PowerPoint Design Services for Management Consultants, Private Equity Investors and Companies

Sample Chart Library January 2012 Confidential

2006 - 2011 Outsource Professional Services - All rights reserved

Skill assessment and professional development in a global environment are key success factors

Skill assessment program

Main Activities Increased job rotation within procurement

1 Customer 5 8 Language 4 3 2 7 Managerial 1 Base Mature 6 Leadership / Social Advanced 5 Negotiation 4 Contracting 3 Supply market 2 Supplier

International assignments (including frequent exchanges with CEE countries) Cross functional people exchange Formalised GP professional development paths Dedicated high potential programmes

1 I, G, A, P only languages, Bulgaria

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Driven by the current challenges, Companies are moving towards global models together with standardized / common processes and systems
Procurement Organization Model Trends
xxx New business models xxx xxx xxx xxx Standardization Level Common systems and processes xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Current systems and processes xxx xxx xxx xxx

Country

Region Consolidation Level

Achieved Current Trend Financial Svcs Industry Other Industries

Europe / Global

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

XXXXX has potential to improve purchasing health

Share of participants, Percent xx% 30 30 30 30 30 30 0 1.0 2.0 3.0 Average purchasing survey score1
Middle of the pack

xx% Your companys purchasing health score

xx%

4.0

5.0

Purchasing leaders

Purchasing followers

Your company

1 Average purchasing scores by performance: purchasing followers x.x, Middle of the pack x.x, and Purchasing leaders x.x

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

XXXXXs purchasing health compared to industry

Strategic alignment Strategic alignment and posture 5 4 Performance management 3 2 1 0 Category value creation strategies Talent management

Knowledge and information mgmt.

Mindsets and aspirations

Capabilities and culture

Structure and systems

Crossfunctional collaboration

Average scores Your company: x.x Your industry: x.x All companies: x.x

Organizational structure Strategic value chain impact

Category purchasing processes

Category management and execution

Your company

Banking Industry average (sample size xx)

Range of xx% of companies in industry

Sample slides jk_Updated.ppt

2011 Outsource Professional Services - All rights reserved

 with an extensive geographical presence in Europe

European branch network and banking subsidiaries
Countries where the Group operates via local banks controlled or in which it has a significant equity interest xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx Countries where the Group operates via its own branches, representative offices, small banking subsidiaries, or investment centers (Pioneer) DE xxxxx AT xxxxx IT xxxxx AZ xxxxx Baltics xxxxx BA xxxxx xxxxx BG xxxxx HR xxxxx CZ xxxxx HU xxxxx KZ xxxxx KG xxxxx PL xxxxx RO xxxxx RU xxxxx RS xxxxx SK xxxxx SI xxxxx TJ xxxxx TR xxxxx UA xxxxx

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Enhancement of support and control over procurement activities through processes and tools
PO activities are, at present, not systematically supported / monitored with IT tools. Major investments are needed in order to obtain an end-to-end control / management over the whole PO value chain Budget management Demand management Vendor management Negotiation Fulfillment Payment Spend analysis

Not supported by IT tools

Fully supported by IT tools

Example of improvement needed / GAPs vs. best practice Demand management Spending action planning Identification / strandardization of goods / services needed Demand consolidation at Group level Vendor management Vendor selection Vendor qualification Vendor list Vendor ratingranking Vendor monitoring

Improvement needed in Monitoring & Reporting tools Level of control Must have Cost MIS MS Office (AS IS) Semanti Engine

Negotiation Approval workflow On line-off line negotiation management Operational contest Derogation exception to approval rules Contract management alert Contract search page Based on Manual Cockpit based on Office applications (excel)

Dynamic spending analysis tool Mono-dimensional analysis (limited category views) Spend data

Full spending analysis Multi-dimensional analysis (global category view) Spend data

Vendor management

Monitoring and reporting

Negotiations data

All Region Process need to be modified in order to have LTA coverage

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Efficiency benchmark of sourcing functions

XXXXX profile show a combination of high coverage and high performance among FS peers
Savings rate

Coverage ratio

Sourcing function ROI

Volume per buyer

Low Low Low Medium

Medium

High

Automation level

Medium High Stakeholder process management Medium Skills and seniority High High Supplier relationship management xxxx Average per item Best in class per item

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

While XXXX has xx% market share on time spend in GER, in RU XX% of time spend is not allocated by one of the larger property portals
Total Minutes (Million)
Germany xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% xx% France United Kingdom Russia xx% xx% xx% Italy

DRAFT

xx%

xx%

xx% xx% xx% xx%

Category XXXX XXXX XXXX XXXX XXXX XXXX

Unique Avg. Visitors Min per (000) Visitor x,xxx x,xxx x,xxx xxx xxx xxx xx.x xx.x xx.x xx.x x.x x.x

Category XXXX XXXX XXXX XXXX XXXX XXXX

Unique Avg. Visitors Min per (000) Visitor x,xxx x,xxx x,xxx x,xxx Xxx xxx xx.x xx.x xx.x x.x x.x x.x

