This document is a presentation from Executive Business Intelligence (EBI) that summarizes their services and expertise in strategy, supply chain, and change solutions. EBI aims to advise clients and develop partnerships through quality services. Their five key service areas include business strategy, operations strategy, change management, technology, and interim resources. EBI uses a six sigma DMAIC process for their projects and has offices across Europe, Asia, and the Middle East. The presentation discusses the increasing importance and complexity of supply chain management for businesses.

1. EBI
Your partner
for all
Strategy,
Supply Chain
&
Change PRESENTATION
solutions
MAY 15TH, 2011
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific
permission of Executive Business
Intelligence Pte. Ltd. is strictly prohibited
EXECUTIVE BUSINESS INTELLIGENCE

2. EBI: Our expertise and realizations
EBI’s Mission:
Our team of practitioners uses a personalized approach to achieve its mission to:
o Advise and integrate innovative value-added solutions
o Encourage the development of its resources through collaboration, ongoing competency improvement, and
involvement in the organization's day-to-day operations
o Develop a unique partnership with clients, based on quality, innovative and personalized services
o Ensure we transfer our best practice knowledge to ensure that all processes and systems are in line with current
and future global standards
Our business is to support your business
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3. Our strategy and change solutions are focused around five key areas
 To inject into your team the core expertise  Determining where and how to invest
required to keep the high standards you resources and leadership attention
demand
INTERIM BUSINESS
RESOURCES STRATEGY
MAXIMISE
VALUE
 Determining the best  Designing and
Technology possibilities TECHNOLOGY OPERATIONS implementing successful
and realities of technology operating models
STRATEGY STRATEGY
ORGANIZATION
CHANGE
MANAGEMENT
STRATEGY
 Building the change architecture and
organizing the people enablers
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4. The Five service areas of EBI ensure an end-to-end service model for its clients.
Business Strategy Operations Change Technology Interim Resources
Strategy Management
Assist clients to move Assist clients to ensure Assist clients with Assist clients with To inject into your
from issue to that their Supply Chain implementing a implementing & using team the core
outcome, with speed, runs at maximum company culture the right IT solutions expertise required to
certainty, and strategic efficiency and at which is constantly for their business keep the high
focus. minimum costs adaptable to new standards you demand
directions.
• Analytics • Supply Chain strategy • Change management • Dashboard – KPI • Rapid Reaction Team
• Business process • Stress test • Management • Modernization & • Interim Management
management • Cost analysis Information Systems & Optimization • Organizational structure
• Operational Excellence • Network Modeling & Control • Delivery & sourcing review
• Process & Innovation Simulation • Business process systems • Talent & Organization
Performance • Supply Chain planning & improvement • CAST Performance
• Customer Relationship optimization • Stakeholder • Warehouse management • Database of 650
Management • (New) Facility design Management Systems practitioners
 Performance • Sustainability & Go- • Modernization & • Complaint Management
Management Green Optimization systems
 Strategic and Program • Transport Planning &  Communications
Planning optimization Strategy
 Finance & Performance • Raw Material
management Management
 Management • Educate, train, facilitate
Dashboard/ Scorecard and implement up-to-
 Business Intelligence date best practice
procedures
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5. EBI uses the six sigma DMAIC process as standard approach for its projects.
Define
Define Project
Document Processes
Control Control the
process with
Measure how well
existing process really Measure
statistical fulfils existing customer
methods. needs
Analyze process data & main
Improve & optimize causes of defects / issues and
processes determine possible areas of
improvement / gaps
Improve Analyze
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6. Our offices are spread across Europe, Asia & the Middle East ensuring close proximity to
our clients.
London
Paris
Bangkok
Dubai
Singapore
Head Office
Offices
Associate Partners
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7. The relevance of Supply Chains to Businesses has become far greater in recent years
Some Reasons:
• Globalisation/Expansion Trade is Irreversible.
• Higher Expectations and Demands by Customers.
• Inefficient Supply Chains result in poor customer service and weaker financial results
• Companies Compete with Their Supply Chains
• Supply Chains Getting increasingly more complex
• More focus on order to cash cycle
• McKinsey estimates 85% of world’s GDP will be sold across int’l borders within 20 years
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8. Common supply chain problems at customers show the importance of proper Supply Chain
management
• Lack of relevant SCM metrics: How to measure responsiveness?
