Global Supply Chain Update

APR Supply Chain Council 2010
Global Supply Chain Update

Singapore, April 8th 2010
Security Systems
Internal | ST/DL, -/LOG | April 8, 2010 | APR Supply Chain Council 2010 | Robert Bosch GmbH 2010. All rights reserved, also regarding any
disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
Main Message SCC 2009, Zhuhai

Lets see
what we actually have

achieved
how far we achieved
our Supply Chain
Excellence targets
what we are going to
do this year to continue
striving for Supply
Chain Excellence and
driving our supply
chain processes to
world class
Last SCC (when the economic crisis started) we asked to focus on results
Security Systems
SC Excellence @ ST | Major achievements

1
SC
integration
8
2
IT
harmonization
Transport
optimization
Value
added
services
to
continuously
drive STs
supply chain
processes to
world class!
Supplier
integration
6
Order and
prospect
mgmt.
Competence
mgmt. 3
Product
portfolio
mgmt.
4
We strive for SC excellence and we drive our SC processes to world class

Security Systems
Achievements (1/4) | Integration and Harmonization
1 Supply Chain Integration

Set-up of one integrated supply chain merging the formerly
separated supply chains of ST and Telex with entirely integrated
processes, infrastructure, organization and IT systems
Migration of BU CO from Oracle to SAP and successful go live
Realizing economies of scale by relocation of Telex products into
one joint CDC and one BU orderdesk per region
2 IT Harmonization
SAP rolled out to NSO CN & HK, NSO NL exp/ASA EMEA, NSO
US exp, BU CRS
BeAT online ordering and tracking tool rolled out to STDE, STNL,
STES, STPO and STNA further roll-outs in SEE, STBE, STGB and
STFR planned for 2010
Security Systems
Achievements (2/4) | Competence and Complexity
3 Competence management @ ST (CptM@ST)

CptM@ST supports a structured development of our personnel to
the right defined qualification level for their respective roles
Set-up of the Supply Chain Academy (SCA), covering the functions
Logistics, Purchasing and Manufacturing
Gap analysis performed and training measures developed
4 Product portfolio management

Reduced supply chain complexity (products, parts, processes) and
cost by streamlining of the product portfolio achieved portfolio
reduction c. 15 %
Setup of a guideline to consider impacts on supply chain costs in
product design (standardization and postponement)
Security Systems
Achievements (3/4) | Supply Chain Processes
5 Order and prospect management

Early information about expected lead time to NSO and customer
through requested date proposal
Prospect management process defined and rolled out
Integration of order desks NSO exp NL and regional BU EMEA
6 Supplier integration
Rollout of SupplyOn to better integrate our suppliers and hence to
extend our supply chain
Lead time and inventory reduction by standardized procurement
models (supported by SupplyOn) which also helps to reduce the
complexity in dealing with c. 1500 raw material suppliers
Number of raw material suppliers has been reduced by c. 20 %
Savings of c. 7 m EUR for raw materials and trade goods compared
to 2008
Security Systems
Achievements (4/4) | Supply Chain Network
7 Value added services

Value adding services set-up in CDC for Make-to-Order
configuration (e. g. assembling enclosure, setting country code,
testing) resulting in closure of six local warehouses
Commercial return checks now done not only for packing but also
for version, release, use etc.
8 Transport optimization
Global transport cost visibility for c. 80 % of our transport cost
achieved by rolling out a transport management system
Freight invoice verification available
Transport policies defined to foster consolidation of shipments
Tariff renegotiation (e. g. sea freight APR<->EMEA) and better cost
consciousness contributing to freight cost savings of c. 13 m EUR
compared to 2008
Security Systems
Supply Chain Excellence @ ST | Results

Stabilize
Delivery Performance
to >90% / >98%
RLIP
90,0%
88,5%
83,0%
80
65,5%
2007
Act .
70
2008
Act .
2009
Act .
2010
Plan
93,1%
96,4%
97,0%
2008
Act .
2009
Act .
2010
Plan
83,1%
100
Delivery
Performance
2007
Act .
Avoid lost
sales
SC Costs
12,7%
90
CLIP
GEZ
79
12,5%
77
11,4%
77
11,4%
72
2007
Act .
2008
Act .
2009
Act .
Reduce
Supply Chain Costs
to <10%
2010
Plan
5
10
Supply
Chain
Excellence
15
20
Costs
Reduce supply
chain cost
2007
Act .
Capital
employed
Manage working
capital
2008
Act .
2009
Act .
2010
Plan
Reduce
GEZ
to <60 days
Great progress made on Costs and Delivery Performance GEZ will follow!
Security Systems
Monthly Delivery Performance (xLIP) 2009/2010

