Blue Yonder

Blue Yonder
End-to-End Supply Chain

Operating System
Executive Overview for

Deloitte
December 2023
Agenda
Blue Yonder Automotive Industry Perspective
End-to-End Synchronized Execution

Closed Loop Planning and Execution
Warehouse and Labor Management
Transportation Management
Blue Yonder
Automotive Industry Perspective
Business Outcomes
Service Level Increased Forecasting Premium Freight Inventory Reduction Planner Productivity Reduce Manual
Improvement by Accuracy by 20% Reduction by 40% by 20% Improvement by 40% Order Updates
10% by 50 to 80%
Copyright © 2020 Blue Yonder Group, Inc.

Copyright © 2020 Blue Yonder, Inc.
Auto Supply Chain Use Cases to drive Business Outcomes • Cash Flow • Margin
• Costs • Revenue
END-CUSTOMER DISTRIBUTION MANUFACTURERS SUPPLIERS
OEM’s
Supplier
eCommerce Finished MFG Raw Material Network
Goods DC Plants DCs
Distributors
Dealers/Retailers
Supplier
Network
PDC CDC/Master
Depot
1 Network Design & Optimization

2 Integrated Business Planning
5
4
Customer
Collaboration Supplier
3 Demand and Supply Planning
Collaboration
Factory Planning, Order Slotting and Sequencing
6 Real-time Visibility & Orchestration
7a Omni-Channel Order Management (OMS)
7b Warehouse Management (WMS)

7c Transportation Management (TMS)
Powered by Luminate Platform

Blue Yonder - Auto Industry Use Cases
• Cash Flow • Margin
• Costs • Revenue
END-CUSTOMER OEM TIER-1 SUPPLIERS TIER-n SUPPLIERS
Dealers
Supplier Supplier
eCommerce Network Network
Final Assy Powertrain
Plants Plants
Private Fleet
Supplier Supplier
Network Network
Supply Chain Execution – TMS, WMS, OMS Supply Chain Planning
Powered by Blue Yonder Platform

Sample Blue Yonder Customers - The Automotive Ecosystem
#1
Largest market share in Supply Chain Planning
for Automotive 34.7 % based on 2023 ARC
Manufacturing, Transportation & 3PL Automotive OEMs
Copyright © 2023 Blue Yonder Group, Inc. Confidential

Case Study – Large OEM Distributor Business Overview
 One of the largest NA Independent OEM distributor - Vehicle, Accessories
& Parts distribution
 ~500K Vehicle Sales annually to ~200 Dealerships
Business Challenges Solution Scope

• Mainframe systems and lot of manual Results
• Optimization - Based on entire vehicle
heroics in Excel, requires high expertise & pool, optimally assign earned vehicles to • Increase vehicles sales (1% to 3%)
prevents scalability and standardization dealers. The assignment should be fair to • Reduce vehicle incentives
• Limited dealer input & lack of consistent all dealers and take into consideration the
vehicle mix in the allocation vehicle pool,
• Reduction in freight cost – Decreasing
ordering feedback from all Dealers
the dealers’ desired vehicle target mix & late-stage dealer trades requiring
• Sales and stock analysis may not always physical swaps
be directly indicative of customer vehicle preferences, the dealers’
allocation earns, and the dealers’ existing • Enhance accessory merchandising
demand
inventory • Automation of the current manual
• Dealer sells what has been assigned, • Switch from existing preferencing processes and increase in Planner
which is reflected in his daily sales rate
methodology to dealer target mix productivity
• Undesirable assignment can lead to concept
dealer trades. Takes up the additional cost
incurred if swapped vehicles need to be
• Ability to change allocation
shipped methodologies and allocation parameters

