DCRA Inc. Supply Chain S&OP Solutions Summary

DCRA On-Demand Supply Chain Solutions

Total Order Fulfillment™
On-Demand Supply Chain Solution
Introduction


February 15, 2011
www.DCRASolutions.com DCRA Inc. Confidential DT Distr. 214 352 0868


Introduction DCRA Inc.
DCRA offers a unique Total Order Fulfillment™ approach in
optimizing total supply chain costs. The TOF™ methodology
provides client’s the ability to rapidly balance demand and supply
while leveraging transportation to generate Global Trade
Advantage™. DCRA has developed unique patented, on-demand
technology solutions that are used throughout the problem solving
process to accelerate value.

DCRA’s unique solutions include: Order Commitment, Sales and
Operations Planning (S&OP), RFID Inventory Commitment and S&OP
/ Supply Chain Execution repositories.

The TOF™ methodology and solutions create value with clients
immediately and grow exponentially as deployed permanently
throughout the extended supply chain

www.DCRASolutions.com.

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www.DCRASolutions.com DCRA Inc. Confidential 214 352 0868

1


The DCRA Focus Address the real OPPORTUNITY: 3 Trillion
Dollars + of Un-Synchronized Supply Chain Resources
( 90% of Target Market Does Not know what they don’t know)

Manufacturing In-Bound Transportation Fulfillment/Packaging/Test Finished Goods Inventory
Time
Lead

4-6 Weeks 3-4 Weeks 5 Days - 5 Weeks 1-2 Weeks 4-6 Weeks

Strategic OEM
Component Manufacturing HUB/
Warehouse Retail
Suppliers Partners
Partners

5-8 Days ($6.50/Unit)

Direct

3-5 weeks ($.60/Unit)
RBOM Contract Channel
Component Manufacturing Fulfillment
Partners Distribution
Suppliers Partners

$, Inventory, $, Inventory, $, Transportation Inventory $, Lost
Wasted Capacity Wasted Capacity Consolidation, Sales, Product Life
Drop ship Order Cycle

3


DCRA TOF™ Methodology & S&OP
Solutions Rapid value ease of deployment
1
DCRA Solutions
(e.g S&OP
Transportation
Technology Spend win)
LCC Operations
0 Mode Optimization
-1 0 1 Competitive Bid
Value Happy Match

TOF creates
immediate Value
-1 drives change
Ease of Implementation

1 2 3 4 5 6
Assess Model Evaluate Feasibility Model Deployment
Current TOF Analysis Improved Plan
Options
4

2


DCRA’s early client successes (2002) proceeded analysts
proclamations of effectiveness of (S&OP) (started 2005 or so)
DCRA Inc. first commercial pure S&OP Software Solution 2001 Inventory Bridge ($)

$18

Millions
$16 $0.0
$3.2
$14

$12 $8.5

$10

$8
$11.1
$13.5
$6
$6.6
$4

$2
$1.1 $0.0 $0.0 $2.0
Commitments from
$0

Customers

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Commitments to

ject

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Suppliers DCRA S&OP
•Sales Orders
•Firm commits
•Purchase Orders
•Raw Material Commitments
Weapon: Operational Excellence
•Reduce cycle time
•Maximize flexibility, minimize lead-times
•Adapt quickly to changing conditions
•Leverage partners’ capabilities 5

Example Client Deployment of DCRA Inc. Solutions
Ease of Use (bottom up user… Google like)
A High Value (Top Down $ & Time drive Executive Sponsorship)

How E F
Much &
Order Commit When
Customer

Order Management Transportation
Inventory in motion
D

B G
DC Warehouse
C
Supply Planning
PO Mgmt
Supplier
G
Components
www.DCRASolutions.com DCRA Inc. Confidential DT Distr. www.DCRASolutions.com
214 352 0868

3


DCRA Inc. Patented Software Solutions
• Supply Chain Solutions for the
A
Outsourced Supply Chain

More outsourced supply chain
dramatically reduce working
capital (e.g. inventory)
• Strategic benefits with a rapid
financial return

Statistical

Inventory
Forecast
Demand
Master
B

Build
Plan

Plan

Plan

Plan
• Web service solution
components are targeted to C F

SC
strategically enable information

Co
ns
sharing, planning, and E

ole
execution within outsourced
manufacturing, logistics, and
fulfillment environments
• On-demand through hosting or
as on site software appliance 7


