revenue: US$571 Million CHALLENGES / OPPORTUNITIES As the result of a spinoff and merger, Conexant’s core processes were held on different platforms, which caused companywide inefficiencies and interfered with new product introductions. New environmental regulations such as Pb-Free, RoHS, Green initiatives added manual, error-prone, costly work to ensure compliance. RESULTS Consolidated product information to one source for secure, companywide access and collaboration. Accelerated time-to-market with full visibility into product and components throughout the lifecycle. Ensured compliance against global regulations to avoid business interruptions like recalls, citations, etc. Saved money & time by reducing errors & improving quality. SOLUTION Implemented Agile Product Lifecycle Management Product Collaboration Product Portfolio Management Product Quality Management Product Governance & Compliance Engineering Collaboration Conexant (NASDAQ: CNXT) was created in January 1999 with the spin-off of Rockwell’s Semiconductor Systems business Headquartered in Newport Beach, CA with approximately 2400 employees worldwide with >$900M Sales/yr A worldwide leader with the most complete portfolio for broadband communications, enterprise networks and the digital home A fabless semiconductor company with ISO 9001:2000 and 14001:2004 certifications Source: Agility 06 Presentation by Steve Bergeron Faced with the business challenges of consolidating its core processes that resided on multiple, different platforms after the spinoff and merger. Also faced compliance issues from new regulatory requirements and regulations such as RoHS, WEEE, Pg-Free, etc. All these issues were causing companywide inefficiencies and interfering with the new product development cycles. Time-to-market was sluggish and unpredictable. Conexant deployed Agile products to consolidate all of their disparate systems, including: Product Collaboration, Product Portfolio Management, Product Quality Management, Product Governance & Compliance, Engineering Collaboration, and SAP Integration. Conexant is using Agile PLM to: Management of BOM’s AML Changes and documents for Chip and Systems Operations. Communication of changes and BOM’s with suppliers (assembly, test and packaging suppliers and fabs) Quality processes NCMR (just being rolled out) Program Management for Reliability projects in the QA department Conexant’s future plans with Agile: Remaining planned activities: Conexant has successively integrated and rolled out almost all of the Agile PLM Solution Modules over a month period. Most recently there was a phased corporate rollout of Agile Product Quality management, Agile Product and Portfolio Management, and Agile Product Governance & Compliance. Future plans: full deployment of Agile PG&C to supplier base deployment of PPM across Program Management office Deployment of Agile Analytics for PPM and PQM For detailed ROI information, must ask the customer reference. Will not divulge publicly.

Inventec Appliances Corp. Ensures High Quality with Agile PLM
COMPANY OVERVIEW Inventec Appliances Corp. (IAC) manufactures and sells cable and wireless communication and personal assistant products including PDA, smart phones, MP3 Players, GPS, Network Client, Routers/Switches, VoIP, Bluetooth, and many others. It is headquartered in Taiwan and exports products globally. Industry: High Technology Employees: 850 Revenue: US$2.9 Billion CUSTOMER PERSPECTIVE Right choice with selection of Agile Long term partner providing solution for growth Real benefit for investment, Good people to trust Low maintenance cost Excerpt from a presentation at Taiwan Customer Day 2005:“Agile Experience at IAC” CHALLENGES / OPPORTUNITIES Establish a single, secure global system to store all product information, so little multi-site collaboration Build a competitive edge by improving efficiency, speeding time to market, growing customer satisfaction, and quickly resolving problems Organize the product development process– improve a low product definition accuracy, minimal reuse of material/IP, and lack of project visibility RESULTS Improved collaboration with a globally accessible, secure, common product record system containing all projects Faster time-to-market and time-to-volume with a standardized product development process and engineering change workflow with a well defined phase/gate project control Ensured high product quality with automatic Problem Report/CAR process More flexible & extensible material classification Improved document consolidation & management Business Description: IAC was established in 2000, and is specialized in the manufacture, research, development and sale of communications and digital products and components, as well as the provision of technical and after-sales services for these products. Headquartered in Taipei County, Taiwan, the Company offers primarily graphic calculators, personal digital assistants (PDAs), smart telephones and smart handheld products, such as moving picture experts group layer-3 audio (MP3) players. It also sells wireless fidelity (WiFi) telephones, personal handyphone system (PHS) telephones, global system for mobile communications (GSM)/ general packet radio service (GPRS) telephones, global positioning system (GPS) navigation devices and other related products. During the year ended December 31, 2005, communications and digital products accounted for approximately 97% of total revenue. The Company distributes its products in Asia, the Americas and Europe. Sales: 3.7 Billion Employees: 13,064 The Keys to Inventec‘s success in the marketplace are the following abilities: Quick Customer Response Product Realization Material Management Manufacturing and Test Engineering Value System In order to reach these goals, IAC faced some business challenges: Global Operation Multi-site Collaboration Build up Competitive Advantage Improve Efficiency Shorter Time to Market, Time to Volume Improve Customer Service / Satisfaction Strong Problem Tracking System Multi-project / product Lines Product definition accuracy Reuse of material, intellectual property Project visibility Security After reviewing internal issues and other vendors, IAC chose Agile for the following reasons: Excellent PLM solution Full Function PLM Solution with Flexible Extension Capability Cross Different Function Domain Employee (PM, RD, QA, ME, DCC) Package with Domain expertise in EHT (Electronic equipment design & manufacturing) Easy GUI & functions for lower learning curve. Lowest TCO Maintenance resources Quick implementation Worldwide Reference W/W Major Customer Reference Industry standard IAC deployed Product Collaboration, Product Portfolio Management, and Product Service & Improvement to build overall product development efficiency and company-wide collaboration. The implementation was quick and on time- only 6 mos to implement the three solutions at 6 business units and 1,700 users. They are also planning to implement PG&C and PCM. (Further info: Scope of the implementation: 6 month schedule Agile implementation services & hosting Adapters for SAP ERP Distributed File locations (Taiwan, China) Multiple Sites Data) With the implemented solutions, IAC experienced the following business benefits: Improves collaboration with a globally accessible, secure, common product record system containing all projects Ensures high product quality with automatic Problem Report/CAR process Faster time-to-market and time-to-volume with a standardized product development process and engineering change workflow with a well defined phase/gate project control Material classification is more flexible & extensible Improves Document consolidation & management SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Product Portfolio Management Agile Product Governance & Compliance