• How to measure efficiency, costs, worker performance, etc?
• Poor inventory status information
• Transaction errors & Misplaced inventory.
• Information delays, dated information, incompatible information systems
• Spoilage & theft.
• Product quality and yield
• Lack of visibility in Supply Chains
– Do you know the inventory your distribution centers hold?
– Do you know the inventory your fellow retailer holds?
• Poor delivery status information
• Not knowing the order status
• Poor IT design
• Unreliable, duplicate data
• Security problems: too much or too little
• Ignoring uncertainties
• “The flight from uncertainty and ambiguity is so motivated that we often create pseudo certainty. (source: Nitin Nohra, HBR February
2006 issue, p.40.)
• Internal customer discrimination
• Giving lower priority to internal customers than external customers
• Poor integration
• Elusive inventory costs
• Accounting systems do not capture opportunity costs
• SC-insensitive product design
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9. Supply Chain Optimization as key success factor for companies
Area for review:
To optimize storage sites and logistics processes
in order to reach world-class standard
Typical Project Requests:
o Storage site design & optimization
 Site assessment and capacity diagnosis
 Storage site design and optimization (MP, WIP, PF, MRO, etc.)
 Applicable technologies selection
o Optimization of logistics processes
 Diagnosis of logistics operations using in depth analysis
 Optimization and reengineering of processes
 Development and implementation of labour standards
 Optimization of product positioning (slotting)
Tools:
o Diagnosis: Analytics, Dashboards, Auditing
o Drawing: AutoCAD
o Simulations: CAST DPM & CLASS (Warehouse Simulation)
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10. (New) Facility Design best practice is key in optimizing the supply chain and maintaining a
low cost basis
Area of review:
To assist our customers in getting world-class buildings and facilities optimised
for their individual requirements
Our consultants have experience in designing facilities for both warehouse and transport operations to
ensure a safe and environmentally friendly workplace which is also cost effective to operate and provide
maximum efficiency and flexibility.
We have successfully designed and implemented Distribution Centres of up to 60,000 square meters,
including Internal fit out, mechanical handling equipment and fully automated systems.
Capability for delivery of Turn-Key Solutions and management of multiple contractors.
• Green-Field or site improvements
• Data Analysis to confirm sizing etc
• “Floor Up” Design evaluations
• Internal Fit Out:
• Racking evaluation and design
• M.H.E.
• Conveyors and sortation equipment
• Operational office layout
• Lighting
• Safety equipment
November 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 10

11. There are many different areas in (New) Facility Design that need to be taken into
consideration
EBI / Customer/ Contractor Joint Project Team
Our Consultants are experts in considering all factors in new warehouse designs such as:
• Capacity • Future use flexibility • Pedestrian access • Special needs
maximization • Goods vehicle and walkways • Staff movement
• Communications parking • Piling • Staff vehicle access
• Construction costs • Government • Plot coverage • Staff welfare
• Construction regulations • Pillar positions • ISO & GMP
timescale
• Green image • Power locations • Storage equipment
• Corporate standards
• Culture & religion • Health & Safety • Power usage • Sustainability
• Customer • Hygiene • Prevailing weather • Temperature
requirements • IT Systems • Process flows regulation
• Damage limitation • Integration of • Product flows • Transport
• Driver movement handling equipment • Product protection management plan
control
• Location & Aspect • • Vulnerable traffic
• Durability Productivity
• Environmental • Low cost lighting management • Vehicle access,
factors • Maintenance and • Risk protection egress and parking
• Fire protection upkeep • Seasonality factors • Ventilation
• Floor flatness • Natural lighting • Visitor movement
• Security & CCTV
• Floor strength • Peak handling control
Strength in Operations from Secure Foundations
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12. Appendix I
PARTNER IN MIDDLE EAST
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13. Our Associate partner in Dubai - Logistixware
Logistixware specializes in supply chain and logistics - consulting, software solutions, systems integration and
performance analysis. In today’s complex supply chain environments, Logistixware understands the challenges
and provides its clients with solutions keeping their unique needs in mind.
Logistixware’s business model is based on successfully leveraging our association with internationally renowned
partners such as Manhattan Associates, Cubiscan, Psion Teklogix, Symbol.. for supply chain execution solutions to
ultimately provide its customers a fulfilling experience using world-class technology solutions with a local flair.