Case Study – Large European Automotive OEM
Power Train and Chassis Vehicle Assembly Markets/Partners
Power train assembly , Machining and Foundry capacities to • Global sales volume and mix planning with 700+ users
constraint plan representing 140 markets Sales Volume and Mix
• Planning
Allocation of supply to power train demand Close the demand planning process using the Blue Yonder solution
Distribution of components and intermediates between plants within the first week of the month
• Capacity
Steer sales Gaps quickly from industry volumes at market level
forecast
Visualization
to model forecast and a feasible mix
• Run several scenarios to generate final consensus forecast
Multi Echelon Capacity Planning
• Capacity Planning
Mix validation constrained by feasible combination of
versions/options
• Feasible production volumes on completely defined vehicles
generated using options planning solver
Integrated
• Reconciliation
Supply offer planning deployed to 40 plants worldwide.
• Maintain production schedules once demand at fully specified
level is available
Supplier Constraints
• Run scenarios to finalize production schedule Market/Partner
Results: Improve margins, increaseAllocations
customer satisfaction and Net
• Generate Demand-Supply gaps based on latest demand picture
Present Value of 100M€ for
Market Distribution
Realized after 3 years
the month and multiple constraints such as Powertrain, key parts
Vehicle Plant Schedules
“While navigating through the COVID crisis with all its uncertainty, the
Suppliers
and other supplier constraints Power Train Plans
BlueYonder solution is of great value. Whereas the carflow process used
Forecast Order Generation
to take about six weeks, we are now able to complete a full simulation
cycle (Demand, Supply, P&L, Cash Flow trade-offs) in hours” – Florian ,
Copyright © 2020 Blue Yonder, Inc. GVP Renault
End-to-End
Synchronized Execution
Companies Are Struggling With a Patchwork of Solutions…
Online Omni-Channel Order Warehouse Operations Customer Space & Floor Lifecycle
Commerce Sales Management Management Management Management Planning Pricing
Product &
Inventory Employee Supplier Store Reporting & Real-Time
Menu Fulfillment
Management Management Collaboration Execution Analytics Dashboards
Management
Where is my inventory? Are my customers happy?
Confidential
TRADITIONAL MODERN
PROCESSES SUPPLY CHAIN
SILOED
COMPOSABLE
MICROSERVICES
LINEAR
COGNITIVE
ORCHESTRATION
HIGH COST,
HIGH COMPLEXITY
UNIFIED
EXPERIENCES
MANUAL
COMMON
DATA CLOUD
Supply Chains Are LOWER COST &

COMPLEXITY
Shifting From Linear to
Composable, Connected & Intelligent
The Supply Chain Imperative
Competitively Superior Business Outcomes with Synchronized Planning and Execution
SUPPLIERS/ WAREHOUSE COMMERCE

DISTRIBUTORS CUSTOMERS
MANUFACTURERS
to
LOGISTICS PLANNING
From: TRADITIONAL To: COGNITIVE
• Linear supply chains with static, disjointed and • Closed-loop, connected with synchronized decisions
siloed decisions • Edge-connected information in real-time leveraging Data
to
• High TCO and latency in information flow Cloud
• Manual cross-functional workflows • Automated workflows leveraging Predictive AI and

Generative AI
Key Challenges customers are facing today…
Sub-optimal
Existing systems are not intelligent Siloed
enough, don’t use AI/ML to produce Increased blind spots with lack of
optimal decisions end-2-end awareness
Inflexible
ERPs are complex and not nimble
enough to support changing market
needs
Disconnected
Execution data are distributed across
systems leading to incoherent
decisions
Batch-oriented
Batch-oriented systems don’t react and
respond to sudden disruptions
What might you hear from supply chain execution teams…
Overloading warehouse labor capacity

No visibility of demand to plan for
labor
Warehouse missing SLAs

Order cancellations, Pick
Declines
Expedited shipments due to wrong

promise dates.
Poor utilization of trucks
What is Synchronized Execution
EMBEDDED AI & MICROSERVICE

E2E
ML S
Interoperability
INTELLIGENCE
Transform supply chain agility & resiliency, decision-making, customer experience through
our Unified Supply Chain Execution platform, harnessing AI, ML, microservices, unified
data models, and cognitive intelligence improving margins, and revenue growth.

Increasing interoperability drives greater business benefits
Examples of Level 1 and

Level 2, 3
2023 - 2024
Level 3
2023
Cognitive Orchestration
Level 2 Unlock performance and build sustainable
2022
Business Process Interoperability supply chain resilience
Level 1 Optimize speed, performance and
System & Data Interoperability AI & ML learning occurring between
scalability
systems, resulting in an autonomous
Level 0 Facilitate inter- and intra-enterprise orchestration and accelerated innovation
Workflows are built cross systems,
Legacy Batch Processing coordination
supporting systems working in harmony and
Project built integration sharing of data in near real time.
Systems communicate with each other with
bi-directional data exchange, occurring
System integration often built point to intra-day.
point and based on custom interfaces
owned by a company’s internal IT teams
Increasing interoperability maturity
Synchronized Execution for E2E Supply Chain Execution
• Inventory Updates • Inventory Positioning
• Order Updates • Allocated ATP
• Cut-off Availability • Sellable/Unsellable
• Replenishment Orders
Microservices
Unified Cognitive
data model Intelligence
• Fleet constraints
• Storage Constraints
• Labor Constraints
• Capacity Constraints
• Labor Capacity
• Labor Costs