Sample DCRA Inc. Customers

8

4


DCRA Customers Have Sustainable
Competitive Advantage from lower Working
Capital Advantage
app
roa
ch • Methodology proven to reduce
soft
wa
re cycle time, improve inventory turns,
ion
adit cut costs, and grow market share
investment on balance sheet)
$ Working Capital (inventory

, tr
ion

nal
cor
por
at
• Rapid, iterative solution
Tra
ditio deployment approach with
ppr
oac
h
supporting enabling applications
PA

te o
f th
e ar
t S&O • Quick start solutions for real time
S ta
Ap pro
ach order commitment, S&OP and
ent
Fulf
illm others across outsourced supply
der
Tota
l Or chains
DC
RA
• Team mentors, teaches and
25% 50% 75% 100%
illustrates through action how to
achieve success
Customer Service Level (Fill Rate %)
• Approach, a team, and a network
that can help you achieve real
DCRA TOF™ shifts inventory value today
service level curve
9


Example DCRA Client Results
Siemens Broadband
“In less than 12 months the DCRA lead combination of process optimization and the DCRA
supply chain solutions allowed for the internal and external partners processes and supporting
systems to effectively collaborate A key example was a more aggressive (weekly) planning of
the manufacturing, material and logistics (using DCRA’s S&OP solution) - which drove the
following results -

• Improved inventory turns from 4 to 32
• Reduced inventory holdings from net $63,000,000 to $8,000,000
• Lowered transportation costs per unit by 61%
• Improved operating cash flow from negative $48,000,000 to positive $10,000,000
• Achieved operational profitability in fourteen months
• Improved DSO from 129 days to 47 days
• Cut accounts receivables from net $67,000,000 to net $33,000,000
• Reduced accounts receivables reserves from $11,000,000 to $2,000,000
• Improved working capital from $64,000,000 to negative $20,000,000

Furthermore, the success of the program resulted in the marketing of the supply chain
advantage to the major Siemens customers with a view to add even more value to the business
relationship". Herman Stiphout – EVP CFO Efficient Networks now Siemens Subscriber
Services.
10

5


Client Example of using TOF™ to lower cost
per unit with no pause in operations
60.000 Results fulfillment
Supply Chain Costs ($M)

Costs
50.000
A. 8/2002 $7.5 per unit
40.000 9-2002
Costs
30.000 Structure C. 4/2003 $3.5 per unit
D
20.000 A C
D. S&OP
10.000 Dramatically reduce cost
B 4-2003 Current Per unit as volumes
- Cost Structure scale
1 2 3 4 5 6 7 8 9 10
Unit Volumes (M)

Historical Cost Trend TOF w/ New Provider

11


Why DCRA Inc. Different
• DCRA Drives Value Immediately NOT just after software is fully implemented
• Software an enabler to change not deployed after change
• Software and solutions patented synchronizing distributed demand and
supply into useful metrics, information based on existing data
• One code base engineered as software, SaaS, Hardware appliance and
Consulting Solution
• DCRA Business model compliments existing infrastructure
• DCRA recognizes first and formost supply chain participants will not use
“common” solutions… no castles but bridges to a lean supply chain
• Partners want to use S&OP for their benefit not from “edict” from customer
• DCRA Solutions Designed to Inexpensively Compliment Enterprise and
Partner Systems of Record
• DCRA understands request / promise nature of how to design, manage and
measure outsourced supply chain operations
• Client chooses of one of or all of consulting, software, hosted and or
through on-site hardware appliance – same solution - many doors to enter
• DCRA Inc. Deep experience in supply chain integration solutions,
technologies and approaches
• 100% client success rate with rapid and large financial returns
12

6


What’s Next for DCRA Inc.
• Rapidly expand exposure of patented technology to
market
• Scale deployments & impact with key partners (e.g.
Freightgate)
• Select Partners to scale)
• Remain focused on clarity of purpose & value to
client’s
• Educate the 90% - NOW
• Philanthropic support for US Manufacturing competitiveness
(www.Texaslcc.org)
• Provide no or low version of solution to education and public
13


DCRA Inc. Background
• Founded 2001 - Incorporated in May 2002, closely held by
founders
• Solutions not just software or services but real solutions
• Bio Jon Kirkegaard: 30 years experience corporations, Booz &
Company strategy / ops, early i2 led supply chain offerings,
founded two firms for venture (Battery, Draper Fisher),
Manufacturing Engineering, MS Finance, Patents in multi-
enterprise planning and recently awarded real time S&OP /
Order Commit.
• Purpose to provide simplicity, clarity and mass market
opportunity to improve business of all sizes and industries
• Product set well established, proven benefits to major clients
and VERY complimentary to legacy technologies and services

