Designed by Danielle Hinkle-Abba, SRI International

1. Helping Puget Sound manufacturers succeed through innovation, supply chain positioning, and business developmentAPICS Professional Development MeetingApril 9, 2008 Designed by Danielle Hinkle-Abba, SRI International

2. CAMPS Mission Helping Puget Sound manufacturers succeed through Innovation Supply chain positioning Business development

3. Value Proposition: Value Proposition The value of a CAMPS membership lies in the power associated with being part of a network of manufacturers, supply chain partners, business advisors, and strategic partners, all working together. CAMPS provides the connections to establish business relationships among members, share in a culture of innovation, and create supply chain development opportunities in emerging businesses, technologies, and processes.

4. Project History 2002 - City of Kent and Kent Chamber completed a long range strategic plan. Local manufacturers indicated a need to find a solution to off-shore competition and changing supply chain conditions 2003 - Manufacturing Council of the Kent Chamber Board meets to develop plans for the Center. The City of Kent and Kent Chamber jointly submit grant applications to the Economic Development Administration (EDA) to secure funding for a feasibility analysis and business plan for the Center 2004 – Washington State Legislature passes bill establishing non-profit Centers for Advanced Manufacturing . A grant of up to $350,000 is approved by the EDA, with matching funds received from the City of Kent, Port of Seattle, manufacturers, and other businesses July 2005 - Grant received from EDA, State Legislature approves matching funds of $215,000 November 2005 - Consultant team selected to conduct a feasibility study April 2006 - Feasibility Study completed July 2006 - Business Plan completed July 2007 - CTED awards $150,000 to launch CAMPS (provided match to remaining EDA funds) October 2007 - Executive Director appointed January 2008 – Officially launched

5. Manufacturing in Puget Sound General Information: 3,000 Manufacturers Most all industries Over 1,000 are involved with the metal trades Feasibility Study: One-third – Highly interested in a Center for Advanced Manufacturing One-third – Moderately interested in a Center for Advanced Manufacturing, but generally wanted more information One- third – Little or no interest in a Center for Advanced Manufacturing

6. Impacts Feasibility Study projections of likely economic impacts of a Kent-based center over five years include: An increase of $129  million in sales Cost savings of $21 million New investments of $27 million 366 jobs created 878 jobs retained

7. Feasibility Study Recommendations Significant challenges: Manufacturing employment is declining Operating costs are high Access to skilled workers is limited and competitive Offshore competition is still an issue Feel isolated and have not been effectively reached by existing providers Most area manufactures know they need help -- they just don’t know where to get the assistance

8. Feasibility Study Recommendations The Center should focus on a few things and do them well - core competencies (e.g., innovation, networking, and supply chain development) and do them very well Center should not duplicate what other organizations are already doing Successful transformative work is hard work, is often risky, and needs to be built over time Successful transformative work involves higher level participation than more routine assistance work It is also more expensive Top Down, high-level support for change from within the firm is a key ingredient for success High degree of trust that firms place in the center. Usually this trust is built up over time.

9. CAMPS today CAMPS is a non-profit membership organization Camps is governed by an independent Board of Directors Camps has a Puget Sound Focus Forward-thinking manufacturing companies who recognize the need to be pro-active in our rapidly changing world Focus on finding innovative products and processes Desire to position their companies in the supply chain process Recognize the need for pre-qualified business development specialists Want solutions to workforce issues Want alternatives to overcome financial constraints to fund growth

10. Location Green River Community College Kent Station Campus

11. Industry Focus All sectors will be serviced, with the initial focus on the following: • Aerospace and Defense • IT Products • Life Sciences and Health Products • Environmental and Energy (Green Technology)

12. Company Focus Manufacturers: Services - 20 to 200 employees Networking and relationships – all sizes Supply Chain All sizes OEM (Original Equipment Manufacturers) Non Manufacturing Customers Associates Top Notch, Professional resources, with proven track records Affiliates Strategic Partners

13. Classes of Membership Manufacturing  Member (voting member) Definition:  A manufacturing entity is any company defined by North American Industry Classification System (NAICS) within the numerical ranges from 31 through 33 as outlined by the 2007 NAICS Tables.

14. Supply Chain Member (voting member) Definition:  A Supply Chain member is an OEM (Original Equipment Manufacturer) or non-manufacturing customer who engages with manufacturers within their supply chain to produce components, services, or finished products

15. Associate Member (non-voting member) Definition - Associate Membership would be available for non-manufacturers (suppliers, consultants, and service providers), to provide access to the manufacturing members for use of their goods and services.  Associate Memberships will be limited to a ratio of two manufacturers or supply chain members; to one Associate Member.   Associate Members must submit full credentials and capabilities to CAMPS to substantiate their membership as being advantageous to manufacturer or supply chain members.  Associate members must be pre-qualified by CAMPS criteria, prior to acceptance of membership. Non-Profit and Not for Profit entities who join for the purpose of securing business opportunities fit into the Associate Member classification.