Category XXXX XXXX XXXX XXXX XXXX XXXX

Unique Avg. Visitors Min per (000) Visitor x,xxx x,xxx x,xxx x,xxx xxx xxx xx.x xx.x xx.x x.x xx.x x.x

Category XXXX XXXX XXXX XXXX XXXX XXXX

Unique Avg. Visitors Min per (000) Visitor x,xxx xxx xxx xxx xxx xxx x.x x.x x.x xx.x x.x x.x

Category XXXX XXXX XXXX XXXX XXXX XXXX

Unique Avg. Visitors Min per (000) Visitor x,xxx xxx xxx xxx xxx xxx x.x x.x x.x x.x x.x x.x

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Unterschiedliche Themencluster befllen die Innovationspipeline

A Share of Wallet Anbieter Quellenvernetzung Maklersoftware MaklerBrachenbuch

Kerngeschft Pricing 3.0 Regio Pricing Variables Pricing Premiumservice Nachfrager

Rund um die XXXX Bewertungsportal Dienstleistersuche

Mobile Offensive XXXX

Innovations - Pipeline
Kern F Wachstum Optionen E Adsales Strategie Neue Werbeform Targeted Behaviour Provisionsfrei D

XXXX (Energieausweis, Umzugsliste, Mobile Couponing) Augmented Reality

Immo-Spezialthemen1 Gewerbe plattform Regiomrkte (z.B.Saarland) Studenten-WG

Social Web Vermarktung Social Search Social Sales / Anbieter Leadgeneration

1 <______________>

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Wir schlagen vor, zunchst Produktcluster Sharing (I, III, IV, IX) umzusetzen
D. Social Web Verwaltung
Produktvorgaben Cluster von Netzwerkeffekten 1 bertragung von Aktionen der xxx Nachfrager/Anbieter ins Social Internet
I

Nachfrager Kostenlos
Collaborative Search Collaborative Evaluation
f t w f t w

Anbieter Kostenpflichtig / Umsatzgenerierend Kostenlos

III
f

Kostenpflichtig / Umsatzgenerierend
IV
f

II

Collaborative Search

t w

Leadgeneration fr Anbieter auf XXXX

t w

2 bertragung von xxx Content/Tools ins Social Internet

VI

Social Infos & Services Immo-Marktplatz Full Service

f t w f t w

VI
f

V
f

Social Infos & Services

t w

Immo-Marktplatz Full Service

t w

3 Aktionen durch neuen xxx Content/Tools im Social Internet fhren zu xxx

VII Fun Apps Mein Balkon Meine WG & Ich Wohnquartett

f t w

Umsatzmodelle auf Basis von Adsales

f t w

VIII

Immo-Marktplatz No Frills Fun Apps fr Anbietervirales Video

f t w f t w

VII

4 Einbindung des Social Internet auf xxx durch existierende Schnittstellen oder eigene xxx Lsungen 5 Nutzung zu Business Intelligence und Kommunikation

IX

XXXX Own Social Stream Collaborative Evaluation

IX
X f t w

X
X

II

XXXX Own Social Stream

Competitive Insight Page Tweet Backtype

XI

Social Stream Sales

f t w

IV

Leadgeneration fr Anbieter

f t w f t w

XII xxx internal Social Stream Watch

Facebook

twitter

w wer-kennt-wen

Ohne Social Internet Anbindung

Priorisierter Produktvorschlag

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

The different Facilities Management engagement models differ in terms of financial impact and change management challenge
Approaches to Facilities Services Sourcing
High Change management challenge Total FM outsourcing

Catering Cleaning Security Individual services sourcing

Bundled services sourcing Total Package Outsourcing

Building maintenance Property management Low Breadth of Impact High

Low

The trend is towards multi-category outsourcing, reflecting increasing supply market capability in this area over recent years

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Section 3: Selected Insights

X.X Major inbound transportation lanes

Key Supply Chain Paths for UK Plants
Reviewing the data from the detailed supply chain templates and the Schneider database indicates opportunities to rationalize the number of carriers, freight forwarders, and export agents by focusing on the key lanes of interest. Six lanes make up most of the transportation spend but we plan on analyzing all 8 lanes below Suppliers Import ports # of Carriers Direct material spend Inbound transport spend Suppliers # of Carriers Direct material spend Inbound transport spend Suppliers Export Ports # of Carriers Direct material spend Inbound transport spend Suppliers Export Ports # of Carriers Direct material spend Inbound transport spend xx x xx $xxm $x.xm x xx $xxm $x.xm xx x xx $xxm $x.xm x x x $xxm $x.xm Mexico Brazil US China Europe UK Suppliers Export Ports Japan x x India UK Suppliers Export Ports xx x

# of Carriers x Direct material spend $xxm Inbound transport spend $x.xm Suppliers Export Ports x x

# of Carriers x Direct material spend $xxm Inbound transport spend $x.xm

# of Carriers x Direct material spend $xxm Inbound transport spend $x.xm Suppliers Export Ports x x

# of Carriers x Direct material spend $xxm Inbound transport spend $x.xm

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Section 4: Recommendations

Premium Freight Management

Optimizing Premium Freight Transport
Inputs a request Material planner Requirements Availability XXX XXX Preferred carriers Negotiated Rates Premium freight management team Provide options within 4 hours Based on CMI load Request 4 hr Location Time requirements Weight / cube Web portal Routes turnaround Spot rates

Benefits Optimal cost for required delivery parameters (e.g., Next day vs. 3 day vs. next week) Robust tracking of premium events enabling potential process improvements

XXX

Delivery Material Cost planner gives a request ???