100%
CLIP Target 2009: 96,8%
Monthly Delivery Performance
96,6%
95%
CLIP Target 2010: 97,0%
94,3%
96,4%
93,1%
96,4%
RLIP Target 2010: 90,0%
89,9%
90%
96,2%
96,4%
88,5%
86,0%
85%
RLIP Target 2009: 88,1%
83,0%
85,5%
82,0%
80%
2008
month Avg.
85,3%
2009
Avg.
Delivery perf. dropped in Q4, current RLIP 5%-points below PY/target

Security Systems
Weekly Delivery Performance and Backlog
Weekly Delivery Performance and Backlog (BLP)

100%
35
CLIP ST
95%
30
25
90%
RLIP ST
85%
20
15
10
80%
32,4 29,6 29,1 27,5 27,3 26,8 27,2 26,3 25,7 25,4 26,1 24,2 23,9 21,3 19,6 18,9
75%
0
week 48 49 50 51
2
3
4
5
6
7
8
9
10 11 12 13
Backlog @ 18,9 m EUR c. 6 m EUR above normal level of 13 m EUR

Security Systems
10
Weekly Delivery Performance and Backlog (BLP)

VS
100%
CO
20
100%
20
18
95%
16
12
95%
16
12
85%
80%
75%
100%
16
12
95%
2
75%
90%
12
20
18
95%
16
14
90%
12
10
85%
10
85%
6
80%
2
0
100%
14
48 49 50 51 2 3 4 5 6 7 8 9 10 11 12
CRS
16
10
75%
6
80%
18
14
80%
48 49 50 51 2 3 4 5 6 7 8 9 10 11 12
20
18
85%
10
ACS
20
90%
12
85%
48 49 50 51 2 3 4 5 6 7 8 9 10 11 12
FIR
95%
14
90%
48 49 50 51 2 3 4 5 6 7 8 9 10 11 12
100%
16
2
75%
18
95%
10
6
80%
20
14
90%
10
85%
100%
18
14
90%
IN
6
80%
2
75%
0
48 49 50 51 2 3 4 5 6 7 8 9 10 11 12
2
75%
0
48 49 50 51 2 3 4 5 6 7 8 9 10 11 12
Security Systems
11
Supply Chain Excellence @ ST | Inventory/GEZ 09

400
103
98
110
95
350
300
250
RSO
200
150
BU
100
50
MP
0
[m EUR]
80
94
92
88
88
80
100
86
84
82
80
80
GEZ avg.
209
41
106
75
207
214
47
43
99
76
104
81
77
90
80
70
201
42
97
76
195
44
93
73
202
184
178
40
172
167
40
163
39
158
37
37
151
148
37
36
33
91
68
89
63
87
60
83
60
80
60
179
77
57
73
71
55
54
41
39
87
103
60
50
40
30
20
65
73
10
0
12.08 Avg. 02.09 03.09 04.09 05.09 06.09 07.09 08.09 09.09 10.09 11.09 12.09 Avg.
08
09
Avg.
Plan
[days]
66 m EUR inventory reduction (31 %) in 2009 GEZ remains unchanged @ 80d

Security Systems
12

5
Inventory Development PB per RSO (in m EUR)
46,3
4
40,9
4,1
43,1
4,3
4,6
3
43,8
42,2
4,6
4,5
39,9
4,2
39,9
4,6
39,1
39,1
37,2
36,9
36,6
3,3
3,3
3,4
4,1
35,8
3,2
39,1*
41,5
3,5
4,0
4,1
21,6
21,6
13,5
13,5
14,5
12.09
FC
BP
33,3
3,5
AMEC
24,5
24,3
2
22,4
23,1
24,1
23,5
22,0
21,8
21,5
20,8
20,5
20,8
19,4
18,8
APR
1
17,7
14,5
13,9
14,5
15,1
13,8
13,5
13,6
13,1
13,1
12,4
13,2
11,0
EMEA
12.08
12.08
02.09
03.09
04.09
05.09
06.09
07.09
08.09
09.09
10.09
11.09
12.09
* internal
EMEA RSO inventory decrease from Russia and Italy