Agile PLM Customer Success: Accelerating Innovation
Global leader in telecommunications and Internet technologies operating in 130 countries. 50% design time reduction (18-24 mos to 9-12 mos), 50% reduction of cost break even point 65% reduction of inventory, 75% reduction in planning cycle time Higher reuse of common components and circuitry, greater supply chain visibility Leading designer, manufacturer, and distributer of gaming devices and computerized monitoring and accounting systems for gaming industry worldwide. Accelerated unit volumes from 1,500 to 2,000 units per year to 11,000 to 12,000 gaming units each year. Rationalized 600 suppliers down to 200, with 80 core suppliers using Agile directly. Global designer and manufacturer of minimally-invasive devices for correction of heart and vascular defects. Accelerated product development by 76% more change orders a month, 83% faster (Grew from 12 CO’s a month, 26 days long; to 50 CO’s a month, less than 5 days long) 20-40% reduction in effort and time for processes supported by Agile Leading supplier of consumer products such as scissors, knives, and garden tools. They are classified into four divisions: crafts, garden, house wares, and outdoor recreation Reduced design errors by 70%, while reducing new product development time from 25 Months to 15 Months Improved data search & management efficiency by 80%, enabling better, faster decision making Sped ECO cycle time 70% Reduced sourcing cycle time by 30% Released 95% of documentation

Leading provider of satellite and other wireless communication products, serving both government and commercial markets Improved operational efficiency by 30% Reduced phase one NPI by 44% and cut ECO cycle time from 5 days to 2 or fewer Decreased time-to-market by 10% Phoenix Systems is a global leader in the design and manufacture of highly rugged electronic components and systems for Original Equipment Manufacturers 75% reduction in change management labor effort ECO Cycle time reduced 68%; from 28 days to 9 days Industry leader in data center networking solutions and services that enable organizations to manage their most vital information assets Doubled new product introduction: Launch twice as many new products in half the time Reduced ECO review cycle times Pillers Sausages & Delicatessens is one of North America’s largest producers of European sausages and delicatessen meats delivered through grocery and foodservice channels. Consolidpated Implemented process and technology to effectively manage new product introductions: Reduced number of active projects, Improved product launch cycles 9 divisions have unified processes Minimized error to focus on innovation Reduced ECO cycle time 50%

Massive manufacturer of processed food products, including ketchup, sauces, frozen food, soups, and pasta meals Reduced specifications and rationalized SKUs, resulting in 30% reduction in SKUs Reduced labeling cycle from 45 to 7 days, speeding new product introductions Leading storage company that provides backup, recovery, and archive solutions, offering a range of disk, tape, and software solutions for information technology departments in various organizations to protect, retain, and access their digital assets Reduced time to complete business processes from weeks to days, and days to minutes Automated the flow of product data worldwide Global leader in commercial vehicle and special transmissions, off-road drivelines and axles systems, chassis technology, and steering systems. 97% reduction in time to communicate changes from development to manufacturing Enabled distributed product development and improved SCM communication, and increased engineering data re-use to reduce costs World’s largest beverage company with more than 450 brands. It’s products are sold in over 200 countries, and include soft drinks, bottled water, energy drinks, juices, teas and coffees. Improved system-wide collaboration with suppliers and bottlers Retired 30+ applications used by R&D and Quality, and established secure global visibility of specs and formulas Improved development cycles by 86% Increased manufacturing efficiency by 3% to 98% Increased time-to-market in each geographic market Reduced change management cycle time

Alcatel-Lucent Achieves a 100% Virtual Enterprise with Agile PLM
OVERVIEW Alcatel Lucent is a global leader in telecommunications and Internet technologies operating in 130 countries. Industry: High Tech Segment: Telecommunications Employees: 77,000 Revenue: Euro 17.8 billion CUSTOMER PERSPECTIVE “We have integrated Agile into Engineering, Service, Ops, Purchasing in a way to build highly complex assemblies within our Virtual Operations Model. We can not imagine running a Virtual Operations business with out Agile.” Brad Magnani, Director, Manufacturing Technical Operations Networking Division CHALLENGES / OPPORTUNITIES Continue success in economic hard times for telecom companies Navigate unpredictable demand and business environment Deliver on idea of new virtual operations model Reduce working capital and break-even point Increase supply chain flexibility Improve Time-to-Market and customer satisfaction RESULTS 100% virtual enterprise 50% design time reduction (18-24 mos to 9-12 mos) 50% reduction of cost break even point 65% reduction of inventory 75% reduction in planning cycle time Higher reuse of common components and circuitry Greater supply chain visibility Closed loop execution of global processes SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration (PC) to improve data and specification management, support globalization efforts, speed products to market, and reduce cycle time and inventory costs. Agile Product Cost Management (PCM) to manage EOL and supply risks, improve part cost visibility, and optimize BOM costs. Updated November 2008