14

7


Speaker Bio Jon Kirkegaard
www.DCRASolutions.com
Jon is the founder and president of DCRA Inc. a specialty supply chain solution
firm with numerous client business transformation successes primarily utilizing
S&OP strategies and concepts. DCRA Inc. produced the first commercial
S&OP software product in 2001 and holds patents on key S&OP technology that
has allowed it clients to dramatically reduce demand supply matching cycle
times. Prior to founding DCRA in 2 Mr Kirkegaard was an early key executive at
i2 Technologies founding 3 i2 business units and holds patents on early
collaborative planning technologies. Mr Kirkegaard also co-founded Viewlocity
and early supply chain visibility business funded by Battery Ventures. Prior Mr
Kirkegaard spent 10 + years in strategic management consulting with Booz Allen
and Hamilton and Coopers and Lybrand where he specialized in operational
strategies and supply chain technologies. He started his engineering and
management career at Conoco and Dupont and completed Conoco’s senior
management / engineering training and developed the first design for pipeline
supply chain control leak detection systems in 1984.
Mr Kirkegaard He holds a bachelors in Industrial Engineering from Kansas State
and a Masters of Science in Finance from the University of Texas at Dallas.
15


CASE STUDIES

www.DCRASolutions.com DCRA Inc. Confidential DT Distr. 214 352 0868

8


Case Study I - Telecom Equipment Manufacturing
division of Siemens (Siemens Broadband) DCRA
audited results
“In less than 12 months the DCRA lead combination of process optimization and the DCRA
supply chain solutions allowed for the internal and external partners processes and supporting
systems to effectively collaborate A key example was a more aggressive (weekly) planning of
the manufacturing, material and logistics (using DCRA’s S&OP solution) - which drove the
following results -

• Improved inventory turns from 4 to 32
• Reduced inventory holdings from net $63,000,000 to $8,000,000
• Lowered transportation costs per unit by 61%
• Improved operating cash flow from negative $48,000,000 to positive $10,000,000
• Achieved operational profitability in fourteen months
• Improved DSO from 129 days to 47 days
• Cut accounts receivables from net $67,000,000 to net $33,000,000
• Reduced accounts receivables reserves from $11,000,000 to $2,000,000
• Improved working capital from $64,000,000 to negative $20,000,000

Furthermore, the success of the program resulted in the marketing of the supply chain
advantage to the major Siemens customers with a view to add even more value to the business
relationship". Herman Stiphout – EVP CFO Efficient Networks now Siemens Subscriber
Services.
17

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1 cont. S&OP Drove Synchronizing Inventories &
Transport Lead times to Customer Commitment
Plan Inventory Visibility

Warehouse
Improve inventory management by: Component Manufacturing
partners Customer
warehouses
•Having immediate visibility of up-to-date
up- to- suppliers partners

inventory across supply chain Fulfillment
partners

•Poor inventory visibility has immediate, direct impact on lead-times
Metric Current Target Benchmar
k
Having accurate visibility of inventory allows Up-to-date inventory 3 days – < 1 hour < 1 hour to
for: visibility across 2 weeks to update
•Cycle time reduction due to ready availability of on-
on- manufacturing, update
hand and in-transit data
in- distribution network
•Lead-time reduction since unnecessary buffers are
Lead- Customer DC / store Limited < 1 day < 1 hour
not added to compensate for limited visibility inventory
•Accurate promises to customers and increased
Current: 3 days-2 weeks to update
days-
satisfaction

•Fulfillment Provider’s inventory
Provider’ •System integration (CM –
tracking, management capability Fulfillment provider – ENI)

Target: <1 hour to update at US DC, CM, OEM 18

9


Inventory Bridge™ (from DCRA S&OP Application)
Real time forward looking Balance Sheet
Shows Inventory Bridge ($)
Liabilities
• Supply plan Millions $18

• Open PO’s $16 $0.0
$3.2
Vs. $14

Assets $12 $8.5

• Forecast $10
• Backlog $8
$11.1
• Upside $6
$13.5

Forecast $6.6
$4

$2
Provides quick $1.1
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19

Case Study 2 - National distributor of maintenance – key
issues inventory stocking levels, supplier lead times,
growth and profitability
• Reduced inventory by 25%, improved sales, cut transportation
by 15%, improved reorder points, created drop ship program
• Real DCRA client example… sales consistent, replenishment
consistent, reorder big lump
2A0701 (CONNECTOR)

