This document discusses five critical areas of transparency that are considered best practices for successful government contractors: 1) Visibility at the lowest project level to optimize resources with uncertainty in budgets 2) Using thresholds and alerts to identify problems early with flat or decreasing budgets 3) Analyzing business profitability to understand the most profitable projects amid increased competition 4) Aligning supply chain visibility with contract terms and conditions for low cost and high quality 5) Rapidly implementing industry-focused solutions to allow for flexibility with anticipated shifts in commercial sector spending

1. Five Critical Areas of Transparency
Considered Best Practices of
Successful Government Contractors
(must have’s in today’s environment)

2. Housekeeping/Logistics
• Webinar Duration ‐ 60 minutes
• Four Speakers
• Q&A – Last 10 minutes
– Use the Chat Feature to Submit Questions
• Presentation ‐ Slideshare.net/Dassian
• Recorded Webinar – http://bit.ly/dassiansap
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3. Agenda
• Introduction
• Overview of the GOVCON Market and the Five Areas of
Critical Transparency
• USIS – Managing to the Market
• How SAP/Dassian are Enabling Government Contractors
• Q&A
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4. Introduction
The Government Contracting Environment Today
• Uncertainty due to the Federal budget crisis
• Shrinking budgets, lower margins, and diminished profitability
for government contractors
• Niche markets within government services are strong and
growing, including cybersecurity; intelligence; intelligence,
surveillance and reconnaissance (ISR); specialized capabilities
such as cloud computing, virtualization, analytics; health care;
and energy.
This Webcast will showcase how transparency into your business
can help you “weather the storm”, increase your competitive
position, control costs, increase revenue, identify opportunity,
ready you for the future, and steer your business towards
increased profitability.
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5. Speakers
• Dan Murphy – Dassian, President & CEO
• Barb McElnea – Dassian, Director Solution Management
• Paul Constantakis – USIS, Director Financial Applications
• Patrice Cappello – SAP, Industry Principal –Professional Services
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6. 5 Critical Areas of Transparency
Market Force Market Area of Transparency Needed
Challenge/Opportunity to Address Challenge
Uncertainty (budget issues, Fewer Contracts, Optimize what you have with
continuing resolutions, Decreased Margins, visibility at the lowest project
sequestration, etc.) Contract Delays level
“Flat is the new up” (flat or Staff cuts, Increased Identify problems before they
decreasing budgets) Competition, Efficiency become problematic –
Demands, Flat Revenues thresholds/alerts
Increased Competition for Consolidation, Efficiency Visibility into what type project
Fewer Contracts Demands, Need for Real and area of your business is
Time Trusted Information most profitable – total cost
ownership
Low Cost/High Quality Do More With Less, Need Visibility into contract data and
to streamline synchronization across entire
management of supply supply chain
chain
Anticipation in Commercial Decrease/Increasing Optimizing your solution to allow
Sector, Space could be Budgets, Shift in Areas of for government contracting
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7. Transparency at Lowest Level
• Ability to view costs at
any level in the WBS
• Visibility to total cost
ownership
• Reporting on variance
against plan
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8. 5 Critical Areas of Transparency
Market Force Market Area of Transparency Needed
Challenge/Opportunity to Address Challenge
Uncertainty (budget issues, Fewer Contracts, Optimize what you have with
continuing resolutions, Decreased Margins, visibility at the lowest project
sequestration, etc.) Contract Delays level
“Flat is the new up” (flat or Staff cuts, Increased Identify problems before they
decreasing budgets) Competition, Efficiency become problematic –
Demands, Flat Revenues thresholds/alerts
Increased Competition for Consolidation, Efficiency Visibility into what type project
Fewer Contracts Demands, Need for Real and area of your business is
Time Trusted Information most profitable – total cost
ownership
Low Cost/High Quality Do More With Less, Need Visibility into contract data and
to streamline synchronization across entire
management of supply supply chain
chain
Anticipation in Commercial Decrease/Increasing Optimizing your solution to allow
Sector, Space could be Budgets, Shift in Areas of for government contracting
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9. Thresholds & Alerts
Ability to set thresholds
•• Ability to set thresholds
Ability to be alerted then a threshold
•• Ability to be alerted when a threshold
is exceeded
is exceeded
Ability to report on multiple metrics
•• Ability to report on multiple metrics
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10. 5 Critical Areas of Transparency
Market Force Market Area of Transparency Needed
Challenge/Opportunity to Address Challenge
Uncertainty (budget issues, Fewer Contracts, Optimize what you have with
continuing resolutions, Decreased Margins, visibility at the lowest project
sequestration, etc.) Contract Delays level
“Flat is the new up” (flat or Staff cuts, Increased Identify problems before they
decreasing budgets) Competition, Efficiency become problematic –
Demands, Flat Revenues thresholds/alerts
Increased Competition for Consolidation, Efficiency Visibility into what type project
Fewer Contracts Demands, Need for Real and area of your business is
Time Trusted Information most profitable – total cost
ownership
Low Cost/High Quality Do More With Less, Need Visibility into contract data and
to streamline synchronization across entire
management of supply supply chain
chain
