Your SlideShare is downloading. ×

Achieving profitable to promise in distribution centric supply chain


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. BY ARC ADVISORY GROUP DECEMBER 2001 Achieving Profitable to Promise in Distribution Centric Supply ChainsProfitable to Promise Is Possible.............................................................. 3PTP Is as Simple as ABC......................................................................... 3ABC Analytic Engines............................................................................. 5Pricing Planned and Spot Buys ............................................................... 7ABC Formulas Must Be Accurate........................................................... 10PTP, Product Cost, and Dynamic Pricing................................................ 12PTP and Customer Service.................................................................... 13Enterprise & Automation Strategies for Industry Executives
  • 2. ARC Strategies • December 2001 Profitable 2% Customers Profit Margin 0% -2% Unprofitable Customers Customers (Ranked Least to Most Profitable) Taking Orders from Unprofitable Customers Is Bad Business ABC Data Long Term Sources Contract ERP ABC Negotiation General Ledger Analytic Allocation Logic Order Mgmt. Engine WMS Customer Profit Configurator 3PL Billing Rating Customer Labor Mgmt. 1 A Specific 2 B Spot Pricing TMS 3 B 4 C 5 B CSR Portal Other 6 B Problem Resolution The ABC Analytic Engine2 • • Copyright © ARC Advisory Group
  • 3. ARC Strategies • December 2001Profitable to Promise Is PossibleFirst came Available-To-Promise (ATP), which allows product to be prom-ised if there are sufficient quantities in the warehouse. Then came Capable-To-Promise (CTP), which allows the Make-To-Order (MTO) manufacturer tocheck production capacity and see if the customer order date can be met. Butthe holy grail of order promising is Profitable-To-Promise. The questionshould not be “can we meet the customer’s requirements?” But rather,“should we?” How profitable is this customer? How profitable will this or-der be?Because PTP involves a customer touch point surrounding the The time cost of each process stepsales process, it is a Customer Relationship Management (CRM) required to sell and deliver an itemapplication. Traditional CRM solutions cannot tell you how must be accounted for.profitable your customers are. Profitability should be the centralfocus of managing customers, and PTP lies at the heart of ad-vanced CRM solutions. Doing PTP will still require CTP or ATP. It is badbusiness to take orders that cannot be fulfilled in a timely manner. Eventu-ally we will see PTP and CTP technologies merge, but that is still a few yearsout.Order profitability has three main pillars: customer behaviors, product andservice costs, and the price charged. Activity-Based Cost (ABC) AnalyticsEngines should be used to provide the core customer profitability data forrobust PTP within the Distribution-Centric Supply Chain sector. Distribu-tion-Centric Supply Chains are supply chains in which the key constraintsfall within the sphere of fulfillment, from the finished goods DistributionCenter (DC) out to the customer. The Activity-Based Cost (ABC) methodol-ogy is virtually a perfect fit for doing PTP in the Distribution-Centric SupplyChain. While ABC will play a role in PTP in the Manufacturing and SourcingSupply Chains, its fit is not quite so seamless.PTP Is as Simple as ABCCustomers do not behave the same way. Some place simple orders with longlead times. Others place complex multi-product and multi-ship orders, callback to change the quantities, call back again to change the delivery time,and then all too often call to cancel the order. Furthermore, some customers Copyright © ARC Advisory Group • • 3
  • 4. ARC Strategies • December 2001 require Value Added Services (VAS) such as special packaging, kitting, and shipping. The only way to know whether a customer is profitable is to en- gage in an Activity-Based Costing (ABC) analysis. Activity-Based Costing is at the core of profitable order promising. More Profitable Customers Less Profitable Customers Order large quantities Order small quantities Order high margin products Order low margin products Order standard products Order special products Pay standard prices Require discounts Pay on time Pay late Cancel orders rarely Cancel orders frequently Use standard packaging, cases & pallets Require special fulfillment services Use standard deliveries Require special deliveries Rarely return goods Often return goods Do not use charge backs Frequently use charge backs Require low technical support Require high technical support Profitable and Unprofitable Customers Can Be Distinguished by Their Behavior McNeilus Steel, a Minnesota-based light manufacturer and distributor of car- bon steel mill products, implemented a PTP application in just a few months and received payback for it in less than a year. Their focus was generating granular Customer Profit & Loss (P&L) statements that allowed their sales force to understand which customers were profitable and more importantly why. What were the customer behaviors that made an account a money- losing proposition? Once armed with that data they worked to change the customer’s behavior. Changing behavior, rather than dumping customers, is particularly impor- tant for a distributor because the more customers buy, the more volume discounts a distributor can get from their suppliers. McNeilus’ advice for others contemplating this kind of a project: have wide cross-functional par- ticipation in the project. But even with wide participation, McNeilus found an initial unwillingness among the sales staff to believe the Customer P&L reports.4 • • Copyright © ARC Advisory Group