Bally Drives Profitable Product Innovation and Rationalizes Supplier Base by Over 50%
COMPANY OVERVIEW Founded 1932 in Chicago Bally Technologies, Inc. engages in the design, manufacture, distribution, and operation of gaming devices and computerized monitoring and accounting systems for gaming industry worldwide. It primarily offers gaming devices for land-based, riverboat and Native American casinos, video lottery, and central determination markets, as well as specialized system-based hardware and software products. Industry: Technology Segment: Casino Gaming Employees: 2,814 Revenue: US $948 million CHALLENGES/OPPORTUNITIES • Reduce communication errors and improve data exchange accuracy by engaging suppliers and contract manufacturers as part of a virtual product network Reduce product development cycle times to accelerate time-to-market for new products Establish a single source truth for product information Optimize change review and approval processes to improve resource utilization, efficiency, and data accuracy Provide an enterprise class architecture that scales to meet the needs of Bally’s rapid corporate growth SOLUTION Implemented Agile Product Lifecycle Management: Agile Product Collaboration Agile Product Portfolio Management Agile Product Quality Management Agile PLM Data Mart Agile PLM Business Intelligence CUSTOMER PERSPECTIVE “Our suppliers are using Agile effectively for accessing the latest revisions of drawings and specifications, which helps us reduce errors and rework costs.” “We now deliver our products with fewer onsite customers issues. By getting the product right from the outset, we significantly improve our time to market and time to deployment.” Doug Mack, VP Operations RESULTS • Optimized workflows to improve resource productivity, change cycle time, and data accuracy. Reduced mean number of CCB signatures from 34 signatures down to 7. Improved communication with suppliers via real-time change notifications. Accelerated unit volumes from 1,500 to 2,000 units per year to 11,000 to 12,000 gaming units each year. Rationalized 600 suppliers down to 200, with 80 core suppliers using Agile directly. Updated November 2008

AGA Medical Speeds Time to Close Product Change Orders by 83%
CUSTOMER PERSPECTIVE “The FDA and Notified Body Auditors were astounded by what we were able to achieve with Agile PLM. They had never seen a company able to move from paper to electronic with such success. Agile PLM has helped us do some amazing things in a very short amount of time.” Wendy Schweigert, Quality Assurance Manager COMPANY OVERVIEW AGA Medical designs and manufactures minimally-invasive devices for correction of heart and vascular defects. Industry: Life Sciences Segment: Medical Device Employees: 400 Worldwide Revenue: US$150 million CHALLENGES/OPPORTUNITIES Executing Change Quickly/Efficiently Prohibited by Paper-based System Averaged 12 product change orders (COs) completed per month, 26 days from submit to closed Controlling Paper (Rev) Used on Floor – Labor Intensive, Risky Change Impacts - Limited Visibility of Critical Information Change History For Process & Complete Product Tree Active Deviations to Current Approved Build Non-conformance Incidents and Yield Problems Corrective Action / Preventive Actions Approved Manufacturers SOLUTIONS Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Quality Management Agile Product Portfolio Management RESULTS Implemented Agile PLM in only 4 months Accelerated product development by 76% more change orders a month, 83% faster Grew from 12 CO’s a month, 26 days long; to 50 CO’s a month, 4.5 days long 20-40% reduction in effort and time for processes supported by Agile Received high praise from FDA and auditors for significantly reducing their on-site audit time Engineer adoption 100%; fast, simple 100% electronic procedure used by all employees Updated November 2008

Fiskars Brands Launches Products 30 to 40% Faster with Agile PLM
CUSTOMER PERSPECTIVE “New Product Development is one of the fundamental business strategies that Fiskars is focused on to maintain brand leadership and drive growth. There are many benefits of the new processes that will assist with our company’s directive of increased new product initiatives and direct collaboration with our suppliers.” Art Fischer, Global PLM Project Manager COMPANY OVERVIEW Fiskars Brands is best known for its consumer products such as scissors, knives, and garden tools. They classified into four divisions: crafts, garden, house wares, and outdoor recreation. One of Fiskars’ most popular products is the orange-handled scissors, having sold 870 million. Industry: Consumer Goods Employees: 4,300 Revenue: 535 Million CHALLENGES/OPPORTUNITIES Declining Market Share Managing Marketplace Expectations Increasing Quality Issues Impacting Brand Price Competition on Core Products Increasing Inventory and Obsolete Inventory SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Project and Portfolio Management Agile Engineering Collaboration Agile Enterprise Visualization Agile Dashboards RESULTS Reduce Time to Market by 30 to 40% Reduce New Product Development Time From 25 Months to 15 Months Improve New Product Introduction by 40 to 50% Enhance Design and Quality Reduction of Design Errors by 70% Improved Access to Data to Make Decisions Improve Data Search and Management Efficiency by 80% Updated November 2008

