1. Pivotal Architecture Group Exercise 10 Don Brancato Neeraj Gupta Joshua McDonald Mark Bowne Michael Miller

2. Conceptual View: SOW

3. Critical Business Problems Defined Routing inefficiencies observable High cost per mile for aircraft and trucking fleet Low sales in geographic areas Timeliness not apparent New package tracking system high Internet reliance – some geographies poor comm High equipment cost/maintenance in certain areas Unprofitable Routes are not easily identified Real-time reporting for ‘best routes’ absent

4. Proposed Business Solution: Package Routing Continually reports current state of regional through global delivery Defines corps target: efficient, profitable global delivery

5. Enterprise Architecture Proposed Scope Phase 1 ($3.5MM – 5MM) Identify key profitable global delivery routes Rationalize non-profitable routes Phase 2 ($6MM – 10MM) Implement global delivery routes

6. Major Constraints Budget Timeframe to merger completion Resource Availability Technical Resources Transportation Stock (aircraft, trucks)

7. Stakeholders Involved Global Business Operations Transportation Management Marketing Sales and Distribution CxO

8. Operational State ‘To Be’ Real-time route reporting in 6/12-months Opex savings estimated at 15% year 1-3 Capex savings estimated at 8% annually after 2-years Competitive market increases to 5-10% Global delivery solution, compared to previous regional paradigm