  • 5. ARC Strategies • December 2001Activity-Based CostingThe vast majority of manufacturers do a poor job of understanding customerprofitability because existing applications are not designed to capture activ-ity-based customer order costs. Traditional accounting assumes that laborand direct materials represent the vast majority of a company’s costs. Auto-mation, efficient manufacturing, and the proliferation in value addedservices combine to reduce the proportion of costs represented by direct ma-terial and labor. The goal should be to gather customer-based ABCs in a waythat allows managers with profit and loss responsibility to make better deci-sions. In particular, this data can be used to decide how to price products forparticular customers.ABC projects can be approached in one of two ways. A predictive model canbe created to pull data from a variety of systems and predict the profitabilityof certain customers based upon their predicted behaviors. The problemwith this is that customer behavior does not always reflect what the modelpredicted. The alternative is to use an ABC Analytic Engine that reports thehistorical ABC results that are based on actual activities.ABC Analytic EnginesAn ABC Analytic Engine captures the Activity-Based Costs and allocatesoverhead by Customer, Product, and Territory. The system pulls data fromERP systems (particularly the General Ledger and Order Management mod-ules) and other systems, and uses algorithms to allocate costs(both direct and “overhead”) by order line and customer. ABC Analytic Engines Provide PTP Reports Useful for:For example, one set of activities in order fulfillment is based • Changing customer behaviorson order taking. The cost of taking different orders depends • Renegotiating customer contractson the order taking activities. Regardless of the order, it may • Deciding which customers to droptake a Customer Service Representative (CSR) 30 seconds topull up the right computer screen. The number of line itemsin the order are also a factor; it may take 30 seconds to handle each line item.If the item is not in stock, the CSR must call the vendor; that takes 10 min-utes. Rush orders may need approval from a warehouse manager; thatusually takes 15 minutes. A customer on a credit hold takes 10 minutes, onaverage, to get approval from the finance department. In short, ABC alloca- Copyright © ARC Advisory Group • • 5
  • 6. ARC Strategies • December 2001 tions depend on getting the right data from a system, an analysis of behavior, and if/then formulas that do the math and apply costs to customer activities. In generating the algorithm to allocate Activity-Based Costs, the analysis will frequently need to go across departmental boundaries. For example, the cost of canceling an order is largely external to the customer service department. If an order line is cancelled, the costs of the cancellation vary depending on whether the cancellation was done over the Internet (virtually no costs if enough lead time is given), whether the problem is handled by a CSR (a small ABC associated with that CSR’s time), and the lead time (if sufficient lead time is given, no cost, if the order has dropped into the Warehouse Management System (WMS) for fulfillment, the costs for undoing work can be substantial). While there are companies that provide models for predicting Activity-Based Costs, Acorn Systems is one of the few that provide a true standalone ABC Analytic Engine. Profit Analyzer from Acorn does not predict ABCs, it meas- ures these costs and generates monthly reports that include customer, product, and vendor profitability. Order Entry is 10 times company average. Delivery expense is 15 times company average. The drill down shows many small orders delivered separately. Processing in the South facility is highly inefficient. The drill down shows a majority of the orders placed by customer were processed out of the South facility. Large ERP companies also claim that their solutions have strong ABC com- ponents. While ARC does believe that leading ERP companies can provide6 • • Copyright © ARC Advisory Group
