Profitability, Longevity and Growth The Next Level Grant W. Howard 13214 Wallace Road Manchester, MI 48158 (734) 428-0529 ghoward685@aol.com

Our Discussion Today The Big Picture The Replenishment Process Getting Results: Customer Service: Path to Success Getting Results Profitability: The Power of Your System Summary - Some Final Thoughts Through Slide 33 - “Lite” System and Summary “Discussion” Today is different from the last two days… Day 1 - How it Works, Day 2 - How to Use it Today - Less whiteboard and system, and more how to make it all come together to GET RESULTS!

Owner’s Returns and Happiness Longevity Profitability Growth Warehouse Sell Procure Owner’s Returns and Happiness Customer Service Vendor Performance Employee Happiness The Fundamental Tree Service, GM Improvement, Asset Manage- ment, Efficiency, Accuracy Education and Understanding Communication, Structure, and Team Systems and Tools Processes and Procedures

Profitability, Longevity and Growth GM Improvement ($&%): Sales Increase - Loyalty: Sell Price x 2 Lost Business and Backorders More of Customer’s Business New Business COGS Decrease/Supplier Negotiations Expense Reduction: Asset Management: Freight Reduction Cost to Carry Reduction Rifle Approach Surplus, Safety Stock, RC/OC/OQ Replace Freight & Inventory with ... Efficiency and Accuracy: Cost to Replenish Reduction Replace Costs with ... Longevity: Customer Loyalty: Customer Service: Fill Rates Backorder Handling On-Time Delivery Accuracy - Product, Price, Quantity, Terms Ability to Solve Customer Issues Use Technology to ... Dynamic - its Critical: Adaptability to Market Changes Growth: Existing Customers: Lost Sales and Backorders Depth of Customer’s Business New Customers

Profitability, Longevity and Growth Procure: Inventory Management/Control Operations Sales Marketing Systems and Technology Warehouse: Operations Inventory Management/Control Systems and Technology Sales Marketing Sell: Seems to be a Pattern? Where does Management fit into all of this?

Profitability, Longevity and Growth Customers: Availability Backorder Handling On-Time Delivery Accuracy Product Quantity Price Terms Win-Win MEASURE Vendors: Win-Win Not Just Price MEASURE Employees: Want to do a Good Job Balanced Objectives/Team Tools, Processes, EDUCATE! Remove Stress, Give Method

Profitability, Longevity and Growth Communication, Structure and Team: Companies need to have a team concept, KNOWN balanced objectives, with a way to get there - Management! Systems and Tools: Companies need to understand and use more than 20, 30, 50% of their systems! Processes and Procedures: Companies need to have closed-loop, actual working processes and procedures! Education and Understanding: Companies need to education their people and help them be part of the solution!

Inventory Management Getting Results When, What, How Much

The Replenishment Model A Good Replenishment Model addresses the two objectives of Customer Service and Profitability When to Replenish? What to Replenish and How much? What is incoming and will be late? What is incoming and will be early or is not needed? What is not needed?

What to replenish and How Much? The Basics - Make Sure PNA/Level Surplus Point Line Point or Max/EOQ Order Point or Min EOQ Order Cycle Lead Time Safety What is not needed? What to replenish and How Much? When to Replenish? When, What, How Much? What is not Needed?

Cost to Carry versus Freight, Price and Service “When and What” “When to Replenish” Target/Incentive and RC - Profits BOP with Target/Incentive and RC considerations - Profits and Service “What to Replenishment” Line Buy (Make Target) Fill In/Emergency Buy Transfers Do Nothing Cost to Carry versus Freight, Price and Service

“What and How Much” Line Buy/Transfer Fill-in Buy/Transfer Items Below LP Order Quantity: 1. Up to LP 2. Compare to SOQ 3. Minimum Run 4. Vendor/Transfer Package Fill-in Buy/Transfer Items Below OP/“Cycle*” Order Quantity: 1. Up to OP/”Cycle*” 2. Compare to SOQ? 3. Vendor/Transfer Package * It is important to replenish items not only below OP, but also the items below the “Cycle”. These items should be replenished at least back up to the “Cycle”. Cycle is the days left in the cycle (OC - (Today - LLB))