Analogic Corporation successfully deploys Agile PLM in 12 weeks
COMPANY OVERVIEW Analogic is a leading designer and manufacturer of advanced health and security systems and subsystems sold primarily to Original Equipment Manufacturers (OEMs). Analogic is recognized worldwide for advancing the state of the art in Automatic Explosives Detection, Computer Tomography (CT), Digital Radiography (DR), Ultrasound, Magnetic Resonance Imaging (MRI), Patient Monitoring, and Advanced Signal Processing. Founded 1967 in Peabody, MA Industry: Technology Segment: Medical Device Employees: 1,700 Revenue: US$413.5 million CHALLENGES/OPPORTUNITIES • Quickly implement powerful product record management solution • Coordinate key manufacturing plans and streamline operations • Improve ECO cycle time to enable faster time to market • Improve collaboration across internal divisions and supply chain partners SOLUTIONS Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Product Quality Management Integrated with PeopleSoft ERP CUSTOMER PERSPECTIVE “The deployment of Agile Product Collaboration across the company decreased our change management cycle time by up to 70 percent – creating a major positive impact on our time to market.” Thor Wallace, CIO, Analogic RESULTS Deployed Agile PLM in 12 weeks Surpassed ECO cycle time goal, achieving up to 70% improvement Improved quality and visibility, achieving notable cost reductions Reduced time to market for critical security equipment in high demand Integrated supply chain with manufacturing processes, enabling three companies to collaborate as a single integrated manufacturer Increased manufacturing capacity, ramp to production, and product quality Updated November 2008

Intier Automotive Seating Increases Productivity and Cuts Costs with Agile PLM
CUSTOMER PERSPECTIVE “Fast Implementation, adaptability, functionality, ease of use – I just love the Agile solution.” Barb Evenden, Senior Buyer COMPANY OVERVIEW Intier Automotive Seating is a leading automotive supplier and a member of the Magna Family of Companies Magna is the number four automotive supplier worldwide, with 243 manufacturing locations and 63 research & development centers in 24 countries Industry: Automotive Revenue: USD$ 22.8 Billion CHALLENGES/OPPORTUNITIES Lack of visibility and cost control All tasks managed manually on spreadsheets Limited visibility into the product record No means to collaborate internally No method to manage supplier communications Difficult to use PDM systems SOLUTIONS Agile Product Collaboration Agile Product Cost Management Agile Enterprise Visualization Agile Engineering Collaboration RESULTS Reduce Sourcing Cycle Time – Down By 30% - “Has allowed us to cut turnaround time significantly” Tighter Cost Control Commodity Buying Strategy Higher Productivity – “We are saving time, getting the job done faster, and saving the company money” Stronger Supplier Alliances Competitive Edge – “The ability to integrate engineering, sourcing, and spend data in order to automate purchasing activity and improve overall cost management.” Updated November 2008

SiGe Semiconductor Increases Release of Documents by 85% with Agile PLM
COMPANY OVERVIEW SiGe Semiconductor designs and delivers radio frequency solutions (RF) for voice, data and video Industry: Semiconductor Employees: 125 Revenue: US$69M CHALLENGES/OPPORTUNITIES Length of change order cycle time is too long Difficulty maintaining revision control Lack of ability to find history of change and related documentation Product Introduction time too lengthy Documentation scattered throughout company Hindered ability to track Quality corrective actions SOLUTIONS Implemented Agile Product Lifecycle Management Agile Advantage: Agile Product Record Agile Advantage: Agile Product Quality CUSTOMER PERSPECTIVE “Prior to Agile, only 10% of documents were released. Today, 95% of documentation is released. Kathy Lee, Software Systems Manager RESULTS 95% of documentation is now released We can introduce products more quickly Agile formalized the NPI process Updated November 2008

ViaSat, Inc. Drives Product Innovation and Improves Time-to-Market by 10%
COMPANY OVERVIEW A provider of satellite and other wireless communication products, ViaSat serves both government and commercial markets. Products include satellite networks and antenna systems, tactical datalink terminals (MIDS), information security for military networking, tactical mobile IP networking, communication microprocessor chipsets, and communication simulation and training systems. Founded 1986 in Carlsbad, CA Industry: Technology Segment: Communication Equipment Employees: 1,850 Revenue: US$575 million CHALLENGES/OPPORTUNITIES Centralize product data management across multiple locations, providing increased visibility into product records for geographically-separated engineering teams Reduce engineering cycle times to accelerate time-to-market for new products and enable rapid corporate growth Eliminate error-prone, time-consuming manual processes including preparation of bills of materials (BOMs) and engineering change approvals SOLUTIONS Implemented Agile Product Lifecycle Management: Agile Product Collaboration Agile Product Governance and Compliance Agile Product Quality Management Integrated with OrCAD for Designers Integrated with Oracle ERP CUSTOMER PERSPECTIVE “Over the years as ViaSat grew, communication became more difficult. The key value of Oracle’s Agile Product Collaboration is bringing our seven different locations together so we can collaborate. Now all departments can access engineering information so we can keep everyone on the same page and prepare for what’s ahead.” Brandon Johnson, Engineering Director RESULTS • Improved operational efficiency by 30% Reduced phase one NPI by 44% and cut ECO cycle time from 5 days to 2 or fewer Decreased time-to-market by 10% Enabled compliance with WEEE & RoHS Eliminated manual processes Improved engineering efficiency through integration to CAD Extended the system to suppliers, providing them with detailed build instructions and real-time changes Provided error-free transition to manufacturing Updated November 2008