  • 7. ARC Strategies • December 2001strong product costing in discrete industries whose products tend to havelonger product lifecycles, ARC is not impressed with their capability to trackcosts from the finished goods Distribution Center (DC) out to the customer.Further, while ERP style ABC is used widely in Europe, particularly Ger-many, it is used as a budgeting tool rather than a dynamic CRM decisionsupport and execution solution.Acorn Solutions does offer a solution thatcan be used in a more dynamic fashion indistribution centric supply chains. Most of 20.0%the companies that had implemented an < 1 YearAcorn System’s solution had the highest 1-2 Yearspraise for the company. ARC interviewedseven customers, including five with im- 80.0%plementations of more than a year. Eighty Payback Period for ABC Analytic Enginespercent of the users report a payback pe-riod of less than a year; one reports apayback period of between one and two years. While the most common andlargest source of payback came from better management of customer profit-ability, users also reported payback from better management of products,vendors, and operations.Pricing Planned and Spot BuysThe goods that are purchased by large companies fall into two classes: spotbuys and planned buys. Spot buys are somewhat spontaneous ad hoc pur-chases whose price is usually based on a price list. Planned buys arenegotiated rates for larger quantities of goods to be delivered over a longerperiod of time and are often negotiated on an annual basis.Pricing Planned BuysThe ABC Analytic Engine produces a monthly customer profit and loss re-port. Customers can be profitable or not based upon the product mix theypurchase, delivery factors, order size, and the type of Value Added Servicesrequired. The results from this report can be used to change customer behav-ior or renegotiate contracts. When renegotiating contracts, either the pricefor products can be raised or special charges can be accessed for ValueAdded Services or other customer behaviors that drive higher costs. Copyright © ARC Advisory Group • • 7
  • 8. ARC Strategies • December 2001 All of the companies ARC interviewed, except one, report using the results of the customer P&L to change customer behaviors. The company that is the exception will eventually confront their customers. But they want to put their own house in order first, so that customers cannot argue that it is their inefficient operations, rather than the customer’s behavior, that is the source of the problem. The other companies that ARC interviewed report that being armed with hard data and examples of customer behavior that drove higher costs made the process of changing behavior easier than they had expected. One man- ager said, “he who has the hard data wins.” Another manager reported that some of the activities that were costly for the company (handling odd sized pallets, for example) were also costly to its customers, something the cus- tomer would not have discovered if the issue had not been raised. Only one executive mentioned using the data to drop customers, and only two used the data to renegotiate contracts. Users of this system that have renegotiated contracts report that while they approached the renegotiation with a good deal of trepidation, the process was often easier than expected. They discovered that they were more important to some customers than they had realized. This process of setting a price for customers, particularly large or important customers, may need to involve a team that includes sales managers as well as managers with profit and loss responsibility. Historical profitability in- formation is often only the starting point for making customer pricing decisions. At times, unprofitable customers are accepted in an initial en- gagement as a way of getting a company’s foot in the door. Fur- ABC Analytic Engines Provide PTP Information That Can Be Used to: thermore, a customer may have some divisions that are • Change customer behaviors; unprofitable and others that are very profitable. Doing business with the unprofitable divisions may be the price of doing busi- • Negotiate or renegotiate customer contracts; ness with the profitable ones. Finally, if facilities are • Drop customers. underutilized, accepting a large, slightly unprofitable customer is still good business. Another company with an interesting solution is ABC Technologies. ABC has developed a predictive modeling tool. While Acorn’s solution is inter- nally focused, ABC Technologies’ Oros Value Chain Analyzer helps companies examine collaborative activities that can lower costs for both partners. These lower costs can than be reflected in a lower negotiated price.8 • • Copyright © ARC Advisory Group
  • 9. ARC Strategies • December 2001Pricing Spot BuysAcorn Systems also has developed a predictive modeling tool called “ProfitOptimizer For Orders.” ABC Technologies has a similar solution. While theABC Analytic Engine can tell Account Managers after the fact whether anorder has been profitable, tools are needed to help them during the negotia-tion phase. The ABC Analytic Engine, in turn, can close the loop and makesure that the predicted customer profitability was actually achieved.The predictive model used in the initial contract negotiation can be used on-line, in real-time or off-line. On-line usage requires greater implementationcomplexity. The predictive model allows key profit driving variables such aswhether the goods require special packaging, the skid size, and the extracosts for rush and special orders to be factored into the contract. The simula-tion engine is asked to present a set number of options for improving orderprofitability and given a set number of simulation runs to discover those op-tions. This tool can also be used in reverse auction situations and allows acompany to know when they should drop out of the auction.The ABC Analytic Engine can also be used to price spot buys in a differentway. Periodically, perhaps every month or two, a