E2E Execution Use Cases Enabled by Synchronized Execution
Reallocation and Iterative Intelligent order Network-wide Allocation Single data

rescheduling of optimization of promising allocation and strategies ingestion and
orders due to loads due to considering promising using leveraging unified data
shortage or warehouse labor and BOPIS, SFS, Ship priorities and model for all
delays in supply exceptions logistics to Store options constrained supply chain
constraints, costs supply apps
Fill Rate Margins Margins Revenue Svc Level TCO

OTIF Svc Level OTIF Svc Level CSAT TTV
Compliance Margins

Planning & Execution InteroperabilityFunctional Usecases
# Use cases* Business

Process Benefits
Common view of constraints across Planning , TMS, WMS, OMS.

Provides visibility to the future needs for capacity (i.e. labor, space, Planning,
1 yard, kitting, packing, unpacking, storage, handling) at the warehouse OMS, TMS,
enabling Planners to make the right replenishment decisions before WMS  Improved Service Level
capacity options are limited or restricted Sales /
 improved efficiencies & Revenue Recognition
Seamless Kits Planning - Common information on Kits, no manual Planning,
2 productivity
management. Kitting plan can be provided by Planning to WMS. WMS
Enhance channel Specific Deployment Model - Maintain common

 Improved planning turn
Gross
inventory pool to serve all customer channels (B2B, B2C, E-Com). No Planning, around time Margins
3 need to create channel specific virtual and physical inventory storage WMS
because planning will peg forecasts / customer orders to supply and  Improved stack ability /
provide transparent visibility to execute (WMS). Reduce warehousing costs Inventory
Load Building as a Service - Inventory aware Load Building and building  Reduced transportation Holding and
executable transportation loads directly from planning. Provide Turns
costs
continuous feedback and updates from TMS back to planning
4 Planning, TMS
regarding constraints such as equipment availability, precise transit  Reduced Inventory carrying
times, vendor ready to ship info, helping to reduce buffer stock, in Reduce operating
transit inventory and improving customer service levels costs
Expenses
Provides visibility into TMS 3D load for a shipment with Full Pallets  Reduced obsolescence
only reducing appointment duration times, dock door utilization and
5 eliminates late shipments at the warehouse. Improves warehouse TMS, WMS  Reduced scrap
efficiency, carrier relationships, customer service, and optimizes load Employee
builds.  Reduced Safety Stock Productivity

Closed Loop Planning
and Execution
End-to-End Flow:
Vehicle Warehouse Transport End-to-end

Delivery Date Parts Inventory Manufacturing
Accessorizing and Management Management Visibility
Estimation Management Execution
Scheduling
• Generate a minute-
• Order and supply
level plan of order • Real-time
mapping, 5-day plan for • IB/OB Planning
• Segmentation routing •
demand fulfillment Parts Distribution visibility
• Order Processing • Safety Stock • Sequencing/Grouping • Resource
• Production Scheduling • Vehicle • Collaboration
• ETA determination • Establish Reorder • Resource Planning • Frequent Optimization
Distribution • AI/ML
• Risk notification Material resequencing at • Work
Points • Modeling
• MRP Marshalling yards Orchestration
• Track stock levels
• Coordinate Parts • Finished Vehicle
replenishment distribution plan
SUPPLIERS DISTRIBUTION DEALERS

Components
DC
Suppliers
Vehicle
Processing
Center
Plants
[NA +Overseas]
Blue Yonder Supply Chain Platform

