Strategic Supplier Relationships New Strategies for Changing Times

1. Strategic Supplier RelationshipsNew Strategies for Changing Times ISM Chemical Group Las Vegas, Nevada 2006

2. Agenda Background Trends in Strategic Supplier Relationships Characteristics of Strategic Supplier Relationships Selection Criteria New Approaches for Strategic Supplier Relationships Real-Life Management of Strategic Relationships How This is Different From Other Approaches Challenges Q&A

3. Introduction

4. About Denali Consulting and SupplyStaff • Management consultancy, formed in 1996 • Focus is exclusively in Supply Chain Management consulting • Primary industries include service based and capital-intensive clients • Electric & Gas Utilities • Financial Institutions • Oil & Gas • Mining • Services include • Strategic Sourcing & Procurement Improvement • Logistics Optimization • Supply Chain Strategy & Assessment • Organizational Development & Design • Supply Chain Staff Augmentation and Search / Recruiting • Typical positions include: • Sourcing & Logistics Analysts • Sourcing & Logistics Managers • Supply Chain Directors & V.P.’s • Offer temp-to-perm conversions at no extra cost after 6 months • Since Supply Chain Management is our only focus, we are experts at finding the best talent for today’s Supply Chain organizations • Provide payroll, benefits, HR services for all resources Denali Consulting and Supply Staff are certified as woman-owned businesses by WBENC

5. Sample of client engagements that are used to create the basis of this presentation Lucas Aerospace

6. Denali Commodity Expertise Across Many Commodity / Service Categories Partial Listing of Commodities & Services Sourced by Denali • Transformers • Build-Up Trucks • Wire & Cable • Chemicals • Gases • Facility Design & Construction • Vegetation Management/Line Clearing • Meters • Janitorial Services • Turbines & Generators • Automated Metering • MRO • Plant and Facility Maintenance • Travel Related Services • Computers & Desktop Services • Benefits Management • Pipeline Maintenance • Injection Molded Parts • Pole Replacement • Castings • Drug & Alcohol Testing • Fuel & Lubricants • Drilling Equipment • Rotors • Motors & Generators • Supplemental Personnel • Boilers • Switchgear • Line Hardware • Application Development Services • Engineering Services • Office Products & Furniture • Printing & Reproduction Services • Freight & Logistics • Underground Construction • Packaging • Circuit Breakers • Construction Services

7. Background

8. What Is A Strategic Supplier Relationship? Strategic Supplier Relationships Definition: • A supply strategy based upon joint opportunities, mutual trust, respect and open & honest communication between the supplier and the customer. • This strategy is focused on reducing related supply chain costs and improves the quality of goods and services.

9. Once Again a Procurement “Best Practice” Beginning of Volatile Commodities Markets High Emergence of eSourcing tools & eMarketplaces Introduction of Strategic Sourcing & Strategic Alliances Industry Consolidation Waves Perceived Importance of Strategic Supplier Relationships Low 1990 1995 2000 2005

10. Why are Strategic Supplier Relationships More Important Now Than Ever? • Volatile Markets • Price-focused sourcing strategies don’t work in periods of increasing commodity prices • More sophisticated relationship-based approaches are required to meet utility cost reduction targets • Based on recent increases in raw material, especially fuel, traditional unit based savings will not generate substantial savings, suppliers must be willing to provide creative solutions to remove costs from how they service or re-engineer the procured materials • Merger & Acquisition Trends • Larger, national/global presences of utilities require more strategic supplier relationships to support growth and cost synergy targets • Expansion of Supplier Value-Added Services • Suppliers continue to expand their value-added services offerings, increasing the value of strategic supplier relationships • Outsourcing

11. Strategic Relationship Characteristics • Buying Considerations • Trust is a major issue • Cross-functional involvement • Highly resource intensive • Long range planning required • Types of Goods & Services • High $ Spend • Critical business implications • Custom engineered • Limited availability or alternatives e.g. Line Construction Services, Transformers Competitive Advantage Driven • Supplier Relations • Longer Term Agreements • Total interaction • Close working relationship • Aligned objectives and philosophy Teamwork

12. Strategic Relationship Criteria MANAGED BUSINESS RELATIONSHIPS BULK PRODUCT SOURCING GENERAL PROCUREMENT Potential for impact STRATEGIC RELATIONSHIPS Common values COMPLEXITY/IMPACT Aligned goals Proper environment VALUE / COST