customer’s ordering be-havior can be reviewed, and customers can be classed as “A” customers(highly profitable), “B” customers (marginally profit-able), and “C” customers (unprofitable). C customers can All the managers interviewed believe thatbe charged a higher flat rate or a price with surcharges sales people should be compensatedfor specific behaviors ($100 every time an order line is based on profit rather revenues. This will be critical in changing behaviors. All butcancelled within 72 hours of due date delivery). The cus- one have moved slowly to implement thistomer-specific pricing can reside on Internet product policy; changing compensation policies is aconfigurators and catalogs or internal systems only the tough transformation.sales people see.The Account Manager PortalIt is not possible to completely automate the process of pricing goods andservices for specific customers. For example, if a customer calls to complainthat they have been inappropriately charged for an expedited shipment, anAccount Manager will still need to make resolve the issue. Account Manag-ers will need a portal that pulls relevant data from the ABC Analytic Engineand other systems to handle such complaints. Copyright © ARC Advisory Group • • 9
  • 10. ARC Strategies • December 2001 ABC Formulas Must Be Accurate Certain customer costs are easy to calculate. Calculating shipping costs for particular orders by customer is a straight feed from the pertinent field in a database. In other cases, for other calculations, the necessary data does not exist. One interviewed company had to begin capturing customer order data they had not captured in the past. The general methodology for determining these costs is to have a cross-functional team that includes operational, fi- nance, and IT people work with implementation personnel from the software supplier. This implementation team interviews personnel from across the company to understand processes, activities, and the time associated with those activities. Some users wish they had more closely supervised the Acorn Systems im- plementation team that wrote the cost allocation formulas. They say that while the Acorn people were diligent, they were not knowledgeable about their business. Therefore, at times, they misinterpreted what company per- sonnel said during the interviews. It was suggested that either someone knowledgeable about the company’s operations participate in all interviews, or at the very least, closely monitor the interviewing process and the conclu- sions that were being drawn. Indirect costs, at first blush, seem very difficult to allo- “The process of interviewing a wide range of cate. They can, however, be logically allocated. For people (in order to write the formulas) example, accounting is considered a support depart- generated interest in what we were doing ment with indirect costs. But it deals with accounts and accelerated acceptance of the system.” receivable and accounts payable, and customer and - Brad Hillery, IS Manager, Webb Chemical vendor behaviors do impact the time spent on these activities. The Human Resources and IT departments are true support departments, and yet there are logical ways to allocate their costs. HR’s work is related to the number of people in that company. The more people a department has, the higher the allocation they deserve. IT’s work relates to the number of computers in the company. The more PCs a department has, the higher that allocation should be. While these indirect cost allocations are not perfect (there can be rational ar- guments for different allocation formulas), it is better to be 90 percent right and making informed decisions than to act blindly. It is important that 100 percent of the costs from the general ledger be allocated to customers, prod- ucts, and vendors. Otherwise, a company is operating with impaired vision.10 • • Copyright © ARC Advisory Group
  • 11. ARC Strategies • December 2001Phases Description1. Pilot Model Building Project team analyses operations. Algorithms are cre- ated to model work processes. This process can take up to 2 months and involve scores of interviews with managers and workers from multiple departments.2. Model Validation Model results are reviewed by key personnel from mul- tiple functional areas for the purpose of validating and refining algorithms. This process requires multiple it- erations spanning several weeks.3. Implementation The software is implemented and appropriate person- nel are trained. This can be done in 2 weeks.4. Value Capture Business processes are changed to capitalize on the new system. Process changes will continue to occur for as long as the system is utilized by power users.5. Model & Process This is a living model - the output depends upon theMaintenance model’s fidelity. Up to a week of model maintenance per quarter is required. The Implementation and Maintenance Process for ABC Analytic EnginesSupply Chain Execution Systems Have Key DataWhile all interviewed users pulled almost all of the data from their ERP sys-tems, some said the process of determining formulas used data fromexecution systems to verify the ERP data. Execution system data is critical tothese formulas. A good WMS shows data on slot sizes, important in allocat-ing inventory carrying costs. And the labor