Learn about The Porter Consultancy (TPC), what we do and how we help clients build channel sales, supply chain and product life cycle solutions.

1. The Porter Consultancy (TPC)
Company Presentation
TPC INTRODUCTION & CASE STUDIES

2. TPC: Company Profile
Consultancy House incorporated in 2011
with two offices in the UK & Czech
Republic
Specializing in channel intelligence, supply
chain optimization, sales BI & data
visualization
Built a unique platform & approach to E2E
product life cycle intelligence & channel
analysis
Tried and Tested methodology with “blue
chip” client base
Created by two business intelligence
consultants specializing in Distribution &
Channel analysis with Supply Chain
backgrounds and over 15 years of
experience

3. TPC:
What are our core skills?
Channel Intelligence
World-class approach to
assessing channel
components
Driving efficiency &
optimization
Linking channel strategy
to sales and margin
discussions
Business Intelligence
RTM Analysis
Supply Chain
Optimization
Channel Landscape
Assessments
Data enrichments experts
DataVisualization
Industry-leading approach
to using visualization tools
Experts in creating
business insights
UtilizingTableau software
Clients….
3 projects

4. How do we utilize these skills?
Bookings Backlog Shipments Inventory Sales Landscape
Baseline Project
Profitability
Risk &
Compliance
Acquisition
Strategy
Capabilities
“Soft” vs “Hard”
booking
VirtualCommitted Inventory
SKU
Availability
Reseller
Backlog
Weeks of
Backlog (WOB)
In-Transit
Days
Constrained
SKUs
Linearity
QBRs
Business
Planning
ROWC
Market
Penetration
INCOTERMS
Logistics
LeadTimes
Product
Ranking
Weeks of
Supply (WOS)
Sales Risk
Distressed
Inventory
Tracking vs
Plan
Tracking vs
Target
SupplyChain Optimization & Inventory Management Channel Optimization
Distribution & Channel RTM Performance
KPIs &
Metrics
RTM
Modelling
Productivity
TotalAddressable Market (TAMOpportunity)
TPC ProfitabilityAssessment
Tableau Reporting & Analytics
DIP & ROP
Tools
Disti 360Tool IPALMTool

5. Growth vs Supply Chain Optimization
Cracking the Channel Challenge
• To grow profitably and optimize resources businesses must understand all the key facets of what ultimately makes their business succeed or fail
• Partnering with other vendors, distributors and resellers can create diminishing returns despite strong sales revenues and a good pipeline of customers
and business
• The key element is understanding the machinations and effect of the working capital model
• An essential component of TPC’s approach is to incorporate Return on Working Capital (ROWC) models into our offering, built via simple
frameworks and utilizing pre-existing account management relationships
• Partner and Supplier profitability gives any business full visibility into their real success AND where optimization opportunities exist to improve their
bottom line
• TPC personnel have spent years working in Supply Chain Optimization roles, built ROP tools and designed and implemented new approaches and
tools for suppliers & distributors creating a 360° view of Inventory and their effect on sales and projects
Inventory Profile Q4 Week 13 Ending
THEATER Inventory ($) Inventory (WOS) TOP 120 TOP 240 TOP 360 TOP 40 DC SB TOP 60 TOP TP 20
AZLAN 47.8 3.7 95.83% 83.33% 59.17% 52.50% 96.67% 60.00%
COMSTOR 57.3 3.3 96.67% 88.33% 88.33% 52.50% 93.33% 35.00%
INGRAM 44.7 5.0 90.00% 83.33% 79.17% 40.00% 88.33% 0.00%
LOGICOM 9.5 6.1 86.67% 61.67% 29.17% 15.00% 98.33% 20.00%
MAGIRUS 8.7 4.7 7.50% 3.33% 0.83% 40.00% 0.00% 0.00%
REGION CENTRAL 15.3 5.9 95.00% 70.00% 49.17% 22.50% 96.67% 5.00%
REGION EMERGING 61.8 7.8 99.17% 93.33% 89.17% 47.50% 96.67% 55.00%
REGION NORTH 1.8 2.6 59.17% 22.50% 10.00% 10.00% 90.00% 0.00%
REGION SOUTH 8.7 3.7 90.83% 63.33% 40.83% 15.00% 98.33% 0.00%
REGION UK&I .4 1.3 30.00% 5.83% 4.17% 0.00% 15.00% 5.00%
GRAND TOTAL 255.9 4.6 100.00% 100.00% 100.00% 82.50% 100.00% 80.00%
Key Indicators
View This Week ($)* Last Week ($)* Variation SKU Mix Profile, 360 Disti View
INVENTORY 255.9 285.5 -10.4%
BACKLOG 94.9 93.9 1.0%
SHIPMENTS 28.8 42.2 -31.7%
BOOKINGS 53.4 68.7 114.1%
POS 108.6 66.0 52.7%
Quarter to Date Actuals vs Targets
View
Quarter To Date
Actuals ($)
Quarter To Date
Actuals (%)
Quarter To Date
Target ($)
Quarter To Date
Target (%)
GPOS 726.6 99.7% 729.5 100.1%
Bookings 476.6 68.7% 523.8 75.5%
Shipments 552.0 80.2% 688.0 100.0%
Virtual Inventory
THEATER
AZLAN 76.5 6.0 Virtual Inventory, Disti 360 View
COMSTOR 88.8 5.2 All European Partners
SKU AVAILABILITY
Virtual Inventory
($)
Virtual Inventory
(WOS)
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
.0
50.0
100.0
150.0
200.0
250.0
300.0
350.0
400.0
450.0
500.0 ($)
Sum of z
Other
Sum of Top
TP 20
Sum of Top
SB 60
Sum of Top
40 DC
Sum of Top
360
Sum of Top
240
360˚ Disti View Dashboar d
FY14 to date, Quar ter 4 Week 13 Ending ,
6th August, '14
47.43%
10.62%
7.57%
2.20%
4.15%
1.30%
26.73%
Sum of Top 120 %
Sum of Top 240 %
Sum of Top 360 %
Sum of Top DC 40 %
Sum of Top SB 60 %
Sum of Top TP 20 %
Sum of z Other %