Anticipation in Commercial Decrease/Increasing Optimizing your solution to allow
Sector, Space could be Budgets, Shift in Areas of for government contracting
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11. Business Profitability Analysis
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12. 5 Critical Areas of Transparency
Market Force Market Area of Transparency Needed
Challenge/Opportunity to Address Challenge
Uncertainty (budget issues, Fewer Contracts, Optimize what you have with
continuing resolutions, Decreased Margins, visibility at the lowest project
sequestration, etc.) Contract Delays level
“Flat is the new up” (flat or Staff cuts, Increased Identify problems before they
decreasing budgets) Competition, Efficiency become problematic –
Demands, Flat Revenues thresholds/alerts
Increased Competition for Consolidation, Efficiency Visibility into what type project
Fewer Contracts Demands, Need for Real and area of your business is
Time Trusted Information most profitable – total cost
ownership
Low Cost/High Quality Do More With Less, Need Visibility into contract data and
to streamline synchronization across entire
management of supply supply chain
chain
Anticipation in Commercial Decrease/Increasing Optimizing your solution to allow
Sector, Space could be Budgets, Shift in Areas of for government contracting
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13. Align Supply with Contract Visibility
Visibility to customer contract
terms and conditions is critical
Contract to properly manage your supply
Contract T & C’s chain.
Clauses ‐ Prime contract
‐ CAS contract
Priority ‐ Priority Orders DPAS rating
Sales
Order
Purchase Orders with Contract
Clauses
Synchronizing
communication within
supply chain to
coordinate all efforts
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14. 5 Critical Areas of Transparency
Market Force Market Area of Transparency Needed
Challenge/Opportunity to Address Challenge
Uncertainty (budget issues, Fewer Contracts, Optimize what you have with
continuing resolutions, Decreased Margins, visibility at the lowest project
sequestration, etc.) Contract Delays level
“Flat is the new up” (flat or Staff cuts, Increased Identify problems before they
decreasing budgets) Competition, Efficiency become problematic –
Demands, Flat Revenues thresholds/alerts
Increased Competition for Consolidation, Efficiency Visibility into what type project
Fewer Contracts Demands, Need for Real and area of your business is
Time Trusted Information most profitable – total cost
ownership
Low Cost/High Quality Do More With Less, Need Visibility into contract data and
to streamline synchronization across entire
management of supply supply chain
chain
Anticipation in Commercial Decrease/Increasing Optimizing your solution to allow
Sector, Space could be Budgets, Shift in Areas of for government contracting
Page 14
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15. Industry Focused Solution
Rapidly Implement CAS & Contract Compliance for Government Contracting
Cost Plus, T&M, Pre‐Defined CAS
FFP Contracts & Accounting, and
Automated Billing Disclosure Statement
SF1034 &
SF1035
Invoice
Forms
Contract
Flow Down
Incurred Cost
Submission,
CPR Reports
Timekeeping & Training, Testing, and
Payroll Process
Documentation
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16. USIS – Self Service
• USIS is a data company, our ability to acquire, analyze, and
turn around our own data makes us better.
• Self Service Reporting
– Acquiring data use to be a development effort
– Self Service BI tool suite
• Detailed real time information across the enterprise
– Ability to add necessary management insight at lowest levels
– Timesheets, work locations, individual productivity
• Dassian technology allows for transparency on the individual
timesheet, including labor hours and work locations.
• Contract level reporting is important to our customers.
• The combined Dassian and SAP BI suite allow for a greater
level of transparency into our business.
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17. USIS – Satisfying the Customer
• Transparency allows USIS to react faster
– Change position / focus of effort
– Problem areas
– Meet contract requirements (Awards vs. Fines)
• Maintaining the highest levels of customer satisfaction builds
content in the context of supporting how critical transparency
is to our business
‐ Daily Forecast
‐ Decreasing backlog allows for proper timing according to the contracts
• Lower costs while increasing value
• Delivering on an on‐time, on‐budget, high quality end‐user
mission
• The proper level of detail and ease in which we can retrieve
and analyze the data allows us to increase the level of
customer satisfaction.
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18. What is SAP Seeing Today?
Gov Con and Professional Services Challenges
Lack of visibility and control of talent
and resources
• Inefficient allocation of resources based on skills
across geographical or organizational boundaries
and availability
• Quality and profitability issues in project execution
due lack of optimization of skill fit in resource
assignment
• Not using sub-contractors strategically
Bidding on the wrong
contracts
• Lack of visibility into effective
rates
• Lost time bidding on the less
profitable contracts
• Expense bidding on lost
contracts erodes profitability
Poor visibility to performance High cost of and lack of visibility into
• Lack of visibility and insight into operational
performance (i.e. project, service line, contract, etc) service delivery
• Difficult to balance opportunities for growth with cost of • Lack of standardization of service processes
risk avoidance • Insufficient allocation of costs to projects or contracts
• Insufficient planning capabilities (i.e. talent , finances, IT • Lack of speed and accuracy in invoicing process
costs, etc.) • Inefficient sourcing and service procurement
• • Inaccurate WIP management and invoicing
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 18