16. Affiliate  Member (Ex-officio, non-voting member) Definition:  An Affiliate Member is a cooperating public entity that has a strategic relationship with CAMPS.  Affiliates are members by association with CAMPS, may have special dues requirements.  Examples are: training/educational establishments, government funding and sponsoring organizations.

17. Launch Stage (Proof of Concept) Goals 40 Members by end of May 2008 100 Members by end of 2008 300 Members by end of 2009 500 Members by end of 2010

18. Launch Stage (Proof of Concept) Finding a starting point (November and December 2007) Manufacturers feedback Ability to shape the program Buy-in of the concept

19. Phase I CAMPS, in this early launch stage, is developing eight goals to help manufacturers within the first twelve months Executive Team Round Table Interaction (Peer to Peer) Supply Chain “Boot Camp” State of the Company Assessment Innovation Data Base E-Commerce Advancements Workforce Financing Brokered services

20. Executive Team Round Table Interaction • Peer to Peer Interaction • Monthly round table forums for small groups of executives to meet, receive updates on requested subjects, network, and collaborate on common points of interest • Selected topics • Provide feedback to CAMPS

21. Supply Chain “Boot Camp” Introductory supply chain strategy development and training Dual focus on how companies can position themselves into the supply chains of OEM and large customers or to build their own supply chains Further development of supply chain requirements, such as certifications, documentations, EDI capabilities Linkages to OEM and non-manufacturing customers Emerging industry information Export connections

22. CAMPS Advantage Assessment CAMPS staff will provide company assessments relating to the current status, short and long term goals, and requirements to achieve those goals. This will set stage for solid business foundations in alignment with strategic business plans How do the go from XXX to XXX? Today $3 million 3 Years $6 million 5 Years $10 million

23. Innovation Data Base Knowledge Management System (KMS) to provide exclusive access to members on the latest emerging industries, technologies, products, and processes, with secure website access Current, credible, concise information Assistance from Educational Institutions Internships Project Assistance Modeling

24. e-Commerce Advancements Portal exchange between company websites and CAMPS website Search Engine Optimization (SEO) techniques, enabling companies to raise awareness of their specialized capabilities, certifications, and specialties e-Commerce tools in selected instances

25. Workforce CAMPS will provide members with access to the latest programs available to find solutions to workforce issues, including tax legislation, incentives, and tax credits Public sector realizes the value of “family wage jobs” Interest to find internal solutions to meeting the needs for skilled labor On-the-job training (OJT)

26. Financing Solutions Preparation steps to qualify for loans Conventional Loans Small Business Administration (SBA) Asset Based Lenders Bridge Capital

27. Brokered services Assist companies in accessing the region’s top-notch pre-qualified providers to develop highly efficient business foundations, practices, and processes Examples: Training Improvement programs Lean Certifications Legal Accounting Specialized Banking

28. Phase II New Product development assistance Hosted Innovation Events Intelligence gathering assistance on specific markets products, materials, and processes Requirements to build a company supply chain process Supply Chain linkages to OEM suppliers Business Development Company (BDC)

29. Importance of Innovation “Over the next six years, products representing more than 70% of manufacturer’s sales today will be obsolete due to changing customer demands and competitive offerings” “Average new product development cycle is 13 months” Ref: Deloitte Research - Mastering Innovation, Exploiting Ideas for Profitable Growth

30. The Importance of InnovationKey to performance of Kent area manufacturers

31. Global Competition New customers New competitors Pace of change continues to accelerate

32. Supply Chain Two types: Part of an OEM or non-manufacturing customer Develop own supply chain Or combination of both

33. Supply Chain Requirements Understand the necessary strategies Develop the necessary documentation Prepare for and obtain the necessary certifications Establish the infrastructure to support supply chain requirements EDI Quality Tracking Meeting Kaizen requirements

34. Vision Roll together innovation, supply chain and technology Innovation Partnership Zone (IPZ) – The City of Kent and CAMPS are collaborating on a 2008 application to the State of Washington, Department of Community, Trade, and Economic Development (CTED) designation and Capital Grant Application for a Kent based IPZ. Creation of a “Center for Innovation” in the Kent IPZ Development of an Agile Manufacturing Model Leveraging the capabilities of several small companies Using technology to enhance collaboration Market CAMPS members’ capabilities – fast, flexible, and responsive

35. Washington Manufacturing Appreciation Symposium Sixth Annual June 3rd Supply Chain Boot Camp Industrial Index Update – Metal Trades Growth Genie Industries – Been there and Done it Boom Next Door – Canadian Economic Growth and $175 Billion in business opportunities

36. www.camps-us.com Thank you