Measurement Fill Rate, BO’s Turns, Excess, Mix T&E, GMROI Data to Info The Tools Data Usage - OE/WT Lead Time - OE/WT Level/PNA Info - OH & Paperfloat Purch Hist Replenishment Buyer’s Ctrl Center Items BOP/Priority The Numbers Hits/Ranking Order Cycle Ave Usage, Safety, OP, LP, Order Quantity Timeline Analysis Too Late Too Early Set-up “Smart” Set-up Co. and Whse. Product Pline Product Master Product Whse. Surplus Inventory External/Lng. Term Internal/St. Term Maintenance One Stop Inq/Maint Proofs/Mass Update Exc Control Center

Measurement ICRIF - Fill Rate ICRIT - Turns ICRIR - T&E Data to Info The Tools Data Usage - OE/WT Lead Time - OE/WT Level/PNA Info - OH & Paperfloat Purch Hist Replenishment POERR/WTERR POERA/WTERA - BCC The Numbers ICAI - Rank ICAR - RC ICAMM - AMU, Safety, OP, LP, OQ Timeline Analysis ICRIG - Too Late ICRIG - Too Early Set-up ICSR - “Smart” ICSD - Whse ICSL - Pline ICSP - Prd Master ICSW - Prd Whse Surplus Inventory ICRIS - Ext/LT ICRIS - Int/ST Maintenance POERA - One Stop Proofs/Mass Update ICAMU - ECC

Getting Results!

Service - Fill Rates? How well a business meets its customer’s needs - pulse of customer’s happiness/loyalty. What to measure: Fill Rates = Shipped/Ordered Quantity: 9 out of 10 = 90% Line Item SC: 9 out of 10 = 0% Order Ship Complete? What should Fill Rates be? The report is broken?

Profits - Turns? ROI? Freight, Cost to Carry and Cost to Purchase Maximize the Bottom Line C to P Turns 80’s $10.00 2-3 90’s $5.00 3-6 00’s $2-3.00 6-10 EDI/VMI $0.13? Many companies are increasing the turns, but the infrastructure does not support it; bottom line, longevity and growth are all suffering! Customer Service, GM Improvement, Efficiency, Accuracy, Asset Management Profitability Turns

Know the Right Things to Do Do these Things Right Inventory Management is at the Time of Replenishment, the “When, What, and How Much”. Everything else is Reacting.

Service and Profit - Balance Hits H H L L Cost L H L H

Inventory Management Objectives Customer Service Availability (Fill Rates) Proper Backorder Handling On Time Delivery Accuracy: Item, Quantity, Price Profitability (ROI) GM Improvement (Sales and Cost) Freight Considerations - OC Analysis Efficiency & Asset Mgt: CtoC and CtoP Surplus Inventory & Safety Inventory Turns/Days supply, ROI/T&E/GMROI Watch the C to C (Warehousing, Handling, Obsol. & Shrink, Taxes, Ins, Interest) Watch the C to P (Purchasing/Replenishment, Receiving & Put-away, A/P)

The Path to Success - Service 1. Accurate Order Point: Usage: Data Collection, Lost Business, Inputs Method and Window Seasonal Trending, Advance by Lead Time, and Shift Roll Up Correct Paths Usage Forecast Accuracy Analysis Lead Time Safety: Safety by Rank/Hits/Velocity Safety Method by Lead Time Safety Analysis Customer Buying Habits Data, Parameters, Forecasting 2. Accurate Level: On-hand Integrity Paperfloat Control BIIS 3. Replenish at Order Point: BOP and Prio POERA 4. Monitor Changes/Timeline: Timeline “Gap”/”Too Late” ICRIG

The Path to Success - Service 5. Closed-loop Backorder Process - Service 6. Keep it Working - Maintenance: Get out of the “Yellow Sticky World” Watch for Suppressed with Activity POERA, WTERA, ICAMU 7. Measure and Monitor: Drill in, Rifle Approach - Don’t Shotgun Approach it, just $$$ and disappointing results. ICAMU, ICRIF 8. Receiving, Put-away and Backorder Handling - Service 9. Picking, Shipping and On-Time Delivery - Service 10. Billing - Product, Quantity, Price, Terms - Service

Customer Service Availability, Backorders, OTD, Accuracy 1. Right Inventory not Suffering because of Wrong 2. Controlled Replenishment 3. Stocking Policy 4. Good Numbers and Proper Use of Them (OP, Level, LP, and OQ) - Path to Service: Replenish at Order Point - Prio Usage: Lost Sales, DP Freight/C to C vs Service Line Buy vs Emergency Buy Understand LP and OQ Effect Back to Basics 5. Operations: Backorder Policy and Handling On-Time Delivery Accuracy of Shipments and Billing 6. Fill Rates - Monitor, Drill Down, Find Areas of Improvement

Customer Service Availability, Backorders, OTD, Accuracy Keys to Good Fill Rates 7. Understand and Use: Customer Buying Habits Timeline Analysis NOOS Policy and Procedure Smart Selling/Transferring 8. Follow LP and EOQ Suggestions: Too many Fires BOP but not at Target Problems 9. “Never-Arrive” Incoming 10. Safety Stock Increase: Safety Analysis (Over Utilizing) Safety Increase: Use a Rifle Approach Watch the Profits Stellar Customer Service does have to drive your inventory through the roof, it just has to be done smart.