Phoenix International Speeds ECO Cycle Time by 68%
CUSTOMER PERSPECTIVE “Agile PLM has allowed us to increase supplier collaboration, improve efficiency and quote turn-around time by providing a centralized repository for quotes and contracts.” Dion Weinberger, Business Systems, Phoenix International COMPANY OVERVIEW • Phoenix International is a leader in the design and manufacture of highly ruggedized electronic components and systems for Original Equipment Manufacturers. The company was founded in 1987 in Fargo, North Dakota. Industry: Industrial Equipment Employees: 725 employees including over 200 Engineers CHALLENGES/OPPORTUNITIES • Enhance global competitiveness • Improve product quality • Increase employee efficiency Reduce rework, material scrap and inventory obsolescence SOLUTION Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Product Quality Management Agile Product Cost Management Agile Product Portfolio Management Multi Org RESULTS Increased employee efficiency • 75% reduction in change management labor effort • ECO Cycle time reduced 68%; from 28 days to 9 days • Centralized product information Reduced rework, material scrap and obsolescence • Agile contributed to: - a 54% reduction in scrap - a reduction in design related rework - a reduction in obsolescence Improved product quality • ERP integration with 100% BOM accuracy Updated November 2008

Brocade Doubles Product Launches in Half the Time by Improving Visibility with Agile PLM
CUSTOMER PERSPECTIVE “We introduce two times as many products in half the time.” Bob Linscomb, Manager, Document Services “Everyone - Brocade, CM’s, ODM’s - are all on the same page for product changes.” Joseph Barrows, Manager, Configuration & Data Management COMPANY OVERVIEW Brocade is an industry leader in data center networking solutions and services that enable organizations to manage their most vital information assets. Industry: High Technology Revenue: US$ 1.2 Billion Employees: 2,759 CHALLENGES/OPPORTUNITIES Accelerate time to market due to intensive manual, error-prone processes Centralize multiple sources of product data scattered throughout the company and partner slowing product development Difficult to track change order cycle time metrics and cost impact ECO review cycle time was lengthy and there was no visibility into the process to address stalls Data exchange with CM partners was very manual and labor intensive, which slowed design changes and resulted in a high rate of errors Limited CM visibility to changes order cut-ins caused costly rework and configuration errors SOLUTIONS Implemented Agile Product Lifecycle Management: Agile Product Collaboration Agile Product Governance and Compliance (planned go live in 2009) RESULTS New Product Introductions doubled in half the time Reduced costly rework by collaborating with CM’s earlier about product changes Reduced ECO review cycle times Improved companywide efficiency and performance by automating data management, & streamlining processes. “Agile is the one place for product data” Improved ECO cost, disposition and inventory impact visibility by collaborating with CM’s and Partners Updated November 2008

Piller Sausages & Delicatessens Improves Product Launch Cycles with Agile PLM for Process
COMPANY OVERVIEW Piller Sausages is one of North America’s largest producers of European sausages and delicatessen meats, including Black Forest ham, air-dried salamis, poultry, beef, liver spreads, and snack foods delivered through grocery and foodservice channels. The company is family owned and operated and headquartered in Waterloo, Ontario. Employees: 300 CHALLENGES/OPPORTUNITIES Manual new product development process resulted in long cycle times, missed launches, and lost sales. Label compliance issues led to recall and rework Inability to verify and trace nutritional information effectively Abundance of nonintegrated disparate systems with a lack of common business processes Outdated business systems unable to support company growth into new markets and geographies SOLUTIONS Implemented Agile Product Lifecycle Management for Process Agile Product Data Management for Process Agile Formulation and Compliance for Process Agile Product Supplier Collaboration for Process Agile New Product Development and Introduction for Process Launched Agile PLM implementation in 2007 Implemented across 4 divisions/plants and one DC CUSTOMER PERSPECTIVE Phase 1 – Focus on consolidating specifications and processes for easier reuse and recall of product information Supply Chain Relationship Management - Electronic Questionnaires - Global Specification Management - New Product Development Phase 2 – Compliance screening and formula optimization. RESULTS Implemented process and technology to effectively manage new product introductions: Reduced number of active projects Improved product launch cycles Central specification management system for ingredients, formulas, and nutrition: Single version of product data “truth” Easier retrieval of spec information Initiated electronic supplier questionnaire and portal collaboration Updated November 2008

Honeywell Consolidates Product Information Across 9 Divisions on Agile PLM
COMPANY OVERVIEW Honeywell Security & Data Collection builds integrated security solutions that are specifically designed to meet the unique requirements of a broad range of commercial and residential customers Industry: Industrial Manufacturing / Electronics Revenue: US$ 3.5 billion CHALLENGES/OPPORTUNITIES High cost and complexity of managing critical Product Record data scattered across multiple systems with no synchronization Honeywell has grown through acquisition, inheriting disparate processes Engineering and Manufacturing organizations spread across the globe need timely access to accurate product record information SOLUTIONS Implemented Agile Product Lifecycle Management Agile Product Collaboration CUSTOMER PERSPECTIVE “Agile allows us to standardize data management processes across all 9 business units, allowing accurate and timely delivery of information to all of our factories.” Colin Kinnee, Global PLM Administrator RESULTS Consolidated Product Record management from multiple, disparate systems creating a single system of record 9 different divisions now using a unified set of business processes for managing product record information Manufacturing sites now rely on Agile as the master for product record information Updated November 2008

