This document discusses supply chain improvements and case studies. It begins with an overview of UPS's industry segmentation approach and focus on supply chains for high tech and manufacturing. It then discusses three case studies showing how improved demand planning, supply chain visibility, and international trade management helped companies address challenges and achieve results like avoiding fines and increased inventory turns. The document concludes that optimization in areas like reducing costs, improving processes, and forecast accuracy are foundations for business growth.

1. Supply Chain Improvements
(w/ Case Study Examples)

2. Agenda
• UPS Industry Segment Marketing Approach
• Focus on the Supply Chain (High Tech & Manufacturing)
• Creating Business Advantage
• High Tech Supply Chain and Its Success
• Top Areas of Opportunity
• Improved Demand Planning
• Improved Supply Chain Visibility
• Improved International Trade Management
• When to Outsource (Contract Logistics)
• Improved Return Logistics
• Supply Chain Foundations for Growth

3. UPS Market Segment Approach
In addition to global Healthcare focus, UPS also possesses expertise,
infrastructure, and systems supporting other high growth industries.
High tech
▪ Computers
& Peripherals
▪ Electronics
▪ Semi-conductors
▪ Telecom Mftg
Healthcare
▪ Biotechnology
▪ Clinics and Doctors Offices
▪ Contract Research
Organization (CROs)
▪ Distributors and Wholesale
▪ Home Health
▪ Hospitals
▪ Labs
▪ Medical Supplies
& Devices
▪ Nursing
▪ Nutraceutical/ Cosmetics
▪ Other Medical Supplies
▪ Payors and Service
Providers
▪ Pharmaceutical
Manufacturers
▪ Retail Drug
▪ Veterinary
Retail
▪ Apparel
▪ Building Materials
Hardware, Garden Supply
▪ Consumer Goods
▪ Eating & Drinking
▪ Food Stores
▪ General Merchandise
Stores
▪ Home Furniture,
Furnishings and Equipment
Stores
▪ Mall-based Specialty
Retailers
▪ Miscellaneous Retail
▪ Small e-Commerce
Retailers
Business
services
▪ General Services
▪ Hotels and Lodging
▪ Mass Communications
▪ Organizations and
Associations
▪ Personal Services
▪ Repair Services
▪ Social Services
▪ Sports, Recreation, and
Museums
Consumer services
Professional services
▪ Advertising and Public
Relations
▪ Consulting, Accounting, and
Legal
▪ Education
▪ Engineering and
Architecture
▪ Finance and Insurance
▪ Real Estate
Diversified vehicles/
Industrial manufacturing
▪ Aerospace
▪ Auto Dealers
▪ OEM
▪ Tier 1 - 5 Manufacturing
▪ Tier 1 - 5 Wholesale
▪ Chemicals
▪ Construction
▪ Industrial Assemblies and
Machinery
▪ Industrial Components /
WIP
▪ Industrial Distributor
▪ Industrial Textile
▪ Oil and Gas
▪ Printing
▪ Publishing
▪ Raw Materials
Manufacturing
▪ Transportation and
Logistics
Diversified vehicles
Industrial manufacturing
“It’s a patient, not a package.” - UPS

4. 9.8%
4.2%
0
2
4
6
8
10
Average Top quartile
Total supply chain cost
Percentofrevenue
• The global supply chain directly impacts,
on average, 75% of a business’ operating
results.
• Corporations with best-in-class freight and
logistics competencies benchmark
operational costs that are less than half of
those of their direct competitors.
• They also manifest market cap growth 7%-
26% above industry average.
• This will be an increasingly critical market
advantage to possess in 2012 and beyond.
Creating Business Advantage
In each of these industries companies with best in class supply chain
management significantly outperform their peer groups.

5.  Significant gains made in the last two decades
 34% reduction in ratio of inventory to sales
 Yielding an estimated reduction of over $4.6 trillion in total
business inventories
 Order to cash cycle time improved 10% in last 5 years
 Gains came from:
• Information technology investments
• Improved information visibility
• Adoption of just-in-time processes
• Industry deregulation
Achievements in High Tech Manufacturing Segments
Supply chain enhancements are paying substantial dividends in electronics,
telecom, and industrial manufacturing market segments.

6. Focus For Manufacturing Segment Supply Chains
The annual Change in the Chain survey of high tech sector supply chain
executives indicates focus on nine areas of supply chain optimization.

7. Supplier
Management
Information
Management
Regulatory
Compliance
Post-Sales
Support
Customer
Compliance
International
Trade
Management
Logistics and
Distribution
Multi-Modal
Freight and
Transportation
Reverse
Logistics
Inventory
Management
Order
Management
Focus On Achieving Higher Service Levels
The extended global supply chain is the foundation for customer service
delivery, and it is comprised of numerous disparate elements.

8. Delays, errors
and missed orders
Higher
costs
Slow response to
demand variability
Poor customer
service
Inadequate supply
chain visibility
Higher
inventory levels
Inefficiency/process
redundancy
Increased
capital investment
Focus On Achieving Higher Service Levels
Decentralized, disconnected supply chain management produces
unintended consequences.

