SCM-4 How to Position Customer Order Management Colleen

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SCM-4 How to Position Customer Order Management Colleen Roberts, Product Marketing Manager

What’s the opportunity to sell Customer Order Management in 2004? Customer Order Management was the highest People. Soft revenue SCM product category in target industries last year. Over 50% of companies plan to replace or significantly enhance their Order Mgmt systems in next two years. Source: AMR Research Page 2 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Today’s Business Realities • More than half of companies have more than one Order Mgmt system: the average company has 5+ • 43% of companies make one or more acquisitions per year • 61% of companies sell through an indirect channel • 45% of customers place orders through more than one channel • Challenges of Disparate Systems • 2/3 have partial or no integration, 68% of integration is hard coded • 50% have none or limited product and customer standardization Source: AMR Research Page 3 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Customer Example Moved from three disparate order management systems to a single, flexible system. “People. Soft supported our needs to take thousands of stock and customized orders per day, pick and ship them within an hour of receipt, and manage lot tracking on a product line of about three hundred thousand SKUs. ” Doug Mc. Clure, Director, Enterprise Applications Page 4 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. People. Soft Products • Order Management • Inventory • Billing • Production Planning • Production Management Benefits • Order to Pick from 24 hours to < 15 min. • Near real-time order confirmations • Manage increased volume and complexity: 3, 000 orders/day on 300, 000 SKUs

Industries with highly fragmented systems… and available budget to fix Top 3 Industries Top Priorities: Chemicals • Single, integrated order management system High Tech Manufacturing • Order visibility across supply chain • Single, shared customer record Consumer Goods Source: AMR Research Page 5 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

In summary: Many companies will replace their order management systems Gartner agrees… In 2004, a market resurgence for ERP come…[from the need will to] replace fragmented applications with a single …. integrated ERP application (0. 8 probability). In the traditional markets (such as manufacturing and distribution users will focus on consolidating vendor offerings…. ), Gartner, November 2003 Page 6 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Q 1: What percentage of companies plan to replace or significantly enhance their Order Management systems in the next 2 years? a) 20% b) 30% c) 40% d) 50% Page 8 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Agenda • The opportunity for Customer Order Management • Selling Strategy & Tactics • • Target Industries Pain Chain Value Messaging and Power Positions When to Position Enterprise & Enterprise. One • Solution Overviews • Cross Sell / Upsell Opportunities • Competitive positioning • Customer Win Stories Page 9 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Selling Strategy and Tactics PRE-QUALIFY DISCOVERY LEAD & CONTROL CLOSED/ SELECTION NEGOTIATION TRANSITION

Target SCM Industries Pre-Qualify Life Sciences Automotive 400+ Wholesale Distribution 630+ Consumer – Food & Beverage 600+ Consumer - Durables/Personal & Hsehld/A&F 900+ Industrial Manufacturing 800+ High Tech Electronics 450+ Chemicals & Lubricants 170+ Paper & Packaging 100+ Downstream Energy Page 12 725+ 125+ People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Customer Order Management Pain Chain Pain Qualify Business Driver “What do you mean we can’t support expanding our order üAdded new online order channels? ” • Expand order channels with unified view üIncreased order rate 15% without added staff • Reduce lost / dissatisfied customers “You mean I have to talk to another dissatisfied customer? ? ” üReduced build-to-order lead time 50% “We need to get revenue and profit levels up to the best in our industry” Page 13 • Revenue and profit growth CEO/CMO/Sales/CFO People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Customer Order Management Pain Chain Qualify Pain Business Driver “I don’t know how effective each promotion is, yet we spend a lot of money on promotions” • Effective promotions spending “Our orders used to take üPromisingadministration costs as long as 2 high… too many seconds are too hours, now 45 • Reduce costs of order management, increase efficiency people…” üDiscount structures moved from “We keep document… now giant Word losing orders to organized and easierthey get competitors because to manage delivery promises to people ü 97% on-time delivery (up 19%) faster” üOrder processing our order “We can’t measure time reduced 20% fulfillment effectiveness, like our • Reduce lost orders Operational Management percentage of perfect orders” Page 14 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. • Ongoing performance measurement