Auto OEM - Closed Loop Planning and Execution 1. VEHICLE VOLUME PLANNING,
2. FEATURE MIX PLANNING
3. PRODUCTION
4. FOG PLANNING &
5. PARTS ALLOCATION
6. ORDER SLOTTING & PLANNING
7. CONFIGURE TO SEQUENCING
ORDER
Orders Slotted
Real-time
Bucket Bucket Bucket Bucket
pipeline 1 2 3 n GLOBAL,
GLOBAL, UNCONSTRAINE GLOBAL,
availability 10 5 8 8
D UNCONSTRAINED
and PARTS CONSTRAINE
buildability FORECAST D
REQUIREMEN VEHICLE
check ORDER FEATURE
Orders Sequenced T PLANNING VOLUME
GENERATION VOLUME & PLANNING,
(MRP) DEMAND
1 2 3 4 5 FEATURE MIX FEATURE
FEASIBILITY FEASIBILITY COLLECTION
1 1 1 1 1
Past Now CHECK CHECK
Orders Manufacturing Horizon
Demand on Order Sourcing Lead Time
Real-Time Visibility PO Collaboration Forecast Collaboration Capacity Collaboration

Multi-Tier Visibility & Supplier Collaboration
Logistics Procurement & Dynamic Pricing Load Planning & Optimization Transportation Modelling
Transportation Management
Yard, Inbound, Inventory, Labor, Outbound

Warehouse Management
Copyright © 2023 Blue Yonder Group, Inc. Confidential Future
KEY PERSONAS
Vehicle Accessorizing and Scheduling • Master Planners
• Demand Planners /
Perform demand-supply match Analyze what-if scenarios for issue resolution Account Managers
● Generate supply plan to match demand, ● Root Cause Analysis and propose alternative solutions
while respecting all material and capacity for optimizing the supply plan to tackle constraints
• Material Planners
constraints ● Create rapid what-if scenarios
● Represent labor hours, capacity, yield, ● Review system guidance on how to resolve exceptions
production and lead times ● Collaborate with others to finalize supply plan
BUSINESS OUTCOMES
• Inventory – E&O
• Planner Productivity
• Freight Spend
• Optimal utilization of assets
• End to End Visibility
Dealer Orders and Demand

KEY DIFFERENTIATORS
● Review Dealer Orders
Review supply plan Publish supply plan for execution
● Examine details of the supply plan ● Delivery plan to meet demand
● Prioratize • Rapid demand-supply
● Exception dashboard - highlight ● Production plan
issues resulting from constraints ● Material procurement plan scenarios
across the supply chain ● Capacity utilization plan • End to End Visibility
● Inventory plan • Intuitive user experience
● Commit plan and track KPIs
Copyright © 2021 Blue Yonder, Inc. Confidential. | For internal use only.
Vehicle Accessorizing and Scheduling
Demand Planning
Business Objectives
 Improve forecast accuracy & predictability
 Reduce inventory
 Increase service levels & in-stocks
 Drive forecast consensus
 Improved visibility into risks and opportunities
Business Benefits
 Reducing Forecast Error by 20%
 Reduce Inventory Write-off by 10% - 30%
 Improved Margin Rate by 10% - 20%
 Increased Planner Efficiency by 15-30%
 Reduce Inventory by 10% - 30%
Copyright © 2017 JDA Software Group, Inc. Confidential

Master Planning
Business Objectives
 Synchronized production, procurement and
distribution with demand
 Improved fill-rates and on-time delivery
 Improved inventory turns & asset utilization
 Reduced landed costs & increased profitability
Business Benefits
 End to End visibility at a granular level
 Maximizing on-time delivery , improved customer
service and reduced inventory levels by 5%-10%
 Reduce expedited logistics, SG&A expenses by
10%-30%
 Eliminate latency with fast and responsive
planning
 Increase Planner Efficiency and productivity by
10% - 20%
Inventory Planning
Business Objectives
 Improve service levels and reduce cost
 Improved Margin Rate through profitable
segmentation
 Maintain optimal inventory levels & mix across
multi-echelon supply chain network
 Determine postponement and stocking strategies
Business Benefits
 Increase service levels by 5%-25%
 Improved Margin Rate by 15 – 100 bps
 Reducing Overall inventory investment by 10%-
30%
 Reduce Inventory write-off by 20%-50%
 Labor Efficiency: Improve by 18%-30%

Factory Planning, Order Slotting and Sequencing
Business Objectives
 Order Slotting and Sequencing and generate
factory production plan and resource schedule by
synchronizing material and capacity requirements
 Increase profitability and maximize factory
throughput, asset utilization and planner
productivity
 Improved fill-rates and on-time delivery
Business Benefits
 Increased visibility at a granular level
 Increase in asset utilization 40%
 Increase in Service Levels from 60% to 95%
 Increase in Planner Productivity 20%
 Inventory Reduction by 15% - 30%