6. Back to Basics: Route To Markets (RTMs)
Understanding the Channel Options
Manufacturer/
Vendor/ Supplier
Reseller
(2Tier or “Indirect” Partner)
Reseller
(1Tier or “Direct” Partner)
End Customer
(Base)
End Customer
(StrategicAccounts)
Distributor Technology Partner

7. Account management &
partner responsibility
Partner Landscape Strategy
Working Model
How the RTM Model effects all Partner
Landscape components Market &
RTM Model
Country
Analysis
Partner
Landscape
Partner
Capabilities
Partner
Profitability
1. Market size byTechnology
2. Supplier RTM model
3. Distribution/Direct Relevance
1. Focal points: wallet share,
reseller breadth, ecosystem
suppliers & sales support
2. Distribution landscape – Market
share by architecture…Supplier
ecosystem and vendor
competition
3. Direct Partner Dependance
1. Partner Health – KPIs already
defined
2. Ability to focus performance by
Technology and compare
3. Business Plans – proactive view
of expected performance
1. Partner Profitability optimization
based on analysis of specific
market opportunities and
individual capabilities of key
partner base
2. Supply Chain Optimization
3. Full ROWC built including
industry-standard metrics
(GMROWC/ GMROII/ IGC
/ Inventory Levels/ CreditTerms)
1. Country Problem Statement
2. No. of Distributors defined by
market opportunity and Disti
Share byTechnology
3. DistiThresholds defined by
profitability
4. Disti coverage gaps identified
Supplier
responsibility
Account management &
partner responsibility
Supplier
responsibility
Supplier
responsibility
Responsibility for
Data

8. Case Studies- Summary
Case Study #1 Case Study #2 Case Study #3
Inventory Optimization
Profitability Improvements
Partner Analytics Program

9. Case Study #1: Inventory Optimization
Cisco Systems, EMEAR
Problem Statement
With a large distribution base concern over the sub-optimal status of
Inventory & Backlog management. No proactive engagement existing to
drive ordering and stocking improvements
Solution
Build an interactive tool to manage the product life cycle phases and
automate ordering and D2D transfer recommendations
• Top-Down Inventory & Backlog Planning
• WW/Geo/Theatre/Region/Strategic Accounts
• Bottom-Up Inventory & Backlog Optimization
• Individual Disti Account Level
Forward Procurement – Optimizing what we are going to get
Backward Procurement – Optimizing what we are having already

