Life beyond UCSC – ISTM (one example) Management of Technology Seminar UC Santa Cruz Mike Ruggiero October 2007
Overview • Who am I – And how did I end up in the ISTM program • What am I – My professional career, past, present, and future • What’s it all about now - Seagate • What the #$@$%! it got to do with you - Testimonials Corporate Overview October 2007 * For first fiscal quarter ended September 28, 2007 ** Includes interns, contractors, and agency temps 2
Who Am I - History 1. Information Storage Systems - Chemistry Technician; Drive assembly and test 2. Atari – Video games PCB test and repair 3. BTI and LMSC – Systems Field Service 4. Tandem Computers 1. Support Specialist, Hardware and Operating Systems SW 2. SW Developer 3. New Product Development Manager 5. Sun Microsystems – Solaris Dev. Program Manager 6. Starfish SW – Professional Service Manager Corporate Overview October 2007 * For first fiscal quarter ended September 28, 2007 ** Includes interns, contractors, and agency temps 3
Who Am I - History 1. Huffman Letter 2. Subj: Statement of Qualification for Huffman Prize for 2006 3. Dear Judges, 4. As a nomine for the Huffman Prize for 2006, I must admit that my quest for higher learning can be summarized by a quote from Mark Twain, “I have never let my schooling interfere with my education”. I first attended UCSC in 1974. A transfer student, I was intent on turning my talent for chemistry and electronics into a geology degree. Sadly, my plan was to make lots of money working for the oil companies. Coming to Santa Cruz for university studies changed my fate. I quickly developed a fondness for sailing (or the glamour of adventure it embodied). At the end of the second quarter I dropped out, took my remaining funds, and went in on a three way partnership of a 36’, ocean going catamaran. The plan was to sail to Tahiti. After a year and a half of planning, practice and saving we set sail. The journey took us to San Diego where we stayed far too long, had way too much fun, and spent all our money. I was lucky; I returned to Santa Cruz and began my 25 years of immersion in the exploding information technology industry. 5. During my absence from the university, I lived and breathed computer hardware and software in Silicon Valley. At first I worked for ISS (Information Storage Systems) as a chemistry technician making ferrous metal ingots. These were to be the core material for manufacturing disk read/write heads. After my UCSC and sailing adventures, I worked at Tandem computers for 18 years. Much of this time was spent traveling the world as a senior field support analyst diagnosing both system hardware and operating system software. When I left Tandem I went to work at Sun Microsystems as the Solaris Integration Program Manager. Most recently, I worked at Starfish Software as a professional services project manager. 6. While at Tandem, I played many roles besides that of field analyst. These included software developer, project manager, and development manager. At one point I was a project lead for the roll-out of their world-wide remote support centers. My primary focus was the specification of utilities and processes used to implement the centers. As one of the knowledge experts to engineering, I helped develop remote methodologies (software and hardware) for isolating subsystem failures on live, mission critical, systems and networks. While at Tandem I also documented, designed, and built (stuffed the ICs and wire-wrapped all the connections) my own 6800 based computer system. I developed a rudimentary OS and a memory mapped dart score board application for the game of Cricket, which was all written in assembly language and streamlined to fit in two 8 k-byte banks of ROM memory. This was a self-learning project. 7. … 8. As Albert Einstein said, “the devils in the details”. Based on my work experience, I know there is one key skill sorely needed in industry today. It is the ability to take a large, non-convergent problem, extract the relevant data, and massage that data into focused, convergent pieces, pieces to which solid scientific and engineering techniques can be applied to find optimal solutions. I believe my experience here at UCSC has furthered my ability to do exactly that. I leave UCSC with a new lease on my career. It has not been just schooling; it has been a truly educational experience. 9. Michael Ruggiero Corporate Overview October 2007 * For first fiscal quarter ended September 28, 2007 ** Includes interns, contractors, and agency temps 4
Corporate Overview October 2007
