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2. Supply-Chain Council Independent, not-for-profit, global corporation with membership open to all companies and organizations interested in applying and advancing state-of-the-art supply chain management systems and practices: o Founded in 1996; o Approaching 900 global Members; o Cross-industry representation; The Supply-Chain Council (SCC) has developed and endorsed the Supply Chain Operations Reference model (SCOR) as the cross-industry standard for supply chain management. Copyright Supply Chain Council. 2006. All rights reserved. |

7. The CFO Language Operating Cycle DII + DSO The number of days it takes to convert inventory & receivables to cash Cash-to-cash Cycle DII + DSO - DPO The number of days expired between canceling a payable and generating cash EVA NOPAT (CoC*Capital) The amount by which earnings exceed or fall short of the required minimum rate of return that shareholders and lenders could get by investing in other securities of comparable Copyright Supply Chain Council. 2006. All rights reserved. |

8. EVA Tree the CFOs BOM $ Sales P&L $ Operating $ Gross Margin - - $ COGS Profit Profit margin % $ Total $ Variable $ Sales Cost Costs + $ Fixed Costs Return on assets Supply Chain Management impacts all components $ Inventory $ Sales + $ Accounts Capital $ Current turnover Assets Receivable $ Total Assets + + $ Other $ Fixed Current Balance Sheet Assets Assets Copyright Supply Chain Council. 2006. All rights reserved. |

9. SCM Environment Costs (transportation, warehousing) Flexibility Delivery Quality/Reliability/ To customers From suppliers Performance: Inventory levels (RM, WIP, FG) Forecast/ Planning Accuracy Fulfillment/ Replenishment times Only cost cutter Lead time reduction Seen as the problem SC Manager problems: Board room enemies (Sales & MKT) Copyright Supply Chain Council. 2006. All rights reserved. |

10. SCM The CFOs perspective CFO beginning to understand that effective SCM plays an integral role in financial success, but: SCM is unsatisfactory to CFOs, because SC managers ... lack financial rigor ... lag in management efficiency ... do not provide clear visibility into SC financials Therefore: 34% of CFOs have taken more of a leadership role in SCM 49% planning next 2 years Copyright Supply Chain Council. 2006. All rights reserved. |

11. A Bit of History: 1930-1950 o Bank Robber Slick Willie Sutton o When asked why he robbed banks, Sutton simply replied o quot;Because that's where the money isquot; Copyright Supply Chain Council. 2006. All rights reserved. | 10

12. Where the Money Is Supply-chain generally accounts for between 60% and 90% of all company costs1 2% improvement in SCM process efficiency has 30,000-50,000% the impact of a 2% improvement in efficiency for IT, HR, Finance, Sales Any surprise most Process Methodologies or techniques had their origin primarily in SCM? Six-Sigma Lean BPR ERP ISO MRP-II TQM Fortune-10 Company Supply-Chain Cost % Total Costs2 Wal- GM Ford Conoco Chevron IBM Exxon GE Citi1 AIG1 Mart 94% 93% 90% 90% 88% 77% 75% 63% 0% 0% 1 Exclusive of Financial Services companies 2 Source: Hoovers 2006 Financial Data, Supply-Chain Council 2006 SCM Benchmark data on SCM cost for discrete & process industries Copyright Supply Chain Council. 2006. All rights reserved. | 11

13. The Impact of SCOR Companies with SCOR process management. Are over 780% more profitable on average than peers. Exhibit greater share growth than leading market indicators. Copyright Supply Chain Council. 2006. All rights reserved. |

15. Why Benchmark? Set reasonable performance goals Understand market performance demand Dont be you own competitor Calculate performance gaps Use Strategic priorities Compare theoretical limits and actual needs Develop roadmaps for success Identify over - and under - investment Linking into the SCOR Roadmap Copyright Supply Chain Council. 2006. All rights reserved. |

17. Benchmarking Made Easy 1. Select supply chain goals and metrics Use SCOR Roadmap Phase 2 to identify critical Supply-chains Use SCOR menu of metrics to characterize 2. Determine desired target performance Select Demographic Sets Identify Strategic Priorities 3. Enter relevant data via confidential, secure portal 4. Receive a custom benchmark report within days of validation Copyright Supply Chain Council. 2006. All rights reserved. |

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