10. Solution: 360˚ Disti View “IPALM Tool”
1. The 360˚ Inventory,
Product & Life-Cycle
Management (iPALM)
concept: a one-stop
location for sourcing all
product & pricing
information,
optimizing Inventory,
Backlog & POS from
bottom-up
methodology through a
workflow-driven front
end that drives
executable actions
2. Contains Product & PLC
Management and
Pricing information for
over 500,000 Cisco
SKUs
3. Modular system to pull
reports, manage 5Q,
optimize Sales and
Inventory bottom-up
4. Ability to quickly adjust
report parameters to
provide ad-hoc or new
regular views

11. Case Study #2: Profitability Improvements
Ingram Micro (Aptec), Middle East
Problem Statement
Lack of data intelligence existing to enrich combined supplier/distributor
information. No visibility into profitability improvement opportunities by
product sets
Solution
Build an analytics data warehouse to combine & enrich data from both
parties. Create a front-end visualization platform containing business
insights to provide opportunity analysis for profitability improvements
Market Intelligence
(Ranking vs Competition,
Growth vs Region)
Sales Intelligence
(Account Performance,
Segmentation & Plans)
Partner Intelligence
(Productivity &
Profitability)
2. BIApproach
1. Data Warehouse created to store and query
ERP Master Data incl. Bookings, Rebates,
Inventory, Credit Capacity & Margins
3. Data visualization completed usingTableau software

12. Aptec – Productivity & Dependency
Productivity,
Partner Dependency
&
Margin-rich
Opportunities*
Work in progress
Phase 1 completed
(data modelling – Cisco)
Phase 2 Aug-Dec
(data enrichment – IM)

13. Case Study #3: Partner Analytics Program
Vmware, Global Partner Org
Solution
Third-party channel expertize (TPC) to take ownership of the Partner
Analytics Program and drive user adoption through data-enrichment and
director through to account management engagement project
Problem Statement
Vmware adopted Tableau in 2014 but are struggling to manage their dashboard environment with low user adoption, obsolete reports and
and lack of BI skills

14. What lasting value will the TPC engagement bring?
Answers to Questions
• Is your Channel Strategy aligned to the changing business direction?
• How optimized are the distribution and direct partner landscapes?
• Do your partners have the capabilities and capacity to grow with you?
• Monetized and Quantified recommendations to solve problems
Account Management:Team Engagement
• Intelligent client between partners and account managers
• AMTraining to ensure partner management is a strategic engagement
• Endorsing a standardized Strategy meeting & QBR
Lasting Legacy: Data Management
• An embedded sales-aligned approach to data strategy
• Platform created usingTableau for enterprise-standard visualization
• Opportunity forTPC to manage data refreshes and improvements as a legacy
service

15. Summary
Key Messages
• Take advantage of a young talented consultancy with world-class expertise in a fast-
moving market
• Technical capabilities range through RTM analysis, channel strategy, business planning, supply
chain optimization, business intelligence (BI), data visualization & senior project management
experience
• Ability to perform as the outsourcing arm to manage reporting requirements
• What did we miss? Contact us with any questions:
info@theporterconsultancy.com
0845 528 0234
www.theporterconsultancy.com

16. TPC – Pricing Models
PRICING MODELS

17. Pricing Models - Overview
Variations – budget – risk – expenses - results
TPC operate can operate under 3 pricing models which provide
flexibility for the potential client. Budget release is not regularly
assured for specialist or boutique consultancies therefore
pricing options provide an opportunity to work together
whatever the situation.
The 3 models are simple and differentiated by variations in
payment points and budget and/or cashflow responsibilities.
The 3 models are:
• Milestone
• Hybrid
• Performance
Milestone is a standard time & materials model while Hybrid &
Performance are modelled vs an incremental target defined at
the inception of the project

18. Pricing Model #1: Milestone
In Milestone the project budget and deliverables are co-managed between the customer &
TPC
Payments are released in either monthly incrementals or milestones delivered against pre-
defined project goals
No “back-end” payment linked to financial performance
Consultancy day rates used (overheads & margin included)

19. Pricing Model #2: Hybrid
In Hybrid the project budget and deliverables are co-managed between the customer &
TPC
Payments are released in either monthly incrementals or milestones delivered against pre-
defined project goals
Payments for consultancy services are priced at cost
Consultancy day rates used (overheads included only)
Performance payment made on project completion

20. Pricing Model #3: Performance
In Performance the project budget is managed by TPC with the deliverables co-managed
Payment is released on project completion and linked to the pre-defined performance
objective (for example: incremental sales growth or margin improvement)
Payments for consultancy services are priced as a % of the incremental sales or cost savings
Requires strict agreement on how achievement is measured

21. Backup