Security Systems
13
GEZ Development PB per RSO (in days)

70
74
62
65
60
61
65
60
59
58
57
55
52
54
51
APR
50
50
40
30
20
10
18
14
5
12.08
21
15
6
02.09
20
15
20
20
20
19
19
19
18
18
14
14
14
13
14
13
13
13
03.09
04.09
05.09
06.09
08.09
09.09
10.09
11.09
07.09
-GEZ unchanged
Security Systems
14
18
17
12
12
12.09
FC
16
RSO
12
EMEA
AMEC
BP
Supply Chain Costs (in m EUR/% NGU) | ST PB

Inventory Cost
Freight Cost
thereof Inbound
thereof Outbound
Packaging Cost
Log. Personnel Cost
thereof Physical Logistics
thereof Administrative Logistics
Duties
TOTAL SUPPLY CHAIN COST
Act 08
Act 09
14,3
40,0
16,2
23,8
1,3
45,0
25,7
19,3
12,8
113,4
11,2
26,4
9,9
16,5
1,1
41,0
24,4
16,6
9,6
89,2
Act 08
% NGU
1,6%
4,4%
1,8%
2,6%
0,1%
4,9%
2,8%
2,1%
1,4%
12,5%
Act 09
% NGU
1,4%
3,4%
1,3%
2,1%
0,1%
5,2%
3,1%
2,1%
1,2%
11,4%
Plan 10
% NGU
1,4%
3,5%
1,6%
1,9%
0,1%
5,1%
2,9%
2,2%
1,2%
11,4%
In 2009 supply chain costs are 11,4% of NGU, which is 1,1%-points below PY
and 0,9%-points below plan. These savings contribute 7,1 m EUR vs. plan and
8,7 m EUR vs. PY to STs DB5 despite effects like fixed/ variable costs and under
proportional decrease in log. activity vs. NGU decrease
Savings in supply chain costs contribute 8,7 m EUR to STs DB5 in 2009
Security Systems
15
Log. Personnel Costs | Administrative Logistics

Personnel
Capacity
Costs
per PC
[#]
358
30
34
13
39
39
151
43
[k EUR/ 34
PC]
76
55
53
15
29
32
88
2,3
1,9
0,7
0,6
Administrative
Personnel Costs
[in m EUR]
0,2
12,4
12,4
4,5
1,4
0,8
Total
BU
Planning
BU Order CDC Admin

Desk
MP
Planning
MP Admin
NSO Order ASA Admin

Desk
HQ
Order desk activities in BU and NSO account for c. 50% of PC and costs
Security Systems
16
Log. Personnel Costs | Physical Logistics

Personnel
Capacity
[#]
398
108
240
29
21
11
34
57
(86,5)
Costs [k EUR/
per PC
PC]
23
40
4,4
(3,4)
Physical
Personnel Costs
[in m EUR]
9,4
including
CDC Lanc.
CDC Mor
CDC Tilbug
(ST-Staff)
(Ex-CDC Sab)
2,8
1
1,2
Total
CDC Operations
MP Whse.
NSO Whse.
ASA Whse.
Physical personnel costs mainly generated by CDC will go down in 2010

Security Systems
17
Supply Chain Excellence @ ST | Projects 2010

Supply chain performance management
Supply Chain Performance
Management
Supply chain integration

STEP-IN SAP roll-out in NSOs
and manufacturing plants
Supply chain network
Supply chain organization
Supply Chain
Improvement
Organization
SC collaboration
Customer
Satisfaction
Supplier Collaboration
Product portfolio mgmt.