costs captured in a good WMSfor receiving, put-away, picking, and different Value Added Service activitiescan be quite granular. Shipping & routing systems show the distance andcosts of serving different customers. Often a PTP project indicates placeswhere data in different systems, such as the ERP and execution systems, areinconsistent.SCE Companies Offer Complementary SolutionsCertain WMS companies provide software and services that are quite helpfulin PTP projects. Suppliers such as McHugh Systems International and EXETechnologies offer both a Labor Management System (LMS) and a service fordetermining how long different tasks in a DC should take. Other companies,like Optum and MARC Systems, have a LMS solution, but do not offer theengineered labor services.One of the largest cost buckets in distribution is the cost of warehouse labor.Labor Management Systems (LMS) determine the target time for each taskbased on its work characteristics (distance, weight, equipment, etc.) and Copyright © ARC Advisory Group • • 11
  • 12. ARC Strategies • December 2001 compare target times to actual completion time. These solutions, imple- mented correctly, have a high ROI based on reduced labor costs. An LMS solution is highly complementary to an ABC project. Both projects put a mi- croscope on actual activities in an attempt to improve profitability. This Is a Living Model, Maintain Its Fidelity! It should be apparent that a substantial amount of effort is involved in gener- ating the ABC allocation model. That work is wasted if the model is not kept up to date. At larger companies, the work associated with keeping these models up to date can run to one week per quarter. The ABC Analytic En- gine generates a report once a quarter when the books close; therefore this work needs to be done each quarter. The work consists of changes to the formulas based on new customers, vendors, overhead allocations that arise as the result of new expenditures, and changes to processes. PTP, Product Cost, and Dynamic Pricing In addition to customer behavior and fulfillment costs, order profitability depends upon product costs and the price charged. Within the Distribution- Centric Supply Chain, product cost is related to the cost paid for the product, the terms and promotions associated with the purchase, and the cost of han- dling and putting away product that comes into the Distribution Center. Advanced WMS solutions can tell you which suppliers are more costly on the inbound side, which can be related to whether they use Advanced Ship Notices, how they palletize and shrink wrap the product, and how much product damage is associated with the inbound shipments. The price charged for product also obviously effects profitability. Some dis- tributors distribute large numbers of products that are only slightly profitable or even slightly unprofitable. These companies generate a large percentage of their profits on a relatively few products, yet they cannot eliminate most of the marginal products or risk losing customers. For these companies, one key to profitability is based upon deriving the maximum profit for products that suddenly are in short demand while minimizing losses from slow moving products. The masters of flexible pricing based upon variable demand and customer segmentation have been the airlines, hotels and, more recently, rental car12 • • Copyright © ARC Advisory Group
  • 13. ARC Strategies • December 2001companies. Airlines, for example, adopt numerous pricing strategies tomaximize profitability. In the course of normal day-to-day operations, theyhave to decide whether to quote a price low enough to guarantee early salesor quote a higher price and risk that some units will remain unsold. In allo-cating seating capacity, airline managers trade off between two types oflosses. Yield loss is selling at a low price and losing a better price later, whileSpoilage loss is waiting in vain to sell at a high price and losing the opportu-nity of an earlier low price offer. So airlines typically sell some seats early atlow prices and guard against the risk of yield loss by blocking out some unitsin the hope of selling them later at a high price. However, in high demandtravel periods, such as during holidays, airlines endeavor to garner themaximum returns for a product that is in high demand.Manugistics offers a dynamic pricing solution called PRO(Pricing and Revenue Optimization) and is increasingly fo- Other corporate KPIs, in addition tocused on helping manufacturers deploy these solutions. PRO profitability, need to be measured on an ongoing basis. Too narrow aforecasts the response of different customer segments to prices focus on profitability can cause aof products throughout the product lifecycle. PRO provides company to under invest.analysis on what a customer segment is willing to pay andthen generates specific pricing recommendations by period.This solution depends upon strong customer data, and a large part of the im-plementation can involve data cleansing. If the initial data is not strong, theongoing collection of customer responses to prices will allow the optimiza-tion model to improve with time.PTP and Customer ServiceAmong the most important issues in implementing PTP will be cultural is-sues. Companies know they would not exist without customers, and it isnatural to want to keep those customers happy. It is also widely argued thatsuperior customer service leads to happy customers who will not defect tocompetitors. Furthermore, it is also understood that it is far more costly togain new customers than to retain existing ones. It is natural for many peo-ple in a company to resist the move to PTP because it just feels wrong.These are valid feelings, and they need to be directly addressed before acompany can hope to succeed in a PTP project. There are some companiesthat do compete on superior customer service, and upscale customers are Copyright © ARC Advisory Group • • 13