Seagate: Storage Leader • Seagate is the world’s leading provider of hard disc drives – Q 1 FY 2008*: 47. 2 M drives shipped; revenue of $3. 3 B • Provides storage solutions for Enterprise, Desktop, Mobile Computing, Consumer Electronics and Branded Retail markets – Share leader in Desktop, Enterprise and Consumer Electronics – 36% overall market share: highest in the industry – Broadest product offering in the industry – Largest customer base • Ownership and vertical integration of critical technologies: heads, media and motors • Approximately 54, 992** employees worldwide • Acquired Maxtor Corporation • Acquired Evault • Forbes Magazine 2006 “Company of the Year” Corporate Overview October 2007 * For first fiscal quarter ended September 28, 2007 ** Includes interns, contractors, and agency temps 6
Seagate’s Global Presence Minneapolis, MN Bray, Ireland Springtown & Limavady, N. Ireland Toronto, Canada Amsterdam, Netherlands Paris, France Beijing, China Shrewsbury, MA Emeryville, Fremont, Milpitas, Sunnyvale, Scotts Valley, CA Wuxi, China Pittsburgh, PA Oklahoma City, OK Longmont, CO Tokyo, Japan Suzhou, China Delhi, India Shanghai, China Taiwan Bangkok & Korat, Thailand Penang, Malaysia Ang Mo Kio, Science Park & Woodlands, Singapore Drives and Components Regional HQ’s and Sales Corporate Overview October 2007 Design Customer Support Seagate Services 7
Seagate Leadership Model • Technology Leadership – Own and develop underlying technology – Industry-leading investment in R&D • Product Leadership – Industry’s broadest product line • Vertical Integration – Own the key components that drive product strategy • Scale and Leverage – World class manufacturing and flexible supply chain Corporate Overview October 2007 8
Seagate’s Product Line Handheld Notebook 8 Markets Gaming Desktop 40 Products Auto External 100% DVR Revenue Access Enterprise Corporate Overview October 2007 9
Industry Trends - Digital Content Landscape Forming Network Infrastructure Content Aggregators Storage Content Creation Corporate Overview October 2007 Content Enjoyment 10
Q 1 Financial Highlights Revenue $3. 3 billion Net Income* $385 million EPS* $0. 69 Shipments 47. 2 million Margins 25% Inventory Under 3 weeks Corporate Overview October 2007 * Non-GAAP 11
R&D Investment (last 4 consecutive quarters) $ Millions Corporate Overview October 2007 12
Market Share Estimates Total Market - All Form Factors - Preliminary Growth Q 4 FY 07 111. 2 M Units Corporate Overview October 2007 Y/Y = 15% Q/Q = 19% Q 1 FY 08 132. 4 M Units Source: Seagate Market Research 13
Product Update
Q 1 Product Highlights Consumer Electronics – shipped 5. 7 million units • DVR shipments rose 35% year-over-year Mobile Computing – shipped 7. 9 million units • 50% of shipments were 120 GB or more Enterprise Products – shipped 4. 6 million units • 2. 5 -inch drive shipments reached 1. 8 million units Desktop Products – shipped 29 million units • Shipped 1. 5 million 750 GB products Branded Products • Refreshed and redesigned Maxtor One. Touch Family Corporate Overview October 2007 15
Mobile Computing Products Momentus • Market leading technology • The world’s first 2. 5 -inch notebook drive using perpendicular recording • Capacities up to 160 GB and spin speeds up to 7200 RPM • Momentus 5400 Full Disc Encryption (FDE) prevents unauthorized data access • Hybrid technology increases performance, reliability, and battery life • Free-fall protection for beefed-up laptop durability Corporate Overview October 2007 16
Consumer Electronics Products - DVR DB 35 • Seagate continues as #1 supplier of hard drives for DVRs • The highest capacity— 1 TB—hard drive for DVR systems • DVR market shipments to reach over 54 million units in 2010 to drive a compound annual growth rate of nearly 20% through the forecast period LG PY 2 DR Corporate Overview October 2007 High-Definition DVR Digital Video Recorder/ DVD Combination 17
Handheld Products Lyrion • 60 GB for handheld audio and video devices • G-Force protection for toughest 1. 8 -inch hard drive on the market • Worldwide 2005 - 2009 compound annual growth rate (CAGR) for Portable Media Players is 95%* Corporate Overview October 2007 *Source: IDC, 2005 18
Ruggedized Products EE 25 • EE 25 Series meets rugged demands of the automotive, industrial, aerospace and marine tech markets • 2. 5 drive designed for operation at environmental extremes – high vibration, high humidity, wide-ranging temperatures • Up to 80 Gbytes Corporate Overview October 2007 19
Consumer Electronics Products – Surveillance SV 35 • First hard drive specifically engineered for commercial video security market • 1 TB = up to 32 days of high-quality, continuous recording • Unique combination of features improves performance, power management and reliability • Global video surveillance camera revenue will grow to more than $9 billion by 2011 with 13. 2% CAGR, up from $4. 9 billion in 2006 (i. Suppli, March 2007) • Global market for network video surveillance technologies expected to reach $2. 6 billion by 2010 (IMS Research, January 2007) Corporate Overview October 2007 20
Consumer Electronics Products – Seagate D. A. V. E. Technology Platform • Delivers the best way to move, store and connect your digital life, wirelessly connecting mobile devices. • Up to 60 GB of storage • Powerful Bluetooth 2. 0 and Wi-Fi connection • Highly customizable: Designed to be easily branded by mobile device manufacturers, network carriers, automotive companies, and others Corporate Overview October 2007 21
