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Subsidiary Meeting - NEB IT June 2013

Subsidiary Meeting - NEB IT June 2013. Agenda Topics & Discussion. A quick review of progress in the past year NEB.com & Product data management Salesforce : CRM & Tech Support internationalization Reporting & innovation platform ERP Next – SAP & phasing Questions. IT @ NEB – 2012/13.

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Subsidiary Meeting - NEB IT June 2013

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  1. Subsidiary Meeting - NEB IT June 2013

  2. AgendaTopics & Discussion • A quick review of progress in the past year • NEB.com & Product data management • Salesforce: • CRM & Tech Support internationalization • Reporting & innovation platform • ERP Next – SAP & phasing • Questions

  3. IT @ NEB – 2012/13 • Updates to mobile NEB tools • Tableau reporting server • New SharePoint Intranet • Global harmonized MSDS database • A whole new NEBnow • New in-house NGS infrastructure • Video & web conference, instant messaging • In-the-cloud backup • Launched : • NEB.com, NEB.sg & intl.neb.com • Salesforce CRM – US & Canada • Salesforce Tech Support • Product specs & CoAs database • Global @neb.com • Cornerstone product master data warehouse • QC sample management • In depth ERP & supply chain assessment • New people, new skills, and a renewed approach • New opportunities to work with international colleagues • ‘Hacking NEB’ to create innovation opportunities • More scientific knowledge, better understanding of the customer challenges

  4. NEB.com

  5. NEB.com – launch & review

  6. www.NEB.etc …

  7. Looking ahead – NEB.com capabilities

  8. Salesforce.com- sharing global best practice

  9. NEB – Customer InteractionsLeveraging the relationship Research Collaboration Catalog www.NEB.com Field & Bus. Development US & Global Global Tech Support NEB Tools Next Generation Freezers 2013 Scientific Collaboration Buying Conversations & Support Buying & Support By bringing together the touchpoints we have with our customers, we gain understanding of our customers and insights into their evolving needs. We create possibilities to leverage existing relationships & create new opportunities for collaboration and product development through an analytical approach to our partnerships

  10. Salesforce.com 5 of 8 countries live or in progress • US & Canada up on CRM • UK will be live Aug ‘13 • Already begun data mapping for France • Japan live & will integrate in Q4 Rapid move from CRM to Tech Support • 243 registered NEB accounts (+23 external) Core template, with local flexibility • Local back-end integration for sales & account data • Common template for NEB & CST products • Mapping & migration of historical data takes the most planning & time (~3 months effort) • Setup of integration to local back-end is fairly mundane • Secure & private – data limited to domestic access for non-executive or designated teams

  11. Salesforce.com Roadmap

  12. Tremendous repository of best practice > 145,000 contacts > 29,000 accounts (bill to, ship to) > 21,000 leads > 20,000 attachments ~ 70,000 tech support cases ~ 15,000 email records > 1,300 quote line items > 200 customer contracts

  13. Making it easier to connect with NEB Text ‘help’ +1 978-412-4143

  14. NEBnow™ v1.0June 2013

  15. Simple, touch-screen order @ customer institution NEB sees transaction real-time in Salesforce.com

  16. NEBnow™: Pilot & v2.0 • All logic based in Salesforce • Pricing, access, product list set within the account & contact records (i.e. My price doesn’t have to equal your price) • v2.0 based on customer feedback & streamlined interface • Smaller, less expensive tablet screens • EDI Interface with SciQuest • Interchangeable hardware components • Additional controls / interface options (via SMS, Website, etc.) • Target cost / unit < $4,000 (including freezer) • Potential US scope = 150-200 freezers • Longer term (2014+) improvements • More flexible deployment models (with or without screens) • Real-time inventory accessible via NEB.com • Further integration with Customer Service / Tech Support

  17. Replacing Epicor – ERP Next

  18. Why replace Epicor? And Why do it now?

  19. Finance: Brian Tinger Production: Richard Grandoni, Maurice Southworth, Mark Baker, Mike Dalton, Melanie Fortier, Christine Sumner OEM: John Pelletier, Tony Soltis Quality Systems: Lance Goodreau Marketing Joe Bonventre, Linda Ladd, Linda Farnham A cross-functional discussion of requirements • QC/QI Derek Robinson • Customer Svc Anne Hoffman • Shipping Shawn Giles • Procurement Janet Nee • Freezer Ops Lars Tragethon • IT Ken Grady, Ruben Melo, Christian Gaden, Ben Huntley Mike Morris, Joe Grimes The discussion & requirements process pulled together a holistic view of what our common needs are across the supply chain & product management to create efficiency and scale, and address the underlying limitations we face • Developed a common understanding of ERP and what it can offer to NEB • Developed a common language, particularly in production (e.g. “BOMs” “available-to-promise”) • Developed common objectives for this ERP implementation

  20. Context: NEB Growth & Scalability MeasuresWhere was NEB 5 years ago? Where is it now? - More efficient? • Revenue growth matched by headcount growth • 18% revenue growth • 18% headcount growth • Flat revenue/FTE • New demands being placed by bulks/OEM customers for process & lot traceability • Will this continue to grow? • What would be an estimate for FY 2017? • How many new products? • How will bulk grow? • How will freezer grow? Is NEB positioned to scale & meet the needs of customers & production? * Including Bulk SKUs ** Production, Fermentation, Datacards/Glassware *** Quality functions were performed by line employees

  21. High Level Comparison

  22. Final Decision Rationale • This is a very close call between Oracle and SAP • The SAP/Answerthink work at Promega & similar companies is a key differentiator and offers NEB the opportunity to leverage the Answerthink team’s knowledge of this business • This offsets any potential concern about SAP user experience • Key risk mitigation against “ERP Overkill” • There is more confidence in Answerthink as the implementation firm • Based on previous experience & customer references, there is a sense that Oracle is “not an easy company to do business with…” The result is a recommendation to select SAP/Answerthink

  23. ERP Next: Timing & Scope Phase II Phase I Phase I Scope Phase I Milestones • Replacement of current Epicor platform • AllFinance Processes • Operating expenses & chart of accounts • Accounts Payable • Accounts Receivable • Etc. • Procurement • Vendor • Incoming/raw materials management • Sales & Distribution • Customer account management • Kitting & shipping • Finished goods inventory management • Consignment management • Etc. •  integration with all necessary systems (website, bank/lock box, EDI, etc.) 

  24. ERP Offers Multiple Value Opportunities

  25. Key ERP touchpoints with Marketing • Master data: Products & Customer accounts • Cleanup and mapping – hierarchy • We are probably going to lay ground work for new numbers and schema updates • Reporting: We’ve got to reconnect all the back end to the cubes • Commercial Operations: Finished Goods inventory • OEM & Freezer program consignment • Sales execution • A lot of little changes that will add up (e.g. ship to info, discount management, etc)

  26. We Must Keep Our Eyes on the Prize;ERP Value to NEB Key value principles for NEB: • Simplification of internal processes – leading to greater scalability • Removing redundant work (e.g. replacing multiple places we keep track of customer, product, lot or material data) • Creating greater forecasting, transparency and predictability to our supply chain, production, sales and other business areas We must keep these principles in mind as we work through the details of the implementation

  27. Looking ahead – key initiatives • ERP & the supply chain • CRM completion • Tech Support evolution • NEB.com – phase next: new tools & greater flexibility • Continued leverage of the network of expert resources

  28. The stretch goal : NEB KPIsArming ourselves to outsmart the competition

  29. Questions

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