Order Promising
Business Objectives
> Offer differentiated service levels to channels and
customers
> Balance manufacturing, transportation and order-
level constraints to deliver customer satisfaction
> Provide prescriptive steps and strategies for
resolving problem orders
Business Benefits
> Improved operating margins by reducing freight
and expediting costs by 15% - 30%
> Increase in On-time Performance 30%
> Improved delivery reliability through accurate
promise dates
> Increase in Planner Productivity 30%
> Improve Fill Rate 10-20%
31
Real-Time Visibility &
Orchestration
. Real-Time Visibility & Orchestration KEY PERSONAS
• Logistics Planners
• Supply Planners
• Material Planners
Monitor exceptions Drive resolution
● Monitoring network for demand exceptions ● Set-up Situation Rooms to address critical gaps
● Monitor network supply exceptions ● Invite stakeholders to collaborate around
● Identify critical gaps for resolution resolution options
● Automate common resolutions with playbooks
BUSINESS OUTCOMES
• Inventory – E&O
• Freight Spend
• Planner Productivity
• End to End Visibility
KEY DIFFERENTIATORS
Set-up digital twin of network Create alerts Compile insights for playbooks
● Represent end-to-end supply chain ● Shipment disruption ● Occurrence of specific exceptions
• End-to-end visibility, real-time
network in digital model, including ● Production disruption ● Impact of specific interventions
items, locations and inventory
• Ecosystem of logistics partners
● Stock out
● Order delays • Intuitive user experience
• Situation room collaboration
Copyright © 2021 Blue Yonder, Inc. Confidential. | For internal use only.
Real-Time Visibility and Orchestration
Shipments ETA vs PTA

Real-Time Visibility and Orchestration
Inventory-Capacity-Inbound-Outbound Real time location insights visibility

Real-Time Visibility & Orchestration and Supplier Collaboration
A new option to define “Auto Commit rules”

Enabled only for trusted suppliers (ie Trusted Supplier attribute is Y in Supplier Master or
Procurement Node)
Copyright © 2022 Blue Yonder Group, Inc.

Warehouse and
Labor Management
Production Line
Delivery (UK)
Spare Parts Production Line

(USA, BE, UK) Delivery (PL)
Blue Yonder’s
Footprint in
Automotive: Automotive Production Line
Production Line & Spare Parts
(UK+IT)
Logistics Delivery (ES)
After Market Spare

Parts Logistics
Production Line
Delivery (BE) Spare Parts &
New Cars (NL)
Spare Parts (Global)

Copyright © 2023 Blue Yonder Group, Inc. Confidential 38
Blue Yonder Warehouse & Labor Management
Leader in Gartner’s MQ
 Real Time Transaction Processing Driving Inventory and

Shipping Visibility / Accuracy
 Product Flow / Movement Path Optimization Minimizing
Travel and Optimizing Throughput
 Advanced Allocation and Date/Batch Management Reducing
Spoilage Risk While Managing Travel
 Task Management Engine Balances Prioritization and
Efficiency, Ensuring Service Levels
 Labor Management Empowers Supervisors and Drives
Workforce Productivity
 Embedded WLM, WFM, Yard Management

Warehouse Management System
Manage kitting, assembly, and light
manufacturing from line scheduling throughSOLUTION SHEET
finished good receipt with build to stock or build
to order
 Serialization, Lot/Serial number controls
 Value Added Services - Kitting & De-Kitting
 Just-in-time inventory all the way to dealer lots
 Product recalls, Item-level tracking
 Line scheduling
 Component allocation
 Line delivery
 Finished good receipt
 Component tracking
 Backflush
 Reconciliation, close, and return to stock
Solutions for Enabling Visibility and
Orchestration Warehouse
Execution
Customer-Centric System Warehouse
Management
Execution Yard
Management
ADDITIVE BENEFITS OF BY
• OMS+WMS = Fill Rate

• TMS+WMS/WLM =
Trailer Utilization
• OMS+TMS+WMS/WLM
= Capacity
Order
Management Optimization
• WMS+WES = Improved
SLA’s & Resilience
• TMS+WMS/WLM+
Transportation
Management
Billing = Revenue &
Cost Capture
Load Building Labor &