Customer Service Availability, Backorders, OTD, Accuracy Customer Service Improvement: Availability Backorder Handling On-Time Delivery Accuracy - Product, Quantity, Price, Terms GM Improvement, Service, Efficiency, Accuracy, Asset Management

Inventory Management Objectives Customer Service Availability (Fill Rates) Proper Backorder Handling On Time Delivery Accuracy: Item, Quantity, Price Profitability (ROI) GM Improvement (Sales and Cost) Freight Considerations - OC Analysis Efficiency & Asset Mgt: CtoC and CtoP Surplus Inventory & Safety Inventory Turns/Days supply, ROI/T&E/GMROI Watch the C to C (Warehousing, Handling, Obsol. & Shrink, Taxes, Ins, Interest) Watch the C to P (Purchasing/Replenishment, Receiving & Put-away, A/P)

The Path to Success - Profits 1. Accurate Line Point and Order Qty: Accurate Order Point Usage: Data Collection, Exceptional Business, Inputs Method and Window Seasonal Trending, Advance by Lead Time, and Shift Roll Up Correct Paths Usage Forecast Accuracy Analysis Accurate Review/Order/Transfer Cycle Proper OQ Parameters and Controls Proper Understanding and Use of LP and EOQ Data, Parameters, Forecasting 2. Accurate Level: On-hand Integrity Paperfloat Control BIIS 3. Replenish the Correct Qty: Line Point, OQ, Pkg Making Targets Properly POERA 4. Monitor Changes/Timeline: Timeline “Too Early” ICRIG

The Path to Success - Profits 5. Surplus Identification and Disposition Process 6. Keep it Working - Maintenance: Get out of the “Yellow Sticky World” Watch for slow/inactive stock items POERA, WTERA, ICAMU 7. Measure and Monitor: Drill in, Rifle Approach - Don’t Shotgun Approach it, just $$$ and disappointing results. ICAMU, ICRIT, ICRIR 8. Receiving, Put-away and Backorder Handling - Efficiency 9. Picking, Shipping and On-Time Delivery - Efficiency 10. Billing - Product, Quantity, Price, Terms - Efficiency

Profitability GM & Expenses (Freight, CtoC, CtoP) Back to Basics 1. Stellar Customer Service 2. Controlled Replenishment 3. Stocking Policy 4. Good Numbers and Proper Use of Them (OP, LP, OQ, Level) - Path to Profitability: Up to LP, OQ, Min, Package Usage: Exceptional, DP Targets/Incentives Properly Line Buy vs Emergency Buy Availability (Sales, GM, Fires) 5. Vendor Performance and Negotiations 6. T&E and/or GMROI - Monitor, Drill Down, Find Areas of Improvement

Profitability GM & Expenses (Freight, CtoC, CtoP) Reduce Inventory/Increase Turns 7. Excess and Defective Control: Prevention Disposition 8. Order Quantity Reduction: OC/RC (LP) Reduction: OC/RC Analysis/Paths, Watch Freight Lower Targets - Negotiate C to P Departments Tools/ Efficiency Suggested OQ Reduction (EOQ): Watch C to P Departments Proper C to C 9. Safety Stock Reduction: Safety Analysis (Not Utilizing) Safety Reduction: Improve the Process Use Rifle Approach Watch the Service 10. Other Reductions: “Never-Ship” Committed Duplicate Products and Lines Turns the Right Way! Balanced Objectives - Increase turns/decrease inventory but DON’T EFFECT SERVICE!