9. The approach to achieve business competitiveness
Rationalize both agendas to create
a balanced supply chain strategy
Efficiency
Pursue money-cost
and time-cost
improvement initiatives
Effectiveness
Enable service execution
and growth: differentiate
through value-added
execution
Advantage Requires Effectiveness and Efficiency
Many have focused solely on the cost side of the equation. It is equally
important to grow value through enhanced coverage and capabilities.

10. • MRP (Materials Resource Planning)
─ Integrates demand forecast, current inventory and planned
supply into an easy to use web page to facilitate supplier
replenishments.
─ Works best with high degree of forecasting ability
• Lean Replenishment
─ Highly scalable electronic “kanban” that minimizes inventory
on hand by managing the “Virtual-On-Hand” inventory.
─ Able to compensate where limited forecasting is available
Improved Demand Planning
There are two models that have created value for manufacturing
industries in allocating resources:

11. Lean Replenishment
InventoryInventory
200
200
Available
Inventory
500
300
Virtual
On Hand
50450200100SKU 2
-253255545SKU 1
VOH-ROPTarget (ROP)
Inventory
in Transit
Planned
Shipments
200
200
Available
Inventory
500
300
Virtual
On Hand
50450200100SKU 2
-253255545SKU 1
VOH-ROPTarget (ROP)
Inventory
in Transit
Planned
Shipments
5. Replenishment
Signal
4. Material
Shipments
4. Material
Shipments
3. Demand
Pull
3. Demand
Pull
GAP
$$
Vendors(s)
1. Demand Forecast (for capacity planning only)
2. Target Inventory (ROP)
(Determined by Demand, Variability,
and Supplier Lead Time)
6. Pull-based
Replenishment
6. Pull-based
Replenishment
ASNASN
Planned
Shipments
Planned
Shipments

12. Orthopedic Medical Device Mfg Case Study
Challenge:
• An “Orthopedic Medical Device Mfg” was having difficulty
managing compliance regulations involved with linking raw
materials, virtual on-hand inventory, on-site inventory, and field
stocking inventory. Potential increase to “pedigree” of medical
devices thru to destination provider (possibly to patient level)
also served as a concern.
Solution:
• Build a solution allowing raw materials providers to virtually
read inventory levels and fulfill based on agreed upon forecasting
models, RFID inbounding into on-site inventory, shipment
manifest/ tracking information/ delivery information linked to
custom system by partnering with transportation provider, mobile
device (cell phone) scanning of inventory upon receipt by field
agents, mobile device scanning of inventory by field agents upon
release to provider.
Results:
• Able to obtain a chain of custody from sourcing to consumer
• Potential avoidance of regulatory fines.
• Increased visibility eliminated $10M in inventory write off.
• Increased visibility tripled inventory turns.

13. Administrative
Support
Cost Center
Control
Bill
Reconciliation
A/R Customer
Invoicing
Claims
Processing
Inbound Logistics
Returns
Receiving
Inventory
Receiving
Operations
Production
Outbound
Logistics
Warehouse
Shipment
Processing
International
Shipment
Processing
Sales & Marketing
Order Entry
Service
Order Inquiry
Returns
Processing
Procurement
Cost Center
Control
A/P Supplier
Invoicing
Bill
Reconciliation
POD
Processing
Primary Functions
POD
Processing
Visibility
Improved Supply Chain Visibility
Leading manufacturers have created business advantage by holistically
managing the flow of information with the flows of goods and funds.

14. DME Manufacturer & Distributor Case Study
Challenge:
• “DME Manufacturer & Distributor” was having difficulty
managing FDA compliance regulations concerning validation and
storage of origin, shipment detail, and delivery confirmation
data. Recent FDA audit resulting in significant fines, and
potential future fines.
Solution:
• Build a compliant and validated solution providing proof of
delivery and reimbursement for tax credit, delivery image track/
trace of shipments, record retention per legal timeframes, and
the ability to query and provide audit data as needed.
Results:
• Could have avoided $50K fine
• Potential avoidance of future fines.
• Eliminated resources allocated to storage, tracking, and
tracing of compliance metrics.
• Focus on core competencies.

15. Harmonized
Code
Management
Denied
Party
Screening
Export
License
Management
Shipment
Management
Landed
Cost
Calculation
Trade
Documents
And Forms
Trade
Forms and
Documents
Shipment
Visibility
Import
Compliance
Filings
P.O. and
Supplier
Management
Landed
Cost
Calculation
Harmonized
Code
Management
International Trade Management
The increased globalization of manufacturing has necessitated
systematized management of international trade functions.

16. Pathology Lab Case Study
Challenge:
• “Pathology Lab” was having difficulty managing IATA compliance
regulations in regard to correct harmonized tariff code
classification. In addition, the trans-Atlantic travel of shipments
made cold-chain moves difficult to facilitate without incurring
spoilage.
Solution:
• Integrate advanced third-party applications to aid in electronic
tariff code classification and 24/7 monitoring of transportation
moves. Monitoring engine isolates any jeopardizing incidents (a
shipment not receiving an expected/ mapped out scan). 24/7
monitoring team takes action to isolate shipment, refrigerate or
re-pack with Dry Ice, and advance to destination while mitigating
spoilage opportunity.
Results:
• Reduced customs holds by 80%.
• Reduce spoilage rates by increasing reliability of shipment
arrival within time of life-cycle range or extending life-cycle
thru cold-chain solutions.
• Reduces resources allocated to tracking, tracing, and
customer service efforts.
• Focus on core competencies.

