1. Canada CS Training Refresh
(NFE)
Project Wrap up Meeting
Toronto, January 23, 2015

2. 1
Contents
▪ Project Objectives and Approach
– Project team / Participants
– Training Evaluation charts
▪ Deliverables and Key Milestones
▪ Two Day Training Agenda and Approach
▪ CS Refresh Training Objectives
▪ Training Material and Checklists
▪ Findings and Issues Overview
▪ Training Evaluations
▪ Additional Accomplishments
▪ General Observations & Recommendations
▪ Backup
▪ Quick Checklist

3. 2
Project Objectives and Approach
1. Develop & deliver CS Refresh Training for YYZ, YVR & YUL
2. Introduce CS Job Aids; Export & Import Worksheets & Checklists
3. Create awareness to impact of FWO on downstream processes
4. On-site support to CS end users immediately by Master/CT trainers
5. Daily roundtable meetings to discuss & documents issues, incidents and findings
from each location.
6. Embed effective NFE culture of doing things right in each domain to effectively
eliminate downstream problems and backlogs
7. Identify baseline measurement of Revenue Recognition, Cost Recognition and Credit
Note reduction to measure the performance after refresh training

4. 3
CS Refresh Training Objectives
Create FWOs which reflect our customer’s instructions and facilitates the timely and
accurate capturing of revenue and customer’s invoices.
• Interplay of Incoterms, Movement Type & the FWA
• Revenue recognition and customer billing in SAP
• Validation of the FWA; Product, Services, Trade Lane & Rates
• Translating customer’s instructions into FWO
• General Terms (Incoterm & Movement Type)
• FWA selection
• Contracted services and validating charges
• Business Partners (Shipper, Consignee, Agreement & Bill-to parties)
• Locations
• SOP Tasks, Worklists & Workflow Management
• CS role in COP process

5. 4
Deliverables and Key Milestones
 WebEx sessions for all Canadian locations conducted – Dec 15 & 16, 2014
 All training material, resources identified, plan approved done by Dec 19, 2014
 Master/Country Trainers to travel to YYZ for TtT and align so as to give a single
message across all locations – Jan 5, 2015
 Classroom training to take place over two days – Jan 6 & 7 and Jan 8 & 9, 2015
• YYZ added another classroom training that included OPS on Jan 19th
• YYZ had additional scheduled classroom training on the 13th and 15th to go
process live shipments
• Classroom training for the CS team for COP tasks was covered week of Jan 19th
in all CA stations
 In person Master/Country trainer support for endusers to take place the two weeks
after the classroom training – Jan 12-23, 2015
 Transition to Canadian Team – Jan 19-23, 2015
 Release of Master Trainers Jan 23, 2015

6. 5
Two Day Training Agenda and Approach
I. Incoterms in NFE
• Define & explain the purpose of Incoterms.
• Describe how Incoterms are used in the FWO.
• Explain the purpose of Movement Type in the FWO.
• Incoterms Relevant in NFE
II. Revenue/Cost Recognition & Customer Billing
• Define & Explain Revenue/Cost Recognition and DGF’s Rev/Cost Recognition Process
• Customer Service’s Role in Revenue/Cost Recognition
• Revenue & Cost Recognition Documents in NFE
• Creating the FWO for Exports and Imports
• Customer Billing
o Adding Charges & Services to an FWO
o Creating Billing Documents (FWSDs)
o Adding Charges after Releasing Product Config.
III. Creating the Export FWO
• Review Live Export FWOs using the “Export FWO Checklist” to verify customer’s
instructions and check critical FWO components.
IV. Reviewing the Import FWO
• Review Live Import FWOs using the “Import FWO Checklist” to verify customer’s
instructions and verify the Import FWO was created correctly.

7. 6
Training Material and Checklists
Web-ex presentation:
Training Material:
Master Checklists/Job Aids and Reference document is on the CA iShare site.
Current Versions as of Jan 20, 2015:
Note: Training material and Checklists below shared and sent to the
“Temporary Work Instruction Project” team.
COP Training Material:

8. 7
Findings / Issues Log
(157 items)
Category Description
Change Request System doesn’t seem to support business; can’t be addressed in a work
instruction or work around.
Clarification Needed * Questions raised about system or process.
COP Questions raised regarding COP process
CM ** Issues requiring action from CM.
CS Issues requiring CS management review.
ECC Issues requiring action from Finance.
GSC Issues requiring action from GSC
Incident * Probable system malfunction / not working as designed.
OPS Issues requiring action from Operations
PCM ** Issues requiring action from PCM
Reference Request for changes to reference documents; Work Sheets, Check lists
and/or Reference Manual
Training Tops which require new or refresh training for CS
Work Around * Issues which require a work around; system operating as designed.
Work Instructions CS requires specific work instructions on how to complete a task.
* IBM is reviewing and will provide feedback
** Claudia Ramirez has provided feedback on CM and PCM that needs to be reviewed

9. 8
Training Evaluation 1/2
0
3
16
23
0
5
10
15
20
25
1 2 3 4
Satisfaction Rating (1-4)
(1) The training was appropriate to
your job role.
0 1
7
34
0
10
20
30
40
1 2 3 4
Satisfaction Rating (1-4)
(2) You have a clear understanding of
incoterms
0 0
8
33
0
5
10
15
20
25
30
35
1 2 3 4
Satisfaction Rating (1-4)
(3) You understand the critical
components of an FWA.
0
5
15
22
0
5
10
15
20
25
1 2 3 4
Satisfaction Rating (1-4)
(4) You understand how cost and
revenue recognition works in NFE
Scale : 1 Not at all confident
2 Not very confident
3 Quite confident
4 Very confident

10. 9
Training Evaluation 2/2
0
4
14
24
0
5
10
15
20
25
1 2 3 4
Satisfaction Rating (1-4)
(5) You are able to describe CSs role in the
revenue/cost recognition process.
1
3
12
26
0
5
10
15
20
25
30
1 2 3 4
Satisfaction Rating (1-4)
(6) Do you feel using the job aid introduced in CS refresher
training will improve the quality of processing FWOs
0 0
12
30
0
5
10
15
20
25
30
35
1 2 3 4
Satisfaction Rating (1-4)
(7) Are you able to explain the relationship between FWA,
Incoterm and movement type?
0
8
15
18
0
2
4
6
8
10
12
14
16
18
1 2 3 4
Satisfaction Rating (1-4)
(8) Are you able to explain the process of adding services
to an FWO?