Who Am I - Now • Seagate, Sr. Global Supply Analyst – Supply Optimization – Supply Allocation – Supply Revenue and Linearity alignment • Progenitor of 2 tools – Heat. Map: Supply/Demand reconciliation – Demand Signal: Optimized forecast for production planning • Lead for Optimization Tool Corporate Overview October 2007 * For first fiscal quarter ended September 28, 2007 ** Includes interns, contractors, and agency temps 22
Allocation Overview Ø Vision Ø Daily and Weekly Execution Deliverables Ø Allocation Ownership Ø Judgment Process Ø Forecasts Accuracy and Reality (SSD) Ø Reporting Content Ø Functional Interaction Ø Open Items / Actions Corporate Overview October 2007 23
Vision – Allocation Management ü Escalation path for customers to gain additional supply for demand coverage • Production planning remains step one in supply issues ü Owns forecast alignment to the revenue plan • PLM is consulted in any forecast gaps to the revenue plan ü Owns the forecast that drive 6 months of factory planning ü Responsible for prioritizing any builds that result in customer or revenue trade-offs ü Communication vehicle for field sales to get reliable and prompt supply status Corporate Overview October 2007 24
Daily / Weekly Execution Ø Who’s Short Report - Daily - Verify entries and target response/closure within 48 hours - Communicate back to AM/Sales on ability to close Ø Judged Demand Signal – Weekly: Tuesday COB Ø BU and PLM issues – Weekly / Monthly - Status updates - Transition calls and qualification issues - Substitution Matrix Ø Retail Supply Line and Forecasting Management - Weekly Ø Ad hoc supply issues and Reporting - Daily Ø Factory calls: materials, manufacturing, launch & quality – Weekly Ø Master Schedule analysis Corporate Overview October 2007 25
Allocation Ownership Allocation Management Ø Allocation for WW customers and all Business Segments Ø Optimization of build plans to align supply to demand as well as message supply opportunity positioning Ø Support the current quarter revenue plan across all BU’s Ø Align to the Inventory Targets (turns) while effectively messaging the importance of customer agreements, buffers and supply continuity • Current Quarter Ø Reactive - Who’s Short Report identifies field sales shortages Ø Proactive - Heat Map Ø Ownership of allocation / revenue trade-offs with inputs from Sales Management • Future Quarter Ø Heat map (next) proactively analyzes by ST model, 9 -digit and customer Ø 6 Month view “Supply Status” tests MBS plans against Judged Demand Buffer requirements Corporate Overview October 2007 26
Allocation - Functional Interaction Functional Groups Issues and Escalations Corporate Overview October 2007 27
Heat. Map – User Views & Interfaces Main Pivot Table 1 3 Limit Query Data Configure Pivot Table Corporate Overview October 2007 2 Configure Pivot Data Drilldown 28
Simple: Linear Programming A Linear Program (LP) is a problem that can be expressed into a standard form as follows: Minimize or Maximize cx (Objective Function) subject to Ax = b (Constraints and variables) Where x>=0 The word "Programming" is used here in the sense of “planning". Find the best solution in Feasible Region Corporate Overview October 2007 29
Optimization Model Components Customer Specific (constraints) Ø Current Demand (by Month and 9 Digit Model) Ø AUP, AUC (6 Digit) Ø Customer Ranking (Strategic Importance, Pricing Tier, Loyalty, and Mgmt Commitment factors) Business Goals (objective or constraints) Ø Maximum Profitability, Net Revenue, or Market Share Supply Specific (constraints) Ø MBS (6 Digit) Ø Material Availability (# of Discs by Mth) Corporate Overview October 2007 30
Sample Optimization Model Supply Constraint Dmd by Mth by 9 -Digit AUP/AUC by Customer by Model Customer Ranking Profit Maxi. Goal Corporate Overview October 2007 31
Sample Optimization Outputs BY MODEL Corporate Overview October 2007 BY CUSTOMER 32
What’s It Mean to You Testimonials – Jason: Sr. Analyst, Revenue Planning – Kevin: Account Manager – Colin: Manufacturing Program Manager – Ming: International Trade Analyst – Finance/Accounting – Mai: Sales Operations, Pricing Analyst Corporate Overview October 2007 * For first fiscal quarter ended September 28, 2007 ** Includes interns, contractors, and agency temps 33
