1. How to Grow Revenues Through Supply Chain Relationship Management Bill Burke President, CEO ePlains, Inc.

2. Strategy Perspective Companies across industries are deploying pull-based systems that require closer collaboration with fewer suppliers to be successful. Relationship management, including process performance surrounding collaboration, is a key driver for establishing and sustaining competitive advantage in this business model.

3. Focus Factors Driving Vendor Rationalization Factors Driving Vendor Rationalization Supplier’s Perspective – Why You Win Supplier’s Perspective – Why You Win Operational Model – What Does It Look Like Operational Model – What Does It Look Like Point of Operational Relationship Leverage Point of Operational Relationship Leverage The 360 Degree Trading Partner Relationship The 360 Degree Trading Partner Relationship Enabling Technologies Enabling Technologies Framework for Improvement Framework for Improvement

4. CPFR Adopters Henkel Henkel –Lowered Distribution cost 28% –Reduced Freight cost by 18% –Increased Annual Sales 9% in Flat category –Improved Forecast Accuracy by 10% –Increased employee productivity by 20%

5. CPFR Adopters Rite Aid Rite Aid –Reduced “Out of Stock” by 65% –Reduced Weeks of Supply by 6% Increase in Customer Service Levels of 4.2% Increase in Customer Service Levels of 4.2%

6. Factors Driving Vendor Rationalization Mergers and Acquisitions – Darryl Hunter Mergers and Acquisitions – Darryl Hunter Getting Close Getting Close –16% of Retailers currently have formal Collaborative Planning, Forecasting and Replenishment (CPFR) Programs in place today –This will grow to 32% within one year –Gartner Group, 12 th Annual Retail IT Survey, June 2002

7. Factors Driving Vendor Rationalization Need to respond Need to respond –Lowest price was the top priority. Now it is number six. –The need for speed to market to hit demand is the dominant reason now. Ready for Commitment Ready for Commitment –30% of Retailers surveyed for CPFR programs said the only thing preventing them is their own ability to produce the ‘one forecast’. –Retailers with advanced planning systems in place will triple from 18% to 59% by the end of 2003. –Gartner Group, 12 th Annual Retail IT Survey, June 2002

8. There is good news and bad news Good news, one or two of your customer’s suppliers per item/category will have the ability to dramatically increase revenues. It is winner takes all Good news, one or two of your customer’s suppliers per item/category will have the ability to dramatically increase revenues. It is winner takes all Bad news, it is winner takes all Bad news, it is winner takes all

9. If you are selected… Good news, you have the opportunity to increase cash flow, reduce risk and maintain or increase profits, all on the back of increasing revenue Good news, you have the opportunity to increase cash flow, reduce risk and maintain or increase profits, all on the back of increasing revenue Bad news, for most manufacturing companies, success involves significant organizational changes Bad news, for most manufacturing companies, success involves significant organizational changes –Culture –Structure –Business processes –Enabling systems –Rewards

10. Then, there is more good news You will likely need to move to a pull based, closely coupled trading partner relationship with your suppliers in order to deliver on the commitments you will need to make. You will likely need to move to a pull based, closely coupled trading partner relationship with your suppliers in order to deliver on the commitments you will need to make.

11. Supplier’s Perspective – Why You Win VICS CPFR Assessment Model criteria VICS CPFR Assessment Model criteria –Joint Business Planning Capability –Partnering and Trust Relationship –Business Process Reengineering Capability –Information Technology Utilization Would you be selected today?

12. Objective Selection System Darryl Hunter, APICS Presentation, October, 2002

13. Relationship Management Determinants of Success - Selection Service level assessment and expectations Service level assessment and expectations Process enabling and assurance Process enabling and assurance Tracking and measurement capability Tracking and measurement capability Team interaction proficiency recognized Team interaction proficiency recognized

14. Operational Model – What It Looks Like CPFR Nine-Step Model *VICS

15. Determinants of Trading Partner Agreements Formal agreement to work together to reduce costs, reduce cycle time, improve end customer service and create flexibility by collaborating Formal agreement to work together to reduce costs, reduce cycle time, improve end customer service and create flexibility by collaborating –Goals defined with timelines and definition of gain sharing –Blanket order agreements with release terms –Exception definition –Pricing according to conditions

16. Determinants of Trading Partner Agreements Information sharing defined Information sharing defined –Single customer forecast with frozen order period Close collaboration of forecast updates and exceptions resolution Close collaboration of forecast updates and exceptions resolution –Weekly communications and updates, responsibilities assigned –Monthly program evaluations Systems and processes defined to support information sharing and collaboration Systems and processes defined to support information sharing and collaboration Resources, responsibilities and process owners defined and committed Resources, responsibilities and process owners defined and committed

17. Relationship Management Determinants of Success - Operational Weekly single forecast definition discussion Weekly single forecast definition discussion Forecast exceptions discussion Forecast exceptions discussion –Buyer side exceptions versus trading agreement –Seller constraints Promotions coordination for single forecast consideration Promotions coordination for single forecast consideration Monthly review and assessment interactions Monthly review and assessment interactions Real time access to joint business plan and process ownership definition Real time access to joint business plan and process ownership definition

18. Disjointed Partner Relationship Forecasting and Order Scheduling CustomerService Finance/Accountin g Relationship Management Engineering and Product Life Cycle Support TradingPartnerTradingPartner Management Promotion

19. Supply Chain Relationship Management Business processes and systems that address the critical needs of capturing, leveraging and efficiently executing on trading partner relationship interactions

20. 360 Degree Partner Relationship Forecasting and Order Scheduling Management Promotion CustomerService Accounting/ Finance Engineering and Product Life Cycle Support TradingPartner (Yankee Group) Website

21. SCRM Key Processes -Agreement repository -Activities tracking and measurement -Workflow -Relationship history analysis -Activity costing of relationship -Exceptions and overall relationship assessment

22. What are companies using today? E-mail, fax, phone Network storage of key documents Independent components for: -ERP -Sales Force Automation -Internet access

23. Portal

24. ERP Portal

25. Workflow

26. Messaging and Alerts Enabler

27. Is your organization ready to support these relationship and collaboration needs today?

28. Framework for improvement Organizational, Culture, Rewards, Selection and Education, - McKinsey 7 Stars Processes and Enabling systems – SCRM platform

29. Framework for improvement Organizational, Culture, Rewards, Selection and Education, - McKinsey 7 Stars Processes and Enabling systems – SCRM platform

30. Questions and Discussion Bill Burke ePlains, Inc. bburke@eplains.com (630) 510-3238