Profitability GM & Expenses (Freight, CtoC, CtoP) PNA/Level Surplus Point Line Point or Max/EOQ Order Point or Min EOQ Order Cycle Lead Time Safety Understand the Impact Areas: Excess and Defective: No one wants or needs Control the Feelings Let it Roll, Let it Go Be Careful - C to C/Mix Line Point and Order Quantity: “What” and “How Much” Be Careful - C to P Departments Order Point - Safety Stock: “When” Be Careful - Customer Service

Vendor Performance and Negotiations - It’s not just Price Lower COGS Lower Freight Minimums Multiple Drops for Freight Combined P/O’s for Minimum Freight Paid Fill-ins Fill Rates Consistent Lead Times and OTD Accurate Shipping (Blanket Receiving) - Product, Quantity, Price Good Backorder Handling EDI/VMI/2-Way Information Flow - B2B Automated Product and Pricing Updates RGA’s on New Items Excess Inventory Returns Win/Win - Partnership

Profitability GM & Expenses (Freight, CtoC, CtoP) Profitability Improvement: GM Improvement Expense Reduction: Freight Cost to Carry Cost to Purchase GM Improvement, Service, Efficiency, Accuracy, Asset Management

How Much of the System Are You Using? Good System - Over 80% of Items Listed

“Best Practices” Inventory Management Improve Customer Service, GM, Asset Management, Efficiency, and Accuracy Better SKU Coverage - System and Buyers 60 - 80% SKU Coverage to 85-96% 5-25,000 SKU/Buyer to 40,000-100,000+ Improved Time Management Improved Priority Setting Improved Efficiency Improved Accuracy Technology and Core Replace Inventory with Information Rifle Approach Better Numbers and Better Tools Ability to Balance Profits and Service

Table Driven/Automated “Smart” Parameters Product Record Product Line Record Vendor Record Warehouse Record Company Record Table Driven/Automated Depth Watch Hardcoding Balanced

Economic Order Quantity (EOQ) Cost Per Unit Ordered EOQ Total Cost Cost to Carry (“K”eep Cost) Cost to Purchase (“R”eoder Cost ) Quantity Ordered C to C C to P 1. Not less than “x” weeks supply (1 week) 2. Not more than “x” weeks supply (1 year) 24 x Avg. Monthly Usage x Cost to Purchase (“R”eorder cost) Unit Cost x Cost to Carry (“K”eep cost) The EOQ formula minimizes the “Cost of Reordering or Purchasing” and the “Cost of Keeping or Carrying” which develops the lowest total hidden inventory costs - the lowest total inventory costs. The “How Much” decision affects your bottom line and service!

Paperfloat Control

Buyer’s Control Center/Workbench On-line, Priorities, One-Stop, Drill Down, Maintenance, Targets

Making Targets Properly Cost to Carry vs Freight, Price, and Service: Key is equal days supply Increase or Decrease Use for Proper Emergency Buys/Fill-ins General rules of thumb: Days Dollars 1/2 way through OC/RC

Discounts and Price Increases Negative This is total days supply to have on the shelve, not to buy. Use the “up to vendor target logic*” (change order cycle days) to meet the days supply. *This method works well for periods less than 90 days supply (seasonal or large swing items - be careful). Be aware of future freight, minimum considerations, fill ins, NS and OAN items. If targets are involved, be sure to fill in the entire line not just the fast movers or work a deal. $C to C $Discount/Increase $C to C $Discount/Increase Positive Break Even Max. Potential Quantity Break Even (Days) = (2 x Discount% / Monthly C to C) x 30 Maximum Potential Savings (Days) = (Discount% / Monthly C to C) x 30

Time Line Analysis In Out Ideal Timeline Too Late Too Early 7-30 days Ideal Timeline 0 + days Too Late 30 + days Too Early Identification and Prevention are the Key Doesn’t matter if late if didn’t need Doesn’t matter if on time if needed earlier

Surplus Inventory Prevention Identification Disposition Goals/Plan CONTINUOUS Prevention Identification Disposition Goals/Plan Responsibility Coordination

“Smart” Monitoring Safety Stock - Service and Turns Properly managed safety stock will result, over time, in this configuration of remaining stock levels at time of receiving the replenishment PO. Impossible task if done manually. Enhancement automates the monitoring. X = Actual stock available at time of receiving X X Safety Stock Level 75% X X X 50% X X X X 25% X X Stock out