Option A XXX 1 Day $ xx k

Option B XXX 3 Day $ xx k Web portal

Option C XXX 1 week $xk

Option D XXX 1 Day $ xx k (Need to delivery to EBU to consolidate with load by 1 pm GMT)

Premium Freight group held accountable for lowering overall cost / kilo for Premium Freight

Select & recommends Material planner Option B in Web portal Plant manager (P&L owner)

Approves request In Web portal Pickup scheduled

Establishing a premium freight management group that has accountability for lowering the cost per kilo for premium freight while also tracking and reporting on Premium Freight requests has great potential in lowering Cummins overall Premium Freight expense
2011 Outsource Professional Services - All rights reserved
Sample slides jk_Updated.ppt

Section 4: Recommendations

Load Consolidation
Load Consolidation and Mode Shifting
Pre-requisites Solution design Existing India FCL bi-weekly Daventry ERP TMS Supplier A LCL Monthly Supplier B WMS- Red Prairie LCL Supplier C Quarterly Stamford India to UK Nhava Sheva China to UK Shanghai Software as service Mercury gate GT nexus Others Supplier A Proposed India Option A Supplier B Supplier C xPL Managed transport offering Real or vir- FCL Virtual Decon tual conWeekly solidation India Dave- Dar- Stamntry lington ford FCL Option B weekly Daventry Darlington X-Dock Stamford Europe to UK US to UK Expand CEVA EBU relationship to all plants Halifax Portsmouth Darlington Geographic lanes for consolidation

Mode shifting / load consolidation and increasing container utilization will require some type of TMS either through internal ERP or outsourcing to a xPL. The main opportunity areas for the EMEA XXXXX project are the Europe to UK, India to UK, China to UK and US to UK routes. However any solution chosen will also enable same efficiencies for other regions of the world 2011 Outsource Professional Services - All rights reserved
Sample slides jk_Updated.ppt

PIC macro process

Processing (1/10) 1 2 3 4 5 Calculate from needs per family Analyze prior PIC vs. actual for past month Initialize new PIC Adjust operations plan Internal capacity planning (Load profile / HR) (Compare load profile to min. / max. capacity) External capacity planning (Critical Materials Needs) (Check feasibility) Rework / optimize plan PIC actors (Load balancing, anticipation) Prepare monthly meeting (Measure adherence to Production, Procurement, RH, Financial plans) PIC monthly meeting

Actual production past month 1 Calculate from needs per family Macro routings / bill of labor

Prior P/C outputs

Current PDP Inventory on hand per <___> item Objectives / Rules

2 Analyze prior PIC

3 Initialize new PIC

4 Adjust Operations Plan 5 Internal capacity planning (for bottleneck) 6 External capacity planning / for critical materials

Macro BOM

Optimize plan + eventually remaining issues necessitating mgt decisions 8 9

Plan to be optimized / validated Prepare monthly meeting Monthly PIC meeting

7 Yes

Rework optimize plans with PIC actors Each PIC actor knows the new figures and has eventually worked with the PIC coordinator to solve issues

Family / Vehicle / OCTs plant Family level Item level

Action plan

Agreed PIC
Sample slides jk_Updated.ppt

2011 Outsource Professional Services - All rights reserved

Predictability

Adaptation of scheduled interventions

Reliability

IT

Unscheduled intervention R&D

Cost for the suppliers

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Loading process description (XXX)= Indications for production

Track journey across Honolulu plant
2 Control area 1 [Road] New parking

Steps description
Other companies

Client complaints Some clients enter the parking where as there is no place left Some ordinary clients pass directly to main parking Having a track OK is not always enough I never know who is gone to pass

Collection certificate truck entry to new parking Security check Registration freight more Safe conduct to main parking Call (to loading) Weighting of truck Loading

1 Other companies
Coffee bag Truck weight Main parking 6 0 Office sales administration 4 5 3 [Guardrail]

Honolulu plant

4 5

Factory

Front gate x/x x/x Driver corner (TV, shower)

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt

Demographic development of Romanian population

Population by age & sex on July 1, 2007 xxxx Male Age 100 95 90 85 80 75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 1 0 0 Female Female

Population by sex & area, on July 1, 2007 Sex Rural xx.x% Male xx.x% Area

xx.xx%

xx.x% Urban

Birth rate, mortality & natural increase Rates per x,xxx inhabitants
30 20 10 0 1960
Birth rate Mortality rate

Positive natural increase Negative natural increase

250 200 150 100 50

50 100 150 200 250

1970

1980

1990

2000

2010

2011 Outsource Professional Services - All rights reserved

Sample slides jk_Updated.ppt