120000

100000

80000 SalesOrder
PurchaseOrder
60000
ASR
40000 BackOrder

20000

0
Oct- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Jul- Aug- Sep-
02 02 02 03 03 03 03 03 03 03 03 03 20

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S&OP Improves Responsiveness by Increasing Plan
Frequency Preliminary results
•Desired lead-times to customers: 1-2 weeks
lead- 1-
•Frequency of shipments based on EO analyses: 1-2
1-
shipments/week (for higher margin products)
Ideal plan frequency based on: •Dynamic nature of business: High (based on demand pattern)
•Dynamic nature of business (demand and
supply changes)
•Lead times offered to customers (desired) Current: Monthly (BSD, Retail), Weekly (SPG)
•Frequency of shipments from suppliers,
based on economic order analyses •Weekly S&OP process
•Cycle-time reduction
Cycle-
•Streamlined decision making

Target: Weekly planning (SPG, BSD, Retail)

•Partner involvement •Cross-enterprise system integration
Cross-
•Information transparency via •Planning & fulfillment systems for
collaborative hub event monitoring, quick decisions
Businesses that have static supply and demand planning cycles of fixed
frequency cannot respond quickly to customer demand changes because
because
End-state:
End-
supplier updates happen only at specific times during the cycle. Information Adaptive planning
inaccuracy and latency is another major problem for businesses that
that
•Event-, exception-based planning
Event- exception-
depends on periodic information pulls. Such a business is exposed to
exposed
unnecessary risk during the planning cycle. •As-needed planning, not just periodic
As-
-From “The Sense and Response Enterprise”, OR/MS Today, April 2002
Enterprise” 21


Case Study 3 Watch Manufacturer Case study –
S&OP Synchronization to Sales Model
BEFORE AFTER
• Manufacturer of Swiss watches • New relationships with contract mfgr to
unique internet auction sales warehouse components not finished inventory
model • Synchronized auction sales schedule with
• 30% Margins but growth production master plan
constrained by working capital • Dropped working capital consumption to
loans almost zero on new products
• Online auction sales model • Improved from 30% margins to nearly infinite
working but starved for inventory as pay suppliers after sale is made
• Contract Manufacturers pushing • Collapsed new product introduction through
product setting up postponed parts in China
• Overstock sales model business • Reduced freight spend by 20% with realtime
confused core busienss inventory visibility plugged into the S&OP plan
• Business scaling on internally working capital
• Made fulfillment a core competency to assist
sales

22

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Step 3 – Auction Planner uses Spreadsheet Template of Choice … data fed by
S&OP Cockpit

Luxury (14 Auctions) Displaying auctions from: 1 to 14
Images Lot# Description Qty Current Bids Closes
Hide Bid
10462468 Duboule MYSHKIN Automatic 9 $116 33 Mon Aug 08,
8:00 pm PT
Multi-Function Watch

10462469 Louis Bolle EMINENCE Power 10 $80 31 Mon Aug 08,
8:00 pm PT
Reserve Black Leather Strap
Watch
10462470 Rousseau LEGATO Automatic 9 $65 16 Mon Aug 08,
8:00 pm PT
Multi-function Visible Balance
Watch
10462515 Louis Bolle AURORA Multi- 2 $45 6 Tue Aug 09,
9:00 am PT
Function Blue Leather Strap
Watch
10462516 S.U.G. LEXINGTON 2 $50 9 Tue Aug 09,
12:00 pm PT
Chronograph Bubble Crystal
Watch
10462492 Louis Bolle LIASON Automatic 3 $107 13 Tue Aug 09,
3:00 pm PT
Dual Time Visible Balance Watch

10462484 Duboule DUMFRIES Automatic 32 $60 38 Tue Aug 09,
8:00 pm PT
Silver Dial Watch

10462488 Rousseau CANTATA Automatic 10 $45 20 Tue Aug 09,
8:00 pm PT
Dual Time Power Reserve Watch
23


Step 4- Auction Plans from 2 weeks to 20 weeks out are run through DCRA’s
Master Planning Distribution Planning Algorithms