“Best Practices” Better Numbers - Order Point Usage Data and Calculation: Lost Sales/Exceptional Sales Capability “Smart” Exception and “Auto” Correction “Path” Exception Reporting Flexibility to Where Usage Placed for Shipments, Backorders, and Credits DP/MRP Capability Flexibility with Method and Window by Rank Seasonal Capabilities: Individual “Parameter Driven” Seasonal Trending Lead Time Advance for Seasonal Items Season Shift Capability Dual Usage for Seasonal with Long Lead Times Threshold Minimums Rollup Capability Usage Forecasting Accuracy Analysis and Correction Safety Stock Improvements: Safety Days or Percentage Safety Control by Rank Method Control by Lead time Safety Stock Analysis Lead Time Improvements: Minimum and Maximum History File with Maintenance History/Parameters by Path (Int/Ext) Exceptions w/ Automated Ignore Manual Exceptional Lead Times Customer Buying Habits, Threshold Minimums and “Automated” Overrides Use of Hits and “Smart” Item Ranking “Smart” Parameters and Controls

“Best Practices” Better Numbers - Line Point and OQ Review/Order Cycle Improvements: Based on Purchasing History or Extended AMU Min, Max and Exception Transfer Cycle Days OC/RC Analysis Order Quantity (EOQ) Improvements: Co, Whse, Pline, Product level Vendor vs Transfer (Path) Min and Max Supply Calculate but do not use (SP) Use of Hits and “Smart” Item Ranking “Smart” Parameters and Controls Cost Per Unit Ordered EOQ Total Cost “K”eep Cost “R”eoder Cost Quantity Ordered

“Best Practices” - Better Tools Buyer’s Control Center - BCC Priority Targets “Smart” Rounding Drill Down/Maintenance Proper combination of the three models and use of EOQ “One-stop” Thinking Time Line Analysis “Too Late” “Too Early” “Smart” Surplus - “True” Surplus Exception Control Center - ECC “Smart” exception reporting Mass Update “One-stop” thinking Safety Stock at Receipt Analysis Measurement and Monitoring Rounding Control and Smart WT Three buying methods and WT’s: LP with or without OQ WT Cycle and Set weeks supply Full control and Works together Proper products, Proper quantities Improved Stock Levels: Orders, PO’s and WT’s Control Future Sales Orders Future P/O’s Strong Suggested Count Program WMS Flexible Product Merge Utility Stock Balancing Tools Use of Hits and “Smart” Item Ranking “Smart” Parameters and Controls

Some Final Thoughts

Same Company Different Software It’s not just good Software and Systems It’s not just good Processes and Procedures It’s not just good People and Education It’s not just good Management IT’S ALL OF THEM! It’s not just good Usage It’s not just good Order Points It’s not just replenishing at Order Point It’s not just the Timeline It’s not just working the Surplus IT’S THE ENTIRE PROCESS Same Company Different Software

Use measurement and monitoring reports to confirm results and to drill down and find areas of improvement. Be sure to use a rifle approach rather than a shotgun approach, or it will be lots of $$$ and probably disappointing!

Replace Inventory with Information Measure Results Customer Service: Fill Rates/Availability (ICRIF) Accuracy - Product, Quantity, Price (CM%) On-Time-Delivery Backorder Handling (ICRIN) Profits and ROI: Surplus - Disposition (ICRIS) and Prevention Safety Analysis (ICAMU) Review/Order Cycle: Freight Dollars - As percentage of sales Turns - Really C to C and C to P (ICRIT) Turn and Earn - ROI (ICRIR) Replace Inventory with Information Do better on both sides!

Replace Inventory and Costs and Improve Service with Technology. Improve the Bottom Line with Technology Information, Efficiency, Accuracy (If it is not helping Service, if it is not helping Profits…)

Keys to “Getting Results” - Top 10 1. Hits/Ranking and “Smart” Parameters 2. Order Point, Line Point and Order Quantity Accuracy: Usage: Lost/Exceptional Utilization Usage Exceptions and Maint Proper Method and Window Seasonal Trending & Adv LT Roll Up Usage Accuracy Analysis Lead Time Exceptions and Maint Safety Set-up and Safety Analysis Order Point Adjusters OC/RC Analysis Proper EOQ Parameters WT “Smart” Rounding 3. On-hand and Paperfloat Accuracy: SC/CC Program and Address the Issues, Good Processes Paperfloat Control WMS, BC, RF

Keys to “Getting Results” - Top 10 4. Buyer’s Control Center: Priority - Replenish at OP On-Stop, On-line, Paperless Making Targets Properly - Keep Equal Days Supply 5. Timeline Analysis: “GAP”/“Too Late” “Too Early” 6. Surplus/Excess/Defective: “Smart” (Long and Short Term) Visibility, Utilization and Disposition Incoming with LT Surplus 7. Backorder Policy and Procedure - Closed-loop 8. Exception Control Center: “Smart”/”True” Exceptions On-Stop Corrections Mass Update 9. Measurement and Monitoring: Service (Fill, BO, OTD, Accuracy) ROI Mix Excess Freight Vendor Performance 10. Controlled Replenishment and Stocking Policy

Spend your days reacting to the fires Spend your days reacting to the fires... you may be efficient, but will you be effective? Where are Your Systems, Procedures, and Objectives S(p)ending Your People?