13. Elements Of Successful Supplier Relationships Six critical elements support the development of successful relationships with Key Suppliers: Focus A common vision for the relationship, with agreed strategies and activities Trust Open communication and disclosure of business drivers Performance Continuous improvement towards agreed targets and KPIs People Clearly defined roles and responsibilities Proactive Anticipating business needs and providing creative solutions Profit at RiskEstablishing real metrics to drive behaviour for both parties

14. Focus A common vision for the relationship, with agreed strategies and activities • A Team of representatives from the Buying Company and the Supplier jointly • develop a Business Plan for the Relationship, addressing: • Vision and Mission • Drivers and Values • Breakthrough Strategies • Continuous Improvement Strategies • Key Activities for the Period of the Plan • Key Measures of Success

15. Trust Open communication and disclosure of business drivers • Development of Total Cost of Ownership Model to understand our joint supply chain costs • ‘Open Book’ arrangement for Contract Cost Drivers and required margins • More use of incentives to create business drivers for suppliers to provide R&D support…for cost savings or driving new revenue avenues

16. Performance Continuous improvement towards agreed goals • Establish Continuous Improvement Program to • Generate and document opportunities for value adding and process improvement • Implement ideas • Document benefits achieved • Develop KPIs to quantify progress against • Key Measure of Success identified in the Business Plan • Customer specific measures • Jointly review progress on a regular basis

17. Sample KPI Scorecard Example

18. People Clearly defined roles and responsibilities Customer Category Manager/Lead Buyer Manages the performance of the contract and supplier across the organization Customer Representative Responsible for the application of contract to a specific customer group Supplier Development Team Representatives of major customer groups who the determine strategy for the category and monitor supplier performance against KPIs Supplier Account Manager Responsible for provision of goods or services under Terms of Contract/Agreement. Customer Contract Manager and decision maker. Operations Manager Responsible for the application of contract and improvement program, working directly with the customer

19. Proactive Customer & Supplier Quick responsiveness in sharing ideas Risk taking behaviour rewarded and encouraged New ideas move through system of approval on fast track

20. Profit at Risk Bottom-Line Impact Performance to agreed upon targets is expected-not rewarded Insist that suppliers proactively know their market for raw materials, technological advances, industry best practices

21. New Approaches to Strategic Supplier Relationships

22. Typical Supplier Development Process Planning and Implementation Supplier Relationship Management Contract and Performance Management Contract Start-up Value Discovery Review and Define Category Strategy Develop Detailed Transition Plan Develop Communication Approach Manage Contract and Supplier Performance Conduct Internal and External Assessment Develop Supplier Relationships Conduct Implementation Manage Contract Variations Perform Relationship Check-Ups Develop Options and Recommendations Manage Stakeholder Communications Plan Competitiveness Assessment Review Category Performance Obtain Stakeholder Approval Manage Contract End Create Total Cost Model (if not already in place) Conduct Value Analysis Workshop (s)

23. What’s New With Strategic Supplier Relationships New Approaches to Supplier Relationships Volatile Markets Broader Supplier Offerings Industry Consolidation New approaches are being required to deal with new environmental factors in the supply chain

24. Volatile Markets Require Greater Cost Modelling Sophistication • Volatile markets are tough for both customers and suppliers. • Unless cost transparency is achieved in the relationship and pricing structure, larger contingencies will be built into prices. • Working closely with your core strategic suppliers is the best means to continue realizing ongoing savings through volatile markets. • Understand how to approach suppliers’ price increase requests critically but fairly. Share cost increases with suppliers who do a good job of managing their cost by collaboratively working with their suppliers and demonstrating good supply chain management. • Better understand the costs of your purchases and what market forces are effecting them. In times of volatile markets, it’s more important than ever to have an in-depth understanding of supplier cost structures and total supply chain costs. • Proactively work to ensure that the pricing structure of your contracts are appropriately motivating suppliers to decrease cost while maintaining or increasing quality and service.