24

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S&OP Increases Partner Involvement
Current:
Demand (Sales-out)
(Sales- • Build Plan
• 2-4 week LT Build Plan
Improve responsiveness by: ENI
Mfg
•Providing partners with quick visibility into Partner
Time
demand picture (sales-out, sell-thru)
(sales- sell- Time

Target:
Build Plan smoothing

Demand (Sales-out)
(Sales- • Build Plan Build Plan
• 0-1 week LT Line scheduling,
ENI material planning
Mfg
Providing suppliers with quick demand visibility Time Partner
Time
allows for:
•Alignment of short- and mid-term capacity allocations
short- mid- • Demand signals Mid-term
Mid-
and material purchases to potential upside in demand • 0-1 week LT capacity, material
•Planning of transportation resources to meet alignment
Sales-out, Sell-thru,
Sales- Sell-
potential demand upside event visibility
•Quick reduction of inventory liabilities in case of
unanticipated reduction of demand 25


Case Study 4 - Boeing Robotics Machine tool
Manufacturer – Advanced Integration Technology
BEFORE AFTER
• Custom Job Shop Every • ISO 9001 Certified in 4 Weeks using
Project Scheduled S&OP Approach
independently • Trained Engineering Production and
• Requests to in and Sales to Identify Constrained Materials
outsourced production Early
done differently • Coordinated Plan across projects
• Schedule based on • Design coordination of reuse of
picking date acceptable robotics, heavy mfgr components and
to customer then electrical assembly
making it work
• Profitable but dates
• Reduced transport spend 10% while
doubling business sales
always slipping
• Onsite assembly at
Boeing sites
• Heavy transportation
coordination expedited 26

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What is S&OP ?– reduces and coordinates
lead times and synchronizes transport times
Liability Liability
Liability
Liability
Liability
Horizon: 10 – 22
Horizon: 5 -11 Partner
weeks
weeks Order Communication LT
Partner
Related LT 0 day
Order Communication LT
Related LT 1-2 wks Planning LT 0 day
Transportation /
Planning LT 1-3 wks Distribution LT 1 day
Transportation /
2-4 wks Mfg LT 1-6 wks
Distribution LT
Mfg LT 4-6 wks 4-5 wks
4-8 wks Lead-time
Lead-
Lead-time
Lead-

Cutting cycle times reduces lead times. Some methods:
•Have access to inventory and in-transit information
in-
•Increase planning granularity
•Automate to receive and process data quickly
•Communicate quickly with partners
•Incorporate frequent feedback loops from partners
•Use air-freight when appropriate (as dictated by analysis)
air-
•Make decisions quickly
•Increase visibility of demand to CM/OEM/Suppliers
27


Case Study 5 – Contract Logistics Provider Hi-tech
Shared Fulfillment Services
BEFORE AFTER
• Customer delivery • Could justify value of inbound visibilty
schedule not from Asia to customer
coordinated with • Established competency to Setup
manufacturing schedule Postponed manufacturing to support
• Could not explain value items for client – help flexibility of
of visibility provided client S&OP process
over commodity • After LSP could illustrate and quantify
services value to client for them to plan demand
• Tried to solved all and supply better
problems outbound by • Cut transport bill 10% to their
storing inventory customer while improving margins
• Inventories to large and and overall profits to LSP
inventories of “not the • Created new inbound transport
right product” created offering linked to inventory not just
excess storage freight brokerage margins
requirements 28

14


Real Time S&OP Order Commit™ - A Google Like
Real Time S&OP Targeted to give Logistics Service
Providers a Service back to shippers

29


Case Study 6 – State of Texas Industry Cluster
Initiative
BEFORE AFTER
• Focused on Global Distribution Postponed
• Chasing R&D business mfgr as largest business development
without regard to opportunity
leveraging strengths • $ and training could be used 80% common
• Industry needs all • Setup program for Global Trade Academy
considered unique to Teach Texas Business about managing
• $ spent independently demand and supply globally – revolved
• Unlikely to get Legislature around S&OP Concepts
Funding • Led to $300 Funding of States Emerging
• Mfgr Assistance $ Technology Fund
considered unproductive • Trained States Manufacturing Assistance
unpopular Center on Lean Supply chain using S&OP
• Supply chain success not • Led to Department of Labor / Commerce
even considered as part of WIRED grants
business success and jobs
creation
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Free On Demand Global Trade S&OP “How to”
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DCRA Inc. Supply Chain S&amp;OP Solutions Summary

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