RadiSys Corporation Enables Innovation by Minimizing Design Error Early with Agile PLM
OVERVIEW RadiSys Corporation is a supplier of embedded systems and related systems and related technology, headquartered in Hillsboro, Oregon. It provides expertise in computer architecture, systems integration, embedded operating systems such as OS-9, ASIC design, and middleware. Industry: High Tech Segment: Computer Peripherals Employees: 800 Revenue: US$385 Million CUSTOMER PERSPECTIVE “Agile PLM is a key enabler for our ability to launch new products and collaborate with our supply chain partners.” Julia Harper, VP of Operations CHALLENGES / OPPORTUNITIES Support the move from internal manufacturing to mostly outsourced manufacturing using multiple EMS partners Improve employee productivity through streamlined chance control processes Enable best-practice integration to improve product release processes and accelerate time to market RESULTS Eliminated manual processes, resulting in fewer errors and more time for engineers to focus on product innovation Collaborating with EMS partners and key suppliers in Agile during the product release and change management processes SOLUTIONS Implemented Agile Product Lifecycle Management: Agile Product Collaboration to manage collaboration, reduce product cost and new product introduction (NPI) cycle time, improve operational efficiency, and enhance customer service quality Updated November 2008

Zebra Technologies Goes Live on Agile PLM In 100 Days
CUSTOMER PERSPECTIVE “The collaboration process, which we have created between ourselves and our contract manufacturers is managed entirely in Agile, which allows us to be extremely efficient with our engineering activities.” “Engineering changes have reduced at least by a 50 percent margin in terms of the time that they used to take.” Shantanu Dhar, Director COMPANY OVERVIEW Zebra, incorporated in 1969, is an asset management and identification company that is well known for its thermal and barcode printers at point of service. As of December 31, 2007, Zebra had sold over 6,000,000 printers in approximately 100 countries. Industry: Miscellaneous Capital Goods Segment: Printing Trades Machinery & Equipment Employees: 3,200 Revenue: US$868 million CHALLENGES/OPPORTUNITIES • Quickly implement powerful product record management solution • Coordinate key manufacturing plans and streamline operations • Improve ECO cycle time to enable faster time to market Reduce product costs • Improve collaboration across internal divisions and supply chain partners SOLUTIONS Implemented Agile Product Lifecycle Management Agile Product Collaboration Agile Engineering Collaboration (ECAD+MCAD) RESULTS Deployed Agile PLM in 100 days Reduced ECO time by 50% Improved user efficiency 10% to 20% Reduced time to market for products Improved customer responsiveness Better CM Collaboration fewer late-stage changes; lower costs Integrated supply chain with manufacturing processes Increased options to outsource manufacturing to lower cost regions Updated November 2008

Heinz Speeds Time to Market with Agile PLM for Process
COMPANY OVERVIEW H.J. Heinz Company is a massive manufacturer of processed food products, including ketchup, sauces, frozen food, soups, and pasta meals. The company serves both commercial and private markets. Industry: Food & Beverage Employees: 32,500 Revenue: US$10 Billion CUSTOMER PERSPECTIVE "Agile Prodika [now Oracle] has greatly improved our raw material, supplier, and product intelligence. Information which used to take weeks to gather is now a natural extension of our day-to-day business processes." Deb Crosby, Chief Quality Officer CHALLENGES / OPPORTUNITIES Proliferation of specifications (from finished products to ingredients) Limited visibility and security with data stored in multiple systems Inconsistent specification mgmt process Slow and inconsistent NPI process RESULTS Reduced specifications and rationalized SKUs, resulting in 30% reduction in SKUs Achieved global visibility with single “version of the truth”, with data accessible in seconds rather than weeks Simplified and standardized business processes globally Reduced labeling cycle from 45 to 7 days, speeding new product introductions Implemented in over 175 sites and 21 languages / cultures, with over 4,500 users SOLUTION Implemented Agile Product Lifecycle Management for Process Agile Product Data Management for Process Agile Formulation and Compliance for Process Agile Product Supplier Collaboration for Process Agile New Product Development & Introduction for Process In 2000, Heinz launched a project called Viper and started deploying the Oracle PLM solution. Their challenges were very typical to the Consumer Goods and Food & Beverage industry: proliferation of specifications, limited visibility, inconsistent processes and slow time-to-market. The standardization and simplification of processes, the creation of a single version of the truth, and improved supplier collaboration has led to a 30% reduction in SKU’s and all the productivity savings that go along with it, and an amazing reduction in the labeling cycle within the new product introduction cycle time from 45 days to 7!

Quantum Accelerates Time to Market with Oracle’s Agile PLM
COMPANY OVERVIEW Quantum is a leading storage company that provides backup, recovery, and archive solutions, offering a range of disk, tape, and software solutions for information technology departments in various organizations to protect, retain, and access their digital assets Industry: High Technology Employees: 2,050 Revenue: US$918 Million CUSTOMER PERSPECTIVE “With Oracle’s Agile PLM, one of the most visible benefits that everyone could see was how quickly we could take care of things – what used to take weeks was done in days, what used to take days was done in minutes.” Daniel Hartley, PLM Applications Manager Play Video CHALLENGES / OPPORTUNITIES Speed product to market without sacrificing quality or data integrity Streamline the enhancement process Minimize product costs Make more informed decisions in real-time Enforce product governance and compliance RESULTS Reduced time to complete business processes from weeks to days, and days to minutes Automated the flow of product data worldwide Enabled compliance, secure visibility, immediate information sharing, and overall cost savings Helped 1500 users make informed decisions faster Provided scalability, flexibility and technical agility to exploit future growth and innovation SOLUTION Implemented Oracle’s Agile Product Lifecycle Management Agile Product Collaboration Agile Product Quality Management Agile Product Governance and Compliance Updated November 2008