17. Insourcing
Upsourcing
Downsourcing
Outsourcing
Sourcing
Options in the
2000’s
Effective Supply Chain Solution Sourcing
For leading manufacturers the question is no longer ‘Should we
outsource?’ It is now ‘Which strategic sourcing combinations will create
the most business value?’

18. Benefits of Outsourcing
• Outsourcing provides…
• …an integrated supply chain with enhanced visibility and
flexibility,
• …increased intellectual capital and access to broad supply
chain expertise,
• … greater geographic coverage and scalability,
• … process optimization, operational benchmarking and
monitoring,
• … a powerful relationship with multiple carriers that can result
in lower costs options and priority service,
• … an opportunity to focus internal efforts and resources on
strategic areas of expertise rather than tactical problem solving,
and
• … reduced working capital by leveraging shared infrastructure
including facilities, technology, and employees.

19. When to Outsource?
• If the supply chain is not an area of expertise and competitive
advantage. Outsource.
• If building or buying a solution that is a competitive advantage is an
expense that cannot be supported. Outsource.
• If existing supply chain IT systems are inadequate or the cost of
maintaining them is prohibitive. Outsource.
• If supply chain operations lack synchronization, integration, or
connectivity. Outsource.
• If scalability within existing markets and expansion to new geographies
is a requirement. Outsource.
• If flexibility in the utilization of assets and labor are necessary.
Outsource.
• If the cost of supply chain operations is simply too high. Outsource.

20. Qiagen Pharmaceuticals Case Study
Challenge:
• Qiagen estimates had them growing 15-20% YOY for the next 5
years. Qiagen made multiple acquisitions in the last three years,
with plans for more in the near future. Qiagen had two
manufacturing and distribution facilities in Maryland. Space was
needed to increase manufacturing capacity.
Solution:
• Build a global distribution network via the outsourcing of
warehousing, distribution and transportation.
Results:
• Avoided a $50M capital expenditure and moved distribution to
a partner that built a repeatable solution designed for their
business model.
• Eliminated distribution operations, excessive resources and
expanded manufacturing operations.
• Focused on core competencies such as research, development
and manufacturing allowing distribution partner to focus on
logistics.
• Extended operating hours, enhanced TNT, improved customer
satisfaction due to strategic geographic locations.

21. The Importance of Reverse Logistics Manangement
• Best-in-class companies recognize $1.8 million
in year-over-year savings from improved
velocity of returns - Aberdeen Group
• U.S. companies spend $100 billion on returns
– Reverse Logistics magazine

22. Reverse Logistics Best Practices
To get the most return from returns:
• Treat returns like a business in terms of staffing and
resource allocation
• Perform supply chain mapping exercise
• Consider outsourcing to leverage third-party assets and
expertise
Think backward and act forward

23. High Tech Company Case Study
Challenge:
• A High Tech device company in TX sales devices that have a 6
month life-cycle to end-consumers. Once the old device becomes
in-operative, the company has the product returned for
refurbishment and resale. Often times, the product is a
consumer health necessity, so a working device must be shipped
as soon as the old device becomes in-operative. In many cases,
the in-operative device is not returned in a timely fashion or not
at all. These devices are valued at $25,000 apiece.
Solution:
• Integrate a returns scenario wherein the courier network arrives
at the consumer location with return packaging, accepts the in-
operative device, packages, and then only releases the new
device after receiving the in-operative device. Second, tie the
outbound and inbound tracking details together. In essence, a
fully integrated returns exchange program.
Results:
• Mitigation of loss or fraud of high value/ time sensitive goods.
• Enablement of post-sales support and warranty programs.
• Dramatically reduced cost of customer service, lost goods,
operation man hours, etc.

24. Increase
Economic Profit
Increase
Economic Profit
Reduce Supply
Chain Costs
Improve Service
Levels/Revenue
Reduce
Capital Needs
Reduce Supply
Chain Costs
Improve Service
Levels/Revenue
Reduce
Capital Needs
Reduce
Transportation Costs
Improve Supply
Chain Processes
Increase
Forecast Accuracy
Improve
IT Capabilities
Distribution Network
Optimization
Reduce
Inventory Levels
Reduce
Transportation Costs
Improve Supply
Chain Processes
Increase
Forecast Accuracy
Improve
IT Capabilities
Distribution Network
Optimization
Reduce
Inventory Levels
Supply Chain Foundations for Growth
Optimization of the supply chain in 6 key areas has been the key to
business improvement in manufacturing industries.

25. Thank You
Please visit the tables in the back for UPS Solution Collateral
Charles Trammell
UPS Healthcare
214.549.2497, ctrammell@ups.com