Headquartered in Dubai, Logistixware covers projects in the region encompassing the GCC (UAE, Qatar, Saudi
Arabia, Oman, Bahrain and Kuwait) and the greater Middle East.
Logistixware Customers
Mr. Hemal Shah MBA hemalshah@logistixware.biz www.logistixware.biz
P O Box 2 Dubai, United Arab Emirates
Tel: + 971 4 3311605 Fax: + 971 4 3317088
info@logistixware.biz
November 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 13

14. Appendix II
SAMPLE OPERATIONAL ASSESSMENT TOOLS
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15. Sample Operational Assessment Tools -1
Assessment Overview Checklist
The purpose of this overview is to define the The detailed Operational Assessment checklist contains 8
steps required for conducting Operational chapters split in 29 sub chapters with a total of 700 questions.
Assessments on Logistics warehouse sites. The
Operational Assessments will look at various
components such as Safety, Health, Environment,
Operations, Performance, Systems, People,
Finance, and Risk Management.
Audit
Sample scope of Operational Assessment :
Safety, Health, and Environment Operations People
Environment Inbound Communication Audit
Facility Infrastructure Outbound Training
Safety Inventory Management Qualification The Audit Summary will show the overall score per chapter/sub-
Security Returns Management Attendance / Retention chapter, including a spider-web graph for visual understanding.
MHE & Pallets Housekeeping Health & Safety Policy
15
Material Storage & Handling Office
Finance
Performance Additional Services Budget & Margin
KPI’s Transportation Debit & Credit
Continuous Improvement Value-added Services
Best Practice Risk Management
Customer Relation Systems Contingency Plan
WMS Operational Assessment
Network Legal
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16. Sample Operational Assessment Tools -2
Rating System Documentation Review
A binary rating system will be used to complete the Example of documents (procedures, work instructions, records etc)
Operational Assessment form. For each topic of the which will be reviewed during the Operational Assessment.
Operational Assessment checklist, the auditor will
assign a rating: either 1 or 0, depending on whether Minutes of meeting, both internal and external (with Roles &
the site satisfies the criteria in question. The ratings Responsibilities / job description documents
will be used in trend analysis and total performance
calculation.
Safety, Health, and
Should an area mentioned in the Operational Environment Operations
SOPs (min. Inbound, Outbound,
Systems
Sample manual processing
Assessment form be irrelevant for the Assessed site, Safety Training Manual Cycle Count)
Inventory check results /
forms
the auditor has to indicate a ‘NA’ so that this Accident Records variance reports (in case WMS fails)
Fire Certificate Records of exception handling
component will not be taken into account when Equipment Insurance
Certificate Finance
calculating the performance. MHE Safety Operating
Certificate Additional Services Contract
MHE Maintenance records Transport delivery schedule Operating Budget
MHE checklist Vehicle maintenance forms Billing SOP
MHE downtime log Driver’s checklist
SOP / Work Instruction for
ESD handling instruction Value-added services Risk Management
Contract (max liability
clause, SLA etc)
Performance People Operating licenses
Proof of Operational
KPI Reports (QBR etc) Organization chart Assessments (forms)
Records of staff
attendance/absenteeism & Records of corrective action
turnover plan
Continuous improvement / Business Continuity Plan /
best practice example HR Manual Emergency Response plan
Manual back-up plan
Health & Safety Policy (sample forms)
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17. Sample Operational Assessment Tools -3
Detailed Checklist Detailed Checklist
In addition to the binary rating system, the auditor is The idea behind the “Green the Wheel” principle is to use a very
encouraged to document the observations made during visual method to give the status of a project, sector or anything
the Operational Assessment: Detailed Operational else. The simple goal is to get all boxes colour green…
Assessment Checklist.
Each section will be colour Green if the corresponding
Operational Assessment Findings including Best chapter/sub-chapter scores above 85%, Yellow (low risk) if
Practices & Recommendations. between 60%-85% and Red (high risk) if below 60%.
Recommendations Consolidation Report
Operational Assessment Findings including Best Consolidated summary report / graphs assist to visualize the weak
Practices & Recommendations. area for improvement
November 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE
Consolidation