19. What is SAP Doing to Address These Challenges?
Effective Resource Management
 Attract and retain top talent
 Develop the right skill sets and manage talent
 Use subcontractors more strategically to…
 Increase resource utilization
 Improve margin on subcontractors
Capture Management
 Focus on most profitable contracts
 Better insight into rates and level of effort
to bid work more accurately
 Focus on profitable contracts & services
:
to
 Increase win rate
 Increase margins
Subcontractors
Enterprise Performance Management
 Become compliant and maintain status Service Delivery Excellence
 Forecast demand and revenue accurately  Automate and streamline processes that support the full project lifecycle
 Real time access to business performance  Optimize resource and subcontractor staffing
 Real time insight into project performance
 Timely and accurate billing
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 19

20. SAP for Professional Services
Retaining our leadership in the Professional Services Industry
Professional Services Commitment
 Industry-specific market focus over 17 Years
Largest
 Dedicated sales, marketing, development organizations
Installed Base
 More than 20,000 Professional Services customers
By Industry
 SAP for Professional Services industry solution
Industry Sub-segments Served
 Consulting
Serving  Audit & Tax
Key Industry  Legal
Sub-segments  IT Services/Outsourcing
 Business Services/Government Contractors
Collaboration with Customers
 ASUG (American SAP User Group) Professional
Forums to Services industry special interest group
Capture  Executive Advisory Council
Industry Needs  Annual Industry Value Network
 Sapphire – SAP’s annual user conference
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 20

21. Did You Know?
SAP - Not Just for Large Organizations
Over 75% of SAP installations worldwide are in companies with $1.5B or less in revenue…
% SAP PROFESSIONAL SERVICES
Total Customers: CUSTOMERS BY REVENUE
> 100,000
Annual sales
Large $1.5bil 10%
Upper Mid $500mil -$1.49bil 4%
Lower Mid
$200 -$499mil 46%
Small < $200mil 40%
~90% of SAP Professional Services
Customers are companies with $1.5B
or less in revenue
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 21

22. SAP Professional Services Benchmarking Insights
Example: Managing Engagement Processes and Talent Supply Chain is Critical for Operational
Efficiencies
Influence of Best Practice Coverage on Key KPIs for Professional Services Companies
Best Practice Low Coverage High Coverage
Effective Service Delivery Days Sales Outstanding
“Fully Integrated Client to Cash processes allow for timely and accurate
billing, facilitating prompt customer payment and improved customer sat.”
98 days 76% 24 days
Efficient Operations & Support SGA Expense (% of Revenue)
““Automated processes for managing operational aspects of a Professional
Services firm have a direct impact on Sales, General and Administrative 27.2 % 39% 16.5 %
Expenses and overall profitability”
Month-End Closing Process Time to Close Books
“Formal, globally applicable processes to manage and close the organizations
financial records and provide reporting on a monthly basis”
15 days 73% 4 days
Employee Development and Retention Employee Turnover
“Resources are the key asset for Service companies, as they represent the
value proposition that you are offering to your client base. Continuously 35% 60% 14%
developing the employee base directly impacts satisfaction and retention. “
Streamline the Talent Supply Chain process Time to Hire
““Automated processes for managing the Talent Supply Chain to ensure
qualified candidates can be quickly identified and managed through the 120 days 75% 30 days
recruiting and on-boarding.process.”
Performance Improvement Opportunity X%
Source: ASUG/SAP SCP Benchmarking Study, Based on Professional Services participants only (SAP Customers and Non-Customers)
© 2013 SAP AG or an SAP affiliate company. All rights reserved. 22

23. Summary Points
• Contractors that ready themselves with the
right level of transparency enable
‐ Competitive position/insight
‐ Identify problems before they become
problematic
‐ Understand where best to spend precious
marketing and B&P resources and dollars
• You can prosper and grow, do not accept
“flat”, you just need to be enabled to do so
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24. Q/A
Use the Chat Feature to Submit Questions
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25. Thank You!
Webcast Replay ― http://bit.ly/dassiansap
Join our LinkedIn Group: Slideshare.net/Dassian
SAP Dassian for Government
LinkedIn http://linkd.in/145eL3I
Contracting
YouTube.com/Dassianinc
• 6900 East Camelback FB – facebook.com/dassianinc
Rd.
Dan Murphy Suite 805
Scottsdale, Arizona
Dassian 85251 Twitter ‐ @dassianinc
President & CEO • Phone: 480‐922‐1700
• Email:
dmurphy@dassian.com www.dassian.com
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