  • 14. ARC Strategies • December 2001 willing to pay a premium for their services. But only a relatively small num- ber of companies compete solely on the basis of superior service. The three main ways companies compete are product (technically advanced or superior product quality), price, and service. In many instances, some combination of the three provides a niche in which a company can profitably compete. Furthermore, PTP will enhance service for the majority of customers. One measure of service is the Perfect Order Metric. A Perfect Order is an order where undamaged products are delivered on time, in the proper quantities with no unauthorized substitutions, with the proper Value Added Services performed and the correct billing. Most companies perform miserably around this ultimate service metric, with many companies having well under 60 percent of orders being perfect. Complex customer ordering behavior is a major reason for poor performance on this Key Performance Indicator. The most unprofitable customers will often be the customers that are adding the most complexity to a company’s processes. Serving these customers’ needs harms the service level for core customers. A company’s assets, processes, and people skills determine what types of fulfillment complexity a company can profitably handle. If companies de- cide to add assets and improve processes to handle greater fulfillment complexity, than that is a strategic decision. The payoff to such a decision will depend upon the volume of the resulting business, the actual costs of doing the more complex fulfillment, and the margin generated. Very often, however, the most complex service requirements are best handled by Third Party Logistics providers, and they will charge a set fee for the product but variable fees based on the particular services. Many people in a company have a vested interest not to move to PTP. If salespeople are compensated based on sales rather than profitability, they will resist any system that shows that they may be hurting corporate profit- ability rather than enhancing it. Moving forward will definitely require support from top management. Good luck!14 • • Copyright © ARC Advisory Group
  • 15. ARC Strategies • December 2001Analyst: Steve BankerEditor: Ed BassettDistribution: All EAS ClientsAcronym Reference: For a complete list of industry acronyms, refer to our webpage at Third Party Logistics ERP Enterprise Resource PlanningABC Activity-Based Costs IT Information TechnologyAPI Application Program Interface KPI Key Performance IndicatorATP Available-to-Promise LMS Labor Management SystemB2B Business-to-Business MIS Management Information SystemB2C Business-to-Consumer MRP Materials Resource PlanningBPR Business Process Reengineering OMS Order Management SystemCAGR Compound Annual Growth Rate P&L Profit & LossCMM Collaborative Manufacturing PAS Process Automation System Management PTP Profitable-to-PromiseCRM Customer Relationship Management ROI Return on InvestmentCSR Customer Service Representative SCE Supply Chain ExecutionCTP Capable-to-Promise SKU Stock Keeping UnitDC Distribution Center TMS Transportation Management SystemEAI Enterprise Application Integration VAS Value Added ServiceEAM Enterprise Asset Management WAH Web Application HostingEC Electronic Commerce WMS Warehouse Management SystemFounded in 1986, ARC Advisory Group is the leader in providing strategic plan-ning and technology assessment services to leading manufacturing companies,utilities, and global logistics providers, as well as to software and solution suppli-ers worldwide. From Global 1000 companies to small start-up firms, ARCprovides the strategic knowledge needed to succeed in today’s technology driveneconomy.ARC Strategies is published monthly by ARC. All information in this report is pro-prietary to and copyrighted by ARC. No part of it may be reproduced withoutprior permission from ARC.You can take advantage of ARCs extensive ongoing research plus experience ofour staff members through our Advisory Services. ARC’s Advisory Services arespecifically designed for executives responsible for developing strategies anddirections for their organizations. For subscription information, please call, fax, orwrite to: ARC Advisory Group, Three Allied Drive, Dedham, MA 02026 USA Tel: 781-471-1000, Fax: 781-471-1100, Email: Visit our web page at Copyright © ARC Advisory Group • • 15
  • 16. Cambridge, U.K. Düsseldorf, Germany Munich, Germany Hamburg, Germany Tokyo, Japan Bangalore, India Boston, MA Pittsburgh, PA San Francisco, CA Visit for complete contact informationThree Allied Drive • Dedham, MA 02026 USA • 781-471-1000 • Fax 781-471-1100