Quality
Delivery
Costs
Source
Make
Plan
Supply chain process

Planning Concept (VMI, CIP)
Process Excellence
Portfolio Management
IT
Deliver
Y
Z
& performance improvement

Productivity Improvement
Lead Time Management
Security Systems
18
Distribution Network
Transport and Customs
Optimization
Competence Management @ ST
Roles
Structured process for

associate development
As Is competency
assessment and definition of
development actions
Competence
Management Process
11 Bosch ST wide roles in

logistics, 9 in purchasing and
15 in manufacturing
Competency Model
STs Supply Chain, Process

& SAP Training
Bosch Supply Chain
Academy
Supply Chain Academy
Security Systems
19
Supply Chain Academy Approach

I. Preparation
3
Product Know How

Business Administration
Purchasing Basics
Purchasing
Finance and
Cost Accounting and Planning
Controlling
Logistics Basics
Logistics
RB-/GB-Logistics
Procurement Concepts
Transportation and Storage Concepts
Quality in Logistics
Production Planning and Control Concepts
Supply Chain Design
Supply Chain Planning Tools
Sales Planning Processes and Standard Distribution
Inventory Management Processes
Production Planning and Control Process
Procurement Processes
Transportation and Storage Processes
Competence
Field
Competence
Business Administration
Sales and
Interface between Logistics and Sales&Marketing
LOGCompetence
Matrix
Status: 01/23/2009
Competence field
(Level 1)
Competence field
Technology
Competence area
(Leve l 2)
Enginee ring
Production
Customs and Commercial Law

Transportation and Assurance Law, Logistics
Guarantee and Product Liability
Metaprofessional Competences
Enterpreneural
Mindset &
Application of Leadership Instruments
Leadership
Leadership Strength
Future Orientation
Results Orientation
Methodological
Project Management
Competence
Competence field
Business
Administration
Purchasing Basics
2
2
W arehouse
Ope rator
(UBG+AA)
Cost Accounting and Plann ing
Finance and
Controlling
Logistics
Production Planning and

Contro l Concepts
Sup ply Chain Design
Methodological
Competencies
Leadership
Entrepreneurial
Mindset
Project
Management
Process
Management
Working
Techniques
Communication
Cooperation
Warehouse &
Tran sport
Coordinator
(UBG+AA)
Warehouse &
Transp ort
Officer
(UBG+AA)
Project and
Process
M anager
(UBG+AA)
1 2 3 4
1
2
LOGCompetence
Matrix
Line Manager
Logistics
(UBG+AA)
1 2 3 4 5
2
Project Ma nagement
Process Managem ent
12
BPS System Understanding
Quality Management
23
34
45
CW 44
CW 45
RB
Advanced
seminar
SCA-LOG
02
RB-/GB-Logistics
ST
Basic
seminar
SCA-LOG
01
BPS 100
BPS-LLB
SCA- RB
LOG03
Inventory
Management
SCALOG04
Incoterms
RB
Products and
systems
IT Systems
Product Know-how
Business
Administration
Logistics
ST
GB-specific
RB
2
2
3
3
3
3
3
3
1
2
- No knowledge, Skill required

- Basic
3
4
5
- Competent
- Specialist
- Champion
Which is the rolespecific required

competency level?
Inventory Management
Process
Metaprofessional
RB
RB
SCA LOG06
SAP
Parameter
Which competencybuild up measures

are existing/ need to
be developed?
CW 46
CW 47
CW 48
CW 49
CW 50
Startletter
by BV
SC
Transportation & Storage

Concepts
3
3
3
2
Competence
2
2
3
2
Competence
Field
1
1
Competency
Category
Technology
2
2
2
1
1
1
3
1
2
1
2
1
3
1
1
2
3
Production
2 3 4 5
2
3
2
2
Procurement
Planner
(UBG+AA)
3
3
2
2
2
Competence
(Level 3)
Product Development Process
3
3
Engineering
2
3
2
1
1
1
2
2
2
2
2
1
1
1
2
1
1
2
2
2
1
3
2
2
2
2
2
2
1
1
Working Te chniques
Results Orientation
1
2
2
1
1
1
2
2
2
1
1
1
1
1
3
3
2
2
1
2
2
2
2
2
2
1
2
2
3
2
2
2
2
BPS-Meeting
28.10.09:
Information
about project
and CptM.setting
by LOG, PUR
Enabling
Instruction
for all target
groups
(HRD)
Transfering into
CptM.-tool
(HRD)
BU, CDC,
ASA, SC
1 Procurement
planner
2 Production
planner
Mail: Reminder
halftime by HRD
3 Distribution
planner
4 Customer order
desk officer
5Customer Service
7 Warehouse &
Monitoring KPIs and agreements with 3PL /

forwarders. Management and support of
WMS+TMS applications.
Ensuring Replenishment of DCs and plant-toplant deliveries. Production planning &

scheduling (including levelling).
8 Warehouse &
Ensuring In- and Outbound deliveries