Back to Basics Most distributors DON’T: Set the system up properly Feed the system good data Understand or Use the system properly Clean up bad processes and procedures Educate their people on the system or processes Help departments work together Help work towards common goals Yet they think it will all just magically work

“Branch Participation” It’s Essential! Sell Service the Customer Controlled Replenishment (PO’s and Transfers) Good Data and Information (Rifle vs Shotgun) Lost and Exceptional Sales On-hand Integrity and Paperfloat Control Proper Backorder Handling Surplus Prevention & Disposition Controlled Replenishment Help utilize the Surplus “Smart” Selling and Transferring Eyes and Ears Train the Masses Teach Them Benefits Give Them the Tools

The Big Picture Longevity Growth Profitability Customers Employees Vendors Service, GM Improvement, Asset Management, Efficiency, Accuracy Replace Inventory and Costs and Improve Service with Technology

What and How Much to Replenish There is Always a Left and Right Side REMEMBER! What and How Much to Replenish Line Point and OQ Profitability When to Replenish Order Point Service There is Always a Left and Right Side Balance

Things to Think About Service: Profits: Fill Rates - Having the RIGHT Inventory: Shotgun - $$$, Poor Results and not Balanced Rifle - Smart $$$, Great Results and Balance Replace Inventory with Information Understanding “When” Controls Service - NO GAMES, REPLENISH at Order Point The Importance of Order Point Adjusters The Importance of Controlled Replenishment Buying a 90 day supply and it lasts 60 days Profits: Turns Maximization is not Profits Maximization - The Right Way to Turns: Excess/Defective: 5% Safety Stock: 15-20% Review/Order Cycle and Order Quantity Reduction - Caution (BCC, ECC, EDI/VMI, WMS, BC, RF, Blanket Receiving- Internal and External, EDI Invoice/Trans$, Automated Pricing, Maintenance and Updating) Understanding “What and How Much” Controls Profits - NO GAMES - Order what the system recommends. Watch topping the truck, pre-buys, discounts/price increases The Importance of “Equal Days Supply” The Importance of Controlled Replenishment Buying a 90 day supply and it lasts 120 days

The Things I Hear... We know it’s at OP, but... LP and EOQ are just suggestions, they don’t really mean any thing... It doesn’t matter how you get to the minimum, the important thing is getting the P/O placed and not paying freight... It doesn’t matter if anything is BOP, we can place a P/O every day... We keep upping the RC, but it hardly changes the P/O... Items keep going BOP or GAP sooner than they should, stupid computer... The quantities are always wrong on the RARRs, really stupid computer... Stocking policy, backorder policy, what policy… Increasing turns is easy, we just buy less or don’t buy at all…

The Things I Hear... We understand service - everyone can buy and transfer inventory and they do... We measure things, our turns are 4.2394702... We’re wondering how the computer invested so much in inventory and we got so little... We don’t have time to prevent fires, we are running around all day putting them out... Usage is correct by special magic; lost sales and exceptional sales logging are just a waste of time, talk to customers... We have to have more people, look at all these THICK reports we look through. We even find something sometimes… We review our lines at least monthly, many weekly... We understand the process and maintenance; as long as we push the right buttons… (10 steps)

The World is Changing! Yesterday Today Tomorrow Buyers/Inv. Control Inventory/Asset Managers ??? Turns Dominated Customer Service Oriented If you can’t Inaccurate Data Data/Information Managers handle today, Four Glass Walls Communications & Team how will you Learned from “Bill” Education & Understanding handle Pencil and Paper Technology and Efficiency tomorrow? If your company is stuck in Yesterday or having troubles with Today, how will it survive Tomorrow?

GWHCO www.gwhco.org Grant Howard: John Cason: ghoward@gwhco.org 734-428-0529 Phone 734-428-0593 Fax John Cason: jcason@gwhco.org 256-830-0676 Phone 256-830-0481 Fax Our approach involves tailoring the best practices in distribution to the specific needs of our clients. Our working philosophy revolves around building a strong and self- maintaining infrastructure by developing a working plan based on processes and procedures, education and understanding, implementation of tools and technology; and through communication, organizational structure and team environments.