25. Total Cost of Ownership • The present value of all costs associated with a product, service, or capital equipment that are incurred throughout the supply chain. • Typically these are broken into 4 categories: • Purchase price • Acquisition costs • Usage costs • End of life costs

26. Where do we get the benefits? Across a Company’s boundaries: Perceived Opportunity $$ PurchasePrice Procurement Practices Supplier Best Practices Leverage Supplier R&D Leverage Specifications Inventory Practices Service Measures tracking Transactional Process Remnant/Obsolete Practices Actual Opportunity

27. Total ownership costing of the supply chain Identify Need Procurement Distribution Warehousing Disposal Specification Receiving Application Out-of-Service “Cradle to Grave” Costing Analysis of the supply chain is done using a concept called Activity Based Costing

28. Example of Total Cost Comparisons Example

29. Strategic Supplier Relationships in M&A Environment As companies continue to consolidate, strategic supplier relationships can play a critical role to support growth and cost management targets (Hot issue - Maintaining supplier diversity goals, while consolidating the supply base) Supply chain synergies are often key elements of M&A business cases Broader territories will require stronger, more strategic relationships Strategic suppliers can be key members of an M&A joint team Sophisticated cost modelling is required to understand customer and supplier cost savings in an M&A environment

30. Broader Supplier Offerings and Strategic Supplier Relationships • The more value added services provided by a supplier, the more strategic the relationship Typical Offerings Broader Offerings • As companies continue with the trend toward increased variable costs & outsourcing, strategic supplier relationships, along with broader offerings will become the norm • Business process outsourcing • Full assembly or category vs. component sourcing • Combination of products and installation • Supplier Managed Inventory • Product training • Warranty utilization • Kitting

31. Strategic Supplier Relationships In Action

32. Why Should Strategic Relationships Be Important to You? • Continuity of Supply - Especially During Tough or Volatile Times • A Single, Unbroken Supply Chain - From the Supplier Through to the Customer • Continual Dialogue - When Costs Go Up…and Down • Cost Performance Below Market Indices

33. Continuity of Supply Strategic Supplier Relationships help to ensure continuity of supply for strategic material and service categories. This is especially important: • During tough times (e.g. the California utility financial crisis) • During periods of tight supply conditions • When markets are volatile • To ensure alignment with strategic priorities Edison Stays in Financial Limbo as Lawmakers Debate Rescue Plans; Energy: CFO of utility's parent worries that creditors may force bankruptcy if action is stalled in Legislature Raw Material Prices Rising: What Does This Mean to Energy Consumers?

34. The Single, Unbroken Supply Chain The Single Customer/Supplier Supply Chain ID NEED PROCUREMENT RECEIVING DISTRIBUTION MAINTENANCE DISPOSAL SELL RECEIVE ORDER SCHEDULE/PLAN MANUFACTURE SHIP PAYMENT • Supply Chain should be one single, unbroken chain from the supplier’s processes through the customer’s • Buyers must have the same expectations from themselves and their companies as they have of their suppliers • One weak link can disrupt the entire supply chain

35. Examples of Strategic Relationships in Action • $36M contract awarded based on Total Cost of Ownership in 1994, delivered originally 34% savings. • Years 1994-2005, delivered an additional 12% TCO savings • 2006 awarded 5th 3 year extension with 3% annual TCO goals included in the contract • While facing bankruptcy, only 1 of the 24 Strategic Suppliers to a $1.8B spend base changed terms or delivery options • When one Strategic Supplier faced pending bankruptcy, their major customer pre-paid their orders to help them with cash flow • When faced with escalating prices in raw materials, one Strategic Supplier worked with their major customers to secure 1 year of material on their behalf without confirmed orders

36. The Importance of Continual Dialogue • Must have continual dialogue with suppliers - not just when prices go up • Continuous improvement to reduce total supply chain costs is expected • Must be willing to look at costs and process for both the buying company as well as the supplier • Strategic Relationships can’t be thought of as

37. The Expectation of “Better Than Market” Performance • Strategic Supplier Relationships should deliver performance that is “better than market” • Cost trends should be below market indices • Pricing volatility should be passed onto those customers that buy marginal capacity, not those who have firm, long term commitments • This applies to quality, service and total cost performance

38. Why Strategic Supplier Relationships are Important • A new supplier commences operations every minute • A supplier files bankruptcy every 8 minutes • A supplier ceases operations every 3 minutes • A judgment is filed against a supplier every 14 seconds • A supplier name change happens every 2 minutes • A supplier ownership change happens every 4 hours • A supplier’s risk profile changes every minute …world of constant change and challenges (opportunities) Source: Dun and Bradstreet

39. Q&A

40. For Further Information Please contact Dawn Tiura President Denali Consulting dtiura@denaliusa.com 530-448-0000 cell 530-550-5213 office www.denaliusa.com www.supplystaff.com