ZF Friedrichshafen AG Reduces Time to Communicate Changes by 97%
COMPANY OVERVIEW ZF Friedrichshafen AG is a global leader in commercial vehicle and special transmissions, off-road drivelines and axles systems, chassis technology, and steering systems. Industry: Automotive Employees: 57,300 Revenue: US$18.6 Billion CUSTOMER PERSPECTIVE “ZF is a $9 Billion enterprise that runs its business on three systems – SAP, Microsoft and Agile.” J. Koepf, Executive VP, Engineering RESULTS 6000 engineers in 119 facilities in 18 countries on one system 97% reduction in time to communicate changes from development to manufacturing Integration to 7 CAD systems and SAP ERP Enabled distributed product development and improved SCM communication to speed product launch and hence time to profitability Increased Engineering data re-use to reduce costs CHALLENGES / OPPORTUNITIES Grow to be system-partner to OEMs Ensure global information consistency Reduce cost and time of development Replace several legacy systems with one PLM engineering backbone ZF Group is a leading worldwide Automotive Supplier for Driveline and Chassis Technology. With total sales of over Euro 9.9 billion and almost 54,500 employees at 119 locations in 25 countries in 2004, ZF is number 15 among international automotive suppliers. About one third of the Group’s revenues comes from products which only went into series production during the last five years. In order to continue to be successful with innovative products, ZF invests five per cent of its turnover in research and development every year. Business Challenges that ZF faces includes: Grow to be system-partner to OEMs Global information consistency Reduce cost and time of development Replace several legacy systems with one PLM engineering backbone The Agile Solution that ZF deployed is Agile e6 (Adapted version) PLM / Automotive Solution / EIP / Pro/E Connector / CATIA V5 Connector for managing over 1 million parts, BOMs, and documents Goal: Design and Manufacturing integration and communication The business results that ZF has experienced include: 6000 engineers in 119 facilities in 18 countries on one system 97% reduction in time to communicate changes from development to manufacturing Integration to 7 CAD systems and SAP ERP Enabled distributed product development and improved SCM communication to speed product launch and time to profitability Increased Engineering data re-use to reduce costs ZF first addressed the CAD management of the core systems Pro/E and CATIA. Once complete, data and docs were available worldwide. At every connected location, the meta data is updated within 10 minutes. CAD collaboration allows for collaborative development across large distances Saves time & money because ensures that engineers won’t do the same work twice -- A parts search engine allows ZF to quickly and efficiently use similar or identical parts worldwide Decreases change cycle time significantly across multiple locations – a change work-flow controls the cross-unit engineering change process if new requirements arrive Reduced development times and increased flexibility – viewers are ensured that data is quickly delivered across system boundaries SOLUTION Implemented Agile Product Lifecycle Management Agile PLM backbone managing over 1 million parts, BOMs, and documents to integrate design and manufacturing communication

The Coca-Cola Company Improves Efficiency and Speed with Agile PLM for Process
COMPANY OVERVIEW Coca-Cola is the world’s largest beverage company with more than 450 brands. It’s products are sold in over 200 countries, and include soft drinks, bottled water, energy drinks, juices, teas and coffees. Company is headquartered in Atlanta, Georgia. Revenues (2007): $28.8 Billion; employees (2007): 90,500 CHALLENGES/OPPORTUNITIES Committed to be first to market with products consumers want Accurate, actionable, timely information to drive the right business decisions Improved productivity Sustainability initiative: Green & Lean Quality and Regulatory compliance risk mitigation SOLUTION Agile Product Lifecycle Management for Process Agile Product Data Management for Process Agile Formulation and Compliance for Process Agile Product Supplier Collaboration for Process Launched Project Picasso in 2006 Phased implementation: Ingredients -> Packaging -> Formulas/Products/Regulatory -> Quality CUSTOMER PERSPECTIVE “The reason we chose the Prodika solution, which is not Oracle’s Agile PLM for Process solution, is because it was the most comprehensive solution tailored to the food and beverage industry. It’s easy to use, has an intuitive interface, and the vendor is committed to supporting Coca-Cola’s base product.” Alison Collup, Program Director, PLM RESULTS Improved system-wide collaboration with suppliers and bottlers Retired 30+ applications used by R&D and Quality Established secure global visibility of specs and formulas Improved sustainability and use of recycled products Rationalized overall number of ingredients, formulas, products, and packaging Reduced process non-compliance Updated November 2008