11. 10
Trainee comments
“Identified the importance of revenue
recognition and how it affects the overall
revenue /profitability of DHL as a group.”
(1) What do you think was most beneficial from this course?
(2) Is there specific material you would like to have reviewed?

12. 11
Trainee comments
(3) Additional comments
“Very informative
training”“Excellent training sessions, thank you !”
“Trainer very good. Will require more on
desk training, when physically creating
shipments/ FWOs, debit and credit notes
etc.”

13. 12
Additional Accomplishments
• Training objective met and well received
• The Checklists embraced as a tool they want to use
• Worklists set up for YYZ, YUL and YVR to prioritize work, by ETA for Import
• Work flow coordinated with Ops
• We were able to answer many questions on the floor, and give answers during Team
Huddles on problems and questions
• Local CM resource on the floor to address CS FWA issues as quickly as possible
• US has benefited from seeing NFE system and process in live environment

14. 13
Observation Recommendations
 All domains meet on a daily (or
regular) basis to address issues, plans
being implemented in their areas and
general status.
 Document who has authority to make
decisions on various levels
1. Domains and teams at times are working
in silos, not realizing the impact they may
be having on other teams. Example:
Agent Worklists need to be coordinated
and aligned between CS and Ops
• Unsure at times who is making
decisions at various levels
• Communication between domains
needs to be improved
 Develop visibility and communication
of known problems and fix status
2. No visibility to open tickets and known
issues to teams and agents as well as
communication of fixes and when ok to
start to using
 Hire a TL and ensure YVR is more
involved in all activities and
communications
3. YVR needs a TL and is consistently not up
to speed on processes and training.
Email is not always the answer.
General Observations & Recommendations (1/3)

15. 14
Observation Recommendations
 Incorporate a functional split w/in CS;
Front Line vs Back Line. Front Line is
focused on customer interaction which
Back Line would be focused on quality
aspects (checking & validation,
researching, etc.).
 Provide a hiring request for additional
agents based on workload analysis
5. CS end-users are overwhelmed with
juggling their tasks and do not have
capacity to incorporate the extensive
check/validation required for imports.
 Separate out the GSC ‘audit’ items
from the checklist
 Categorize and keep a running list of
GSC issues
 Have a daily communication with GSC
General Observations & Recommendations (2/3)
6. The output from GSC is inconsistent,
missing information, documentation and
creating the need to audit everything
coming from GSC
 Prioritize agent’s time and what they
should be doing.
 Prioritize the backlog items, secondary
to moving the freight
4. Export Checklist is not being used
consistently or not at all due to agents:
• Focusing on backlog issues
• Checklist use not enforced

16. 15
Observation Recommendations
 Create clear instructions of what
happens for key timestamp events so
agents in all departments understand
the impacts to other departments
9. Sequencing of events and completion of
tasks not always clear between CS and
Ops
 Continue daily ‘wrap-up’ calls with all offices
• Involve the Team Leads into the process
• Continue to accumulate questions/issues log
• Continue to relay answers on the daily huddle sessions
General Observations & Recommendations (3/3)
 Have managers allocate ½ days to
spend on the floor with the agents
8. Managers need to get in details. Not
enough time spent on floor
 After right sizing CS, create a
Dashboard of shipments by ascending
ETA, that managers can use to plan
workloads and management can
monitor
7. Visibility to workload of shipments needing
to be processed, avoiding delays and
demurrage charges
Additional Recommendation:

17. 16
Quick Checklist
In response to being able to process the volume of prioritized (by ETA) Import FWO’s
and still have an audit/checklist in place, the Import Checklist has been shortened what is
being required to verify . See attached revised new “Quickchecklist”.
Key items to still audit are the six below:
General Data Tab
Sales Office
FWA, Item, Trade Lane
Incoterm, Incoterm location
Business Partner Tab
Collect Agreement Party
Collect bill-to Party
Attachments Tab
Stages Tab
Charges Tab

18. 17
BACKUP

19. 18
Project Team

20. 19
Training Evaluation - Farhanay
• The training was appropriate to your job role. 93% very confident or quite confident .
• You have a clear understanding of incoterms. 98% very confident or quite confident .
• You understand the critical components of an FWA. 98% very confident or quite confident
• You understand how cost and revenue recognition works in NFE. 89% very confident or quite
confident.
• You are able to describe CSs role in the revenue/cost recognition process. 90% very confident or
quite confident .
• Do you feel using the job aid introduced in CS refresher training
will improve the quality of processing FWOs. 95% very confident or quite confident
• Are you able to explain the relationship between FWA, Incoterm and movement type? 100% very
confident or quite confident
• Are you able to explain the process of adding services to a FWO? 79% very confident or quite
confident .
Trainees were asked to rate their understanding of the topics covered in training
on a scale of 1 to 4.1 being not at all confident and 4 being very confident.
8 questions were presented to a total of 42 trainees

21. 20
Thank You!