(plants/DC) in regards to compliance with
customer requirements and foreign trade rules.
Responsible for demand planning based on

sales forecast. Sets planning parameters for
replenishment of associated DCs.
9 Project and
Responsible for supply chain projects, process

and IT system improvement activities +
logistics process optimization.
Handling incoming orders and Order change

management.
10 Line Manager
Formally responsible for a group or department

within the logistics function.
Not applicable for Bosch ST.
11
WH Systems and
HRL
HRL
Mail & Conference call:
How to use the
CptM-Tool by
HRD
Setting
Finishing competence profil,
role, level, measures
Transfering into CptM.-tool

Information about project
and CptM.-setting by HRD
operator
Not applicable for Bosch ST.
Transport
Officer
Process Manager
Logistics
STEP 1: General Data
STEP 2: Competence
Assessment
GAP Analysis
How does the CptM Tool

work?
Who will be evaluated?
What is the As Is competency

per employee?
Where are the competence

GAPs?
STEP 3: Definition of
Measures
Results
STEP 4: Summary of
Measures
Discussion/ MAG per

employeee
What are appropriate

measures to close the GAPs?
How many employees in Total

have GAPs where?
Which measures have been

defined for the department?
Which measures to fix during

MAG for the employee?
Mail: Last call for

analysis by HRD
Based on Gap-Analysis (= follow-up process)

and CptM.-setting by HRD
HRL
Instructions
Data Aggregation
Mail: Reminder for
analysis E.CW51
by HRD
Mail: Reminder
halftime by HRD
Finishing
Enabling
Last adaption of CptM.-Setting

(MGE)
Instruction for
Manufacturing
(HRD)
Transfering into CptM.-tool

(HRD)
Analysis
HRL
HRL
Accomplishment of Gap-Analysis
Manufacturing
Mail: Reminder halftime by HRD
Manuf. & HRL

Mail & Conference
call: How to use the
CptM-tool by HRD,
MGE
Accomplishment of Performance Review (MAG)

Based on Gap-Analysis
(= follow-up process)
HRL
Mail: Reminder for analysis E.CW53 by HRD
Training Program
(Vorlesungsverzeichnis)
Engineering (AA)
Logistics
6 Warehouse
Transport
Coordinator
2010
Accomplishment of Performance Review (MAG)
Responsible for the procurement of semifinished goods, raw materials and trade goods
CW 53
BU, CDC, ASA,

SC
BU, CDC, ASA, SC

and CptM.-setting
by LOG, PUR
BPS-Meeting
28.10.09: Information
about project and
CptM.-setting by
MGE
CW 52
Accomplishment of Gap-Analysis

How to use the CptM-tool
by HRD, LOG, PUR
BU, CDC, ASA
Manufacturing
CW 51
End of
Gap-Analysis
Finishing
Last adaption of
CptM.-Setting
(LOG, PUR)
2
Role Cluster
Definition
As Is Competency
Analysis
Implementation Plan
1
2
2
2
2
2
2
3
2
2
Transpo rtation- and Storage

Processes
Interface betwee n Logistics
1
and Sales & Marketing
Customs- and Commercial
1
Law
Transpo rtation- and Insurance 1
Law, Logistic Service Provider
Guarantee and Product L iability 1
Commun ication Skills and

Techniques
Cooperation
2
3
Sales Planning Processes and

Sta ndard Distribution
Inventory Man agement
Processes
Production Planning and
Contro l Processes
Procuremen t Processes
App lication of Lea dership

Application of
Instruments
Leadership
Leadership Strength
Leadership
Strength
Future Orie nta tion Future Orientation
Results
Orientation
Logistic Basics
RB-/GB-Logistics
Procuremen t Concepts
(Source and Deliver)
Transpo rtation- and Storage
Concepts
Sup ply Chain Planning Tools
Social
Competencies
Which competencies
are needed for
LOG & PUR?
Customer
Order Desk
Officer
(UBG+AA)
Distribution
Planner
(UBG+AA)
Produ ction
Pla nner
(UBG+AA)
2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Competence area
(Level 2)
IT System s
Purchasing
Sales and
Marketing
Legal
Communication Skills and Techniques