Workforce
Luminate Platform Billing Management
AI / ML Shared Data Usability Extensibility
Copyright © 2022 Blue Yonder, Inc. 41

Core WMS Depth

Warehouse Management
Warehouse Independently recognized leader in Warehouse Management
Management SOLUTION SHEET
delivering comprehensive capabilities from yard to final shipment
Drive Throughput and

Optimize Service Levels
Increased throughput
Improved inventory accuracy and visibility
Reduced fulfilment, handling, storage costs
Blue Yonder’s approach

• Embedded depth of experience in fully
featured warehouse capabilities
• Used by some of the world’s largest retailers
and most complex operations

Warehouse Labour Management
Warehouse Labour A comprehensive solution to improve workforce productivity
Management SOLUTION SHEET
through insight while encouraging continuous improvement
Engage and retain your Higher productivity

workforce with scheduling
that balances needs
Reduced turnover
Increased engagement
Blue Yonder’s approach

• Depth of labor and workforce management
knowledge built from global experience
• Ability to build, document, and maintain
engineered labor standards in a single solution

Blue Yonder WMS – Fundamental Concepts
Highest Value & Lowest Total Cost of Ownership
Risk Mitigation Real-time Visibility

Frequent Upgrade Cycles Over 2300 Global Deployments
Confidence at Go-Live Maximize Productivity
Automated Testing Labor Management
Configurable Workflow Warehouse Execution

Personalization – Not Customization Maximize On-time Shipments
Rapidly React to Operational Changes Minimize Travel & Labor Cost
Over 100 Process Touchpoints SaaS Native & Rapidly Evolving

Transportation
Management
Blue Yonder TMS
TIER-n SUPPLIERS TIER-1 SUPPLIERS PACKAGERS PDCs END-CUSTOMER
TL, LTL, Milk-
run, Parcel TL, LTL
Contract Carriage,
Supplier Supplier Parcel
Network Network Dealers
PDCs PDCs
Direct, Multi-Stop, Milk-run,

eCommerce
Parcel National Centers
Slow Movers
Fast Movers
Supplier Supplier
Network Network
4PL Platform
3PLs
BY Platform
Ecosystem Load
Visibility Boards YMS Edge
IoT
Carrier Network Integrated Planning & Execution
TMS
IoT API ELD GPS
APIs APIs
Multi
Modal WMS SCP YMS OMS
Dynamic Pricing &

Partner Ecosystem
Capacity
Integration User Control IoT Data Workflow & AI / ML Analytics &

& APIs Experience Tower Management Orchestration Insights
Luminate Platform

Blue Yonder Transportation Management
Leader in Gartner’s MQ
 Reduce operating costs through improved

Network Analysis and Understanding
 Sustainability - Increase operational efficiency,
lower carbon footprint and increase margins
through multiple deliveries and managing own
fleet
 Lower freight rates through centralized
transportation models improving buying power
 Shorter lead times and lower costs, improved
service levels, customer satisfaction through
end-to-end supply chain visibility
Transportation Planning
and Optimization
Automate Planning & Reduce Costs
Highly scalable & proven planning and
optimization solution:
● Embedded street level routing for best last
mile results
● Integrated fleet & common carrier planning
● Dynamic intercontinental planning
● PC*Miler add to route planning and billing

functionality
● Integrated appointment scheduling to
manage docks efficiently
● Detailed driver assignment

Transportation Modeling
Evaluate Execution-Level Network
Performance to Drive Reliability
and Savings
Tactical planning for better network

performance with quick learning curve:
● Business case analysis to quantify savings
● Presentation of financial results prior to

implementing new plans
● Simulation of complex problems (impact of
port closures, alternate routes globally, test
new carriers, rates or delivery options) and
network disruptions like disasters,
economic downturn/upturn and prove
results before implementing new plans
● Utilization strategies to maximize fleet
usage
*This model is an optional add-on via subscription agreement.
Support Key B2B and B2C Processes
Easy System Setup Plan Transportation Execute to Plan Track Freight Financial Settlement
• TL/LTL/Parcel/ • Automated planning • Access to extensive