ArthroCare Corporation Increases Efficiency by 93% with Agile PLM
ArthroCare Corporation Increases Efficiency by 93% with Agile PLM COMPANY OVERVIEW ArthroCare develops, manufactures and markets surgical products & applications based on pioneering Coblation® technology Industry: Medical Device Employees: 1,050 Revenue: US$319 Million CUSTOMER PERSPECTIVE “As a fast-growing business, we needed to partner with a PLM solution provider that understood our needs and could grow with us. After an exhaustive partner selection process, we felt Agile [now Oracle] was the best choice and our experience to date has strongly validated this choice." Richard Christensen, Sr. VP, ArthroCare CHALLENGES / OPPORTUNITIES Improve quality levels by eliminating cumbersome collection processes of quality control data from worldwide facilities Lower the high cost of managing critical product data scattered across numerous electronic and paper-based systems Build a robust audit & change control capabilities for compliance with FDA regulations RESULTS 86% improvement in product development cycles Manufacturing efficiency increased by 3% to 98% 1 New Product introduced every month Company wide visibility into product discrepancies and customer issues Decreased audit time & increased auditor confidence Significant improvement of visibility into dynamic supplier and commercial information to reduce costs during manufacturing SOLUTION Implement Agile Product Lifecycle Management Agile Product Collaboration to manage product data and fast access to records Agile Product Quality Management to synchronize Quality System Procedures (SOP’s), Non-Conforming Material Reports (NCMR), & Corrective and Preventive Action (CAPA) Reports in compliance with regulatory guidelines Arthrocare Corp. is a multi-business medical device company developing products based on pioneering Coblation technology with Employee range of 565 & Annual Sales of $120 MM. It has a growing base of more than 20,000 installed systems used in more than 2.5 million procedures worldwide. Corporate Headquarter located in Austin (TX), largest facility in Sunnyvale (CA) and high-volume manufacturing facility in Costa Rica & International sales location in Stockholm. Previously Arthrocare Corp. managed all it’s operations from a single location. However, due to expansion & growth Arthrocare started managing it’s operations from multi-sites over the past 2 years. The documentation of these products was done on electronic spreadsheets and paper which often resulted in misplaced & incomplete documents & non-conformance to Compliance, inability to transfer data to other plants which led to heavy damages. The qualitative method to measure the SOP’s (NCMR, CAPA) was poorly synchronized and the ability to easily demonstrate compliance during audits became difficult aggregating to heavy damages. Arthrocare Corp. was thus on a lookout for an “Out of Box” Tool that could synchronize their Quality system Procedures- CAPA (Corrective And Preventive Action) & NCMR (Non Conforming Materials Report), Customize & automate workflows, manage their documents at a central location which was easily accessible by any facility. Agile PC & PSI came to Arthrocare Corp’s aid in 2004. The documents were Paperless (Paperwork converted to Electronic data), Networked (Central repository of data), Workflow was customized and automated to maximize the user acceptance, SOP’s were synchronized, Product Data Record was tied with multiple integration systems and key users were trained. The benefits earned by Arthrocare Corp. included improved conformance to regulatory agencies, reduced High Administrative costs in terms of Voluminous paperwork, Time, Effort & Money, reduced time delays to market products improve service quality and expand their customer base. Thus aggregated to increased profits & revenues.

Broadcom Speeds Product Launches in Each Geographic with Agile PLM
COMPANY OVERVIEW Broadcom Corporation is a global leader in semiconductors for wired and wireless communications. Industry: Semiconductor Employees: 6,800 Revenue: US$3.8 Billion RESULTS Improved collaboration companywide and with major OEM customers and suppliers by eliminating multiple systems and establishing a single source for the product record Faster time-to-market in each geographic market Reduced change management cycle time with contract manufacturers and in operations & engineering Avoided extra costs of labor, code re-write, and scrap due to improved productivity and efficiency CHALLENGES / OPPORTUNITIES Centralize multiple sources of product data scattered throughout company and partners slowing product development Speed an extended cycle time and delayed time-to-market Automate manual, error-prone processes that were causing costly rework. Company profile Founded 1991 in Irvine, CA. Employs 4,600 people in 25 locations in the USA, Asia Pacific and Europe. Geographies operated in APAC, EMEA and US Industry within Broadcom operates Broadcom provides the largest platform of system and software solutions to OEM’s in the following sectors: computing and networking equipment, digital entertainment and broadband access products, mobile devices. Growth and market share Revenues in 2005 reached US$2.67B One of the worlds largest fabless semiconductor companies and largest in the markets they serve Current stated strategies for success Continue average revenue and average growth of 15% per quarter last 12 quarters Aggressive growth (organic and through acquisition) to $10B in 5 years Continue to dominate with technology and price competitiveness Broadcom 2006 is expected to grow 44% while industry grows at 12% pace Business Pain Points Multiple sources of product data scattered throughout company and partners slowed product development Extended cycle time and delayed time-to-market, which in turn, throws off supplier and customer schedules – not good for business! Manual, error-prone processes caused costly rework The Agile Solution Broadcom deployed is: Product Collaboration (9.2.1) to replace and retire 15+ legacy and homegrown systems. And they plan to roll out Product Quality Management in calendar year Q406 Benefits that Broadcom have experienced with Agile are: Improved collaboration companywide and with major OEM customers and suppliers by eliminating multiple systems and establishing a single source for the product record Faster time-to-market in each geographic market Reduced change management cycle time with contract manufacturers and in operations & engineering Avoided extra costs of labor, code re-write, and scrap due to improved productivity and efficiency Why was Agile chosen over competition and who was the competition? Competition: MatrixONE Reason Agile was chosen: Out of the box solution offering Rapid implementation Enabled customer collaboration Low administrative overhead Reputable company, respected customer base Proven success in semiconductor and EHT industry Understood their business (MatrixONE didn't even understand their needs, but Agile very succinctly addressed every issue with examples from Broadcom's own data) COMPANY OVERVIEW Implemented Agile Product Lifecycle Management Agile Product Collaboration to replace and retire 15+ legacy and homegrown systems

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