Summary Jason D Demant/Seagate My current role is a revenue planning analyst in our Branded Solutions BU. I own our quarterly revenue plans, which includes getting forecasts from Sales, hosting meetings to lock on prices and then crunching through quite a few numbers to give our BU and corporate group visibility into the current quarter and 4 quarters out. During off cycle times, I typically do ad-hoc reports and excel reports. I spend my time primarily analyzing data and doing various things in Excel. This role is more of a finance type role. For this role I've created basic SQL queries which I learned at UCSC. Primarily though I use basic business knowledge acquired there as well. This is my second position at Seagate. I started in Customer Service as a project manager. The primary project I worked on was creating a new returns process for our end-users. We now incorporate e. Commerce into the returns process and sell upgrades, advanced replacement and expedited shipping to customers via the returns process. Thanks, Jason Demant Sr. Analyst, Revenue Planning Seagate Branded Solutions (SBS) Corporate Overview October 2007 34
Summary -Kevin K Wang In my first 2 years at Seagate I have been one of the Account Managers on our Corporate Accounts ( Big 6, accounts for approx 60% of revenue), Sun Microsystems. This job really focuses on Supply Chain Management and is really the heart of how to manage supply vs demand. As an Account Manager you are the customer facing agent that has to work customer upsides/ mix changes/ as well as any other opportunities customers will throw at you. Account Managers deal with every part of the company from understanding customer requirements to knowing the details of how a HDD work so you can relate things back to your engineering team. As an Account Manager you are fulfilling the new build production side of the business meaning that weather its IBM, DELL, EMC, HP, or Sun Microsystems, we sell Hard Drives to all of them! Account Managers are the supporting force of sales. Sales makes the deals and Account Management makes those deals happen. Even though it is tough to deal with high demanding customers day-in and day-out, it does require lots of attention to detail as well as a complete understanding of how your customer's business works, because at the end of the day you are as successful as your customer is. The skills that I have used from my days at UCSC would have to be all primarily from ISM 225, only because my role dealt strictly with SCM. One eye opener for me was that all the case studies that Subhas reviewed in class were just that, "case studies". After being deployed into the real world I soon came to figure out that not EVERY works how it was planned to work. For example EDI signaling demand are not always processed through, another example could be that due to weather conditions your product will not arrive due to airports being shut down, etc. It is not until you experience all these real life situations that you realize how difficult it really is to keep big Corporations running the way they do. Corporate Overview October 2007 35
Summary Kevin - continued Now I have just taken on a new position as a Senior Planner working in Sales Operations. This job will focus primarily at take manual processes and creating automated tools to help eliminate the time needed to perform these manual tasks. My new role will be focusing on taking current processes and streamlining them to allow our internal team to spend more time analyzing data rather than spending the time pulling it. I will also be attacking the customer side of this as well by making all these improvements more of a collaborative effort to help both parties in the long run. One thing that I wish the program did touch more on was Microsoft skills (i. e. Access and Excel). I had no idea how much these tools could do until I started using them in the real world. I used some very basic and beginner functions in excel but never used it to the extent I do today (one example being Pivot tables). This I think would be very beneficial for anyone going into Corporate America where Microsoft tools are the norm and everyone has to adapt to use them (regardless of how horrible they are). Other than that I think the courses and work load in this major fits into the high tech industry being that more and more companies are now looking for those who are business savvy and have a technical background. With this kind of combination you become a very valuable asset to any company. Best Regards, Kevin Wang Account Manager Business Management Seagate Technology, LLC Corporate Overview October 2007 36
Summary Colin Lee/Seagate 1) Global Supply Chain Analyst I'll leave this for you, since we were in the same group. 2) Materials Factory Manager Responsible for all aspects of managing the ODM. Own materials & buffer management, tooling capacity and production, demand forecasting, Ramping production, Mass production, End Of Life Management, packaging, cost negotiations, and ODM relationship. ISM 225 really helped in that I use buffer calculations, formula and forecasting frequently in my day to day tasks. It also helped open my eyes to new buffer strategies and helped me build custom strategies for my ODM's different products. Thanks, Colin Materials Factory Manager Seagate Branded Solutions Corporate Overview October 2007 37
Summary Corporate Overview October 2007 38
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