0%
• End-to-end visibility • Ability to
Ocean/Air Modes BY Carrier Network of Shipments/Loads orchestrate
• Advanced planning
supported in a Graphical carrier invoicing
capability available • Tender
• Master Data and as a Microservice Request/Response/ format using Freight Pay
Tariff uploader Cancel/Update • Ability to view Live and Audit Service
• Rating structure
available via through seamless Chatter around
supported on:
standard API/Excel/
UI • Contract Rates
integration with the
Carrier 12%
Shipments
• Ability to fetch and
• Transactional data
uploader available
• Dynamic Rates
• Routing Guide
Collaboration
application
store small package
labels
28%
through standard • Ability to tender to
API/Excel/UI pre-selected Carrier
without rating
Copyright © 2020 Blue Yonder, Inc. 53

Core TMS Depth

How we do it
Logistics Network
1 Plan & Optimize 2 Visibility & Reporting 3 Analyze & Adjust
• Dynamic vs. Static • Track all parts across the network • User configured reports &
(inbound/outbound, international) dashboards
• Inbound & Outbound Planning &
Visibility • Proactively manage exceptions • Transportation specific modeling &
analysis
• All modes, single solution • Freight Audit & Approvals
• Rate Procurement and Contracting
• Dock door scheduling • Leverage ML to predict future
challenges • Supplier Forecast Collaboration with
• Automatically re-plan when there PO lifecycle
are delays
• Scheduling happens at the same

time as mode/carrier selections
• Fleet & Driver Dispatch with cross

Contact Information:
Mike Betz
Customer Executive
michael.betz@blueyonder.com
(248) 977-0918

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End-to-End Supply Chain

Executive Overview for

Blue Yonder Automotive Industry Perspective

End-to-End Synchronized Execution

Warehouse and Labor Management

Copyright © 2020 Blue Yonder Group, Inc.

1 Network Design & Optimization

7a Omni-Channel Order Management (OMS)

7b Warehouse Management (WMS)

Powered by Luminate Platform

Supply Chain Execution – TMS, WMS, OMS Supply Chain Planning

Powered by Blue Yonder Platform

Manufacturing, Transportation & 3PL Automotive OEMs

Copyright © 2023 Blue Yonder Group, Inc. Confidential

Business Challenges Solution Scope

Copyright © 2020 Blue Yonder, Inc.

Where is my inventory? Are my customers happy?

Copyright © 2023 Blue Yonder Group, Inc. Confidential

Supply Chains Are LOWER COST &

SUPPLIERS/ WAREHOUSE COMMERCE

From: TRADITIONAL To: COGNITIVE

• Manual cross-functional workflows • Automated workflows leveraging Predictive AI and

Overloading warehouse labor capacity

Warehouse missing SLAs

Expedited shipments due to wrong

EMBEDDED AI & MICROSERVICE

Copyright © 2020 Blue Yonder, Inc.

Examples of Level 1 and

Copyright © 2020 Blue Yonder, Inc.

Reallocation and Iterative Intelligent order Network-wide Allocation Single data

Fill Rate Margins Margins Revenue Svc Level TCO

Copyright © 2020 Blue Yonder, Inc.

# Use cases* Business

Common view of constraints across Planning , TMS, WMS, OMS.

Enhance channel Specific Deployment Model - Maintain common

Copyright © 2022 Blue Yonder Group, Inc. Confidential

Vehicle Warehouse Transport End-to-end

SUPPLIERS DISTRIBUTION DEALERS

Blue Yonder Supply Chain Platform

Real-Time Visibility PO Collaboration Forecast Collaboration Capacity Collaboration

Yard, Inbound, Inventory, Labor, Outbound

Dealer Orders and Demand

Copyright © 2017 JDA Software Group, Inc. Confidential

Copyright © 2017 JDA Software Group, Inc. Confidential

Copyright © 2017 JDA Software Group, Inc. Confidential

Copyright © 2022 Blue Yonder, Inc.

Copyright © 2022 Blue Yonder, Inc.

A new option to define “Auto Commit rules”

Copyright © 2022 Blue Yonder Group, Inc.

Spare Parts Production Line

After Market Spare

Spare Parts (Global)

 Real Time Transaction Processing Driving Inventory and

Copyright © 2016 JDA Software Group, Inc. Confidential

• OMS+WMS = Fill Rate

Load Building Labor &

Copyright © 2022 Blue Yonder, Inc. 41

Copyright © 2022 Blue Yonder, Inc.

Drive Throughput and

Improved inventory accuracy and visibility

Reduced fulfilment, handling, storage costs

Blue Yonder’s approach