Cooperation
1
1
Products and
systems
Product Know-how
Process Management
Work Techniques
Social
Competences
Procurement
Planner
(UBG+AA)
Competence
(Level 3)
Product Developm ent Process
Quality Managem ent
Marketing
Legal Issues
Training Matrix
Target group: LOG/PUR

BU, CDC, SC, ASA
IT Systems
Target group:
HRL
Competence
BPS
Quality Management
Concepts
Products and
Systems
Processes
Competence
Field
Technologie
Process
4
To Be Competency
Requirements
Target group:
Manufacturing
Competency
Matrix
TG: HRL
II. Implementation
Responsible for the warehouse in- and

outbound handling in the CDC/NSO.
Which roles do we
have in LOG &PUR?
Next step for CptM@ST is to derive competency GAPs and define measures
Security Systems
20
SCA Role Cluster Definition LOG

2
planner
BU Operational
Buyer
SC Operational
Buyer
Production
planner
SC Planner
3 Distribution
4 Customer order 6 Warehouse
planner
BU Planner
NSO Buyer
Planner
BU ASA Spare
Parts Planner /
Buyer
desk officer
CDC Order
Desk Officer
NSO Order
Desk Officer
NSO Counter
Sales Officer
BU ASA Order
Desk Officer
NSO ASA Order
Desk Officer
NSO RMA Desk
Officer
operator
Legend:
SC Supply Center
BU Business Unit
NSO National Sales Organisation
CDC - Continental Distribution Center
SC Material
Handler
SC Warehouse
Staff
SC Incoming
Quality Inspector
SC Coordinator
Inbound
CDC Inbound
Planner/
Coordinator
CDC Pick
Operator
CDC Packer
CDC Stock
Integrity
Coordinator
BU ASA
Warehouse
Operator
Not applicable for Bosch ST (not listed):

(5) Customer Service Logistics
(11) Warehouse Systems and Engineering (AA)
1 Procurement
46 ST LOG roles have been allocated to 9 Bosch wide role clusters

Security Systems
21
SCA Role Cluster Definition LOG

7 Warehouse &
Transport
Coordinator
CDC Application
Manager
(WMOS)
8 Warehouse &
Transport
Officer
SC Shipment
Officer
SC Foreign
Trade Repres.
SC Export
Control Officer
(ECO)
SC Warehouse
Supervisor
BU Export
Control Officer
(ECO)
CDC Customs
Supervisor
CDC Whse.
Manager
CDC Whse.
Supervisor
CDC Teamleader Outb
(WMOS)
NSO Whse.
Team Leader
NSO Export
Control Officer
(ECO)
NSO ASA Team
Leader
9 Project and
10 Line Manager
Process Manager
SCM Project
Manager
(Overall)
Supply Chain
Performance
Manager &
Controller
(Overall)
Logistics
Not applicable for Bosch ST (not listed):

(5) Customer Service Logistics
(11) Warehouse Systems and Engineering (AA)
Regional
Logistics
Manager
BU Logistics
Manager
BU Controller
(part of logistics
management)
SC Logistics
Manager
NSO Logistics
Manager
BU ASA Local
Service
Manager
Legend:
SC Supply Center
BU Business Unit
NSO National Sales Organisation
CDC - Continental Distribution Center
46 ST LOG roles have been allocated to 9 Bosch wide role clusters

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GAP Analysis Key Figures

Manufacturing (MGE)
Purchasing (PUR)
Logistics (LOG)
[# employees]
Warehouse Operator
17
Role Cluster
Procurement Planner
30
26
Warehouse &Transport Officer
22
Production Planner
23
Customer Order Desk Officer
20
11
Distribution Planner 0 10
19
17
Project and Process Manager 12 9
12
12
Line Manager Logistics
11
11
4 43
Warehouse &Transport Coordinator 02 3
18
17
18
93
93
46
59
59
20
8
64
64
49
49
37
37
27
27
APR
AMEC
EMEA
55
GAP analysis performed for MAG 2010 in 2009 worldwide per Role Cluster
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23
GAP Analysis
Manufacturing (MGE)
Purchasing (PUR)
Logistics (LOG)
RB-/GB-Logistics
Sales Planning Processes and Standard Distribution Processes
Transportation- and Storage Concepts
Top Ten GAP Competencies
Transportation- and Storage Processes

Working Techniques
Process Management
Purchasing Basics
Procurement Concepts (Source and Deliver)
Competencies

Production Planning and Control Processes
Project Management
Supply Chain Planning Tools
Production Planning and Control Concepts
Future Orientation
Procurement Processes
Logistic Basics
Supply Chain Design
Customs- and Commercial Law
Results Orientation
Inventory Management Processes
IT Systems
Quality Management
Top Ten Best Competencies
Transportation- and Insurance Law , Logistic Service Provider

Cooperation
Leadership Strength
Application of Leadership Instruments
Product Know -how
Interface betw een Logistics and Sales & Marketing
Guarantee and Product Liability
0%
10%
GAP
20%
30%
As Is = To Be
40%
50%
60%
70%
80%
Higher
33 competencies per Role cluster have been evaluated

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24
90%
100%
GAP Analysis Result Detail

# employees:
357
Logistics (LOG)
Top Ten Best Competencies
Inventory Management
Processes
RB-/GB-Logistics
IT Systems
Sales Planning Processes and Standard Distribution

Processes
Quality Management
Transportation- and Insurance

Law, Logistic Service Provider
Transportation- and Storage Processes
Cooperation
Working Techniques
Leadership Strength
Process Management
Application of Leadership
Instruments
Product Know-how
Purchasing Basics
Interface between Logistics

and Sales & Marketing
Procurement Concepts (Source and Deliver)
Guarantee and Product

Liability
Prioritized
for 2010
0%
10% 20%
30% 40% 50% 60% 70%
80% 90% 100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Major gaps in Logistics Quality and knowledge of RB-/GB-Logistics

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25
100%
GAP Analysis Results

# employees:
37

RC4 Customer Order Desk Officer
[% employees]
RB-/GB-Logistics
Working Techniques
Sales Planning Processes and Standard Distribution Processes

Logistic Basics
IT Systems
0%
GAP
As Is = To Be
10% 20% 30% 40% 50% 60% 70% 80% 90%
Higher
100
%
Cost Accounting and RB-/GB-Logistics are the biggest gaps

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Supply Chain Excellence @ ST | Results

Stabilize
Delivery Performance
to >90% / >98%
RLIP
90,0%
88,5%
83,0%
80
65,5%
2007
Act .
70
2008
Act .
2009
Act .
2010
Plan
93,1%
96,4%
97,0%
2008
Act .
2009
Act .
2010
Plan
83,1%
100
Delivery
Performance
2007
Act .
Avoid lost
sales
SC Costs
12,7%
90
CLIP
GEZ
79
12,5%
77
11,4%
77
11,4%
72
2007
Act .
2008
Act .
2009
Act .
Reduce
Supply Chain Costs
to <10%
2010
Plan
5
10
Supply
Chain
Excellence
15
20
Costs
Reduce supply
chain cost
2007
Act .
Capital
employed
Manage working
capital
2008
Act .
2009
Act .
2010
Plan
Reduce
GEZ
to <60 days
Great progress made on Costs and Delivery Performance GEZ will follow!
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STs Competitive (Dis-)Advantages | CSS 2009

Products
Products
12
Customer Service
Customer Service
11
-2
After Sales
Tech Support
Training
16
Marketing
15
Sales Representative
9
-30
-20
-10
Delivery
AMEC
Global
Delivery
10
20
After Sales
11
Tech Support
Training
11
Marketing
14
30
15
-15
Competitive (Dis-)/Advantage
-10
-5
10
15
10
20
30
Customer Service
Delivery
Slight competitive advantage

Major competitive advantage
-5
Products
Customer Service
Delivery
After Sales
APR
EMEA
Competitive disadvantage
Products
After Sales
Tech Support
Tech Support
Training
17
Training
16
Marketing
16
Marketing
15
13
6
-30
-20
-10
10
20
30
-30
-20
-10
Great progress made, but delivery is perceived as a competitive disadvantage

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28
One Global Supply Chain Organization?
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Only a strong and solid Supply Chain Community

ensures
competitiveness
and leads to
customer
satisfaction!
Security Systems
30

Global Supply Chain Update

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APR Supply Chain Council 2010