Customer Order Management Pain Chain Pain Qualify Business Driver ü 20% increase in order accuracy “We spend so much time fixing ü 10% increase in sales volume order and fulfillment errors for customers” • Accurate order management üEffectively handled 400% increase in call volume • Fast order entry, automated efficient price management ““It takes too long to enter orders and keep pricing up to date” “We can’t see generating 300 üAutomaticallyall the information we need to take orders from customer price quotes daily based customers commodity costs on changingand answer inquiries” Page 15 Evaluation Team People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. • Information visibility for customer service excellence

Customer Order Management Pain Chain Qualify Pain Business Driver “We reduced with the integration “We can’t cope with the Lead Times ü 50%can’t cope Quoteintegration ofof too many 15 days) too days tofragmented order (30 many fragmented order • Total cost of ownership management systems“ ü 97% to over 99% inventory “We need a system that can scale accuracy a system that can scale asas • Scalability our company grows, we don’t have our company grows, soso we don’t have to to replace FTE IT Support too replace the software again too ü 2. 0 to 0. 5 the software again Staff soon” ü 100% System Reliability (no “We have handle too many “We have sinception) downtime to to handle too many questions from our order entry staff… the software too difficult to use” the software is is too difficult to use” Page 16 Technology Team People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. • Ease of use, ease of maintenance

Lead & Control “Value” Messages Integrated, single view of all order management Consistent customer service excellence Reduce costs, increase revenue and profits Page 18 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Q 2: Which of the following are target industries for People. Soft Customer Order Management? a) Life Sciences b) Consumer Products c) All of a, b and c d) Paper & Packaging Page 19 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Lead & Control The $10 million dollar question: Which SCM Product Family do I sell?

What should I consider before recommending Enterprise or Enterprise. One Supply Chain Management? Areas to Consider: Existing Customer? Leverage software already installed What is the customer’s financial solution? • If Enterprise, then position Enterprise SCM • If Enterprise. One, then position Enterprise. One SCM Page 22 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. Lead & Control

What should I consider before recommending Enterprise or Enterprise. One Supply Chain Management? Lead & Control Areas to Consider: Existing Customer? Leverage software already installed Must have i. Series? Enterprise. One • Enterprise. One and World run natively on IBM i. Series (AS/400) • 30+% of Enterprise. One customers, 100% of World customers • Enterprise. One is the leader in SCM solutions on i. Series • No other Tier 1 competitors run natively on i. Series Page 23 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

What should I consider before recommending Enterprise or Enterprise. One Supply Chain Management? Lead & Control Areas to Consider: Existing Customer? Leverage software already installed Must have i. Series? Enterprise. One Mid-market Buying Criteria? Enterprise. One How does the prospect Deploy, Buy and Use software? Page 24 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

What should I consider before recommending Enterprise or Enterprise. One Supply Chain Management? Areas to Consider: Existing Customer? Must have i. Series? Enterprise. One Mid-market Buying Criteria? Enterprise. One Which Industry? Page 25 Leverage software already installed Consider Industry Matrix People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. Lead & Control

Lead & Control What should I consider before recommending Enterprise or Enterprise. One Supply Chain Management? Areas to Consider: Y L Leverage software already installed Existing Customer? Must have i. Series? I L E ID U S E N Mid-market Buying Criteria? G Which Industry? Page 27 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. N O Enterprise. One Consider Industry Matrix

Q 4: If your prospect insists on the i. Series platform, you will position the Enterprise. One solution. a) I don’t know b) I don’t remember c) False b) True Page 28 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Target SCM Industries Lead & Control Life Sciences Automotive 400+ Wholesale Distribution 630+ Consumer – Food & Beverage 600+ Consumer - Durables/Personal & Hsehld/A&F 900+ Industrial Manufacturing 800+ High Tech Electronics 450+ Chemicals & Lubricants 170+ Paper & Packaging 100+ Downstream Energy Page 30 725+ 125+ People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Industry Fit – PSFT solves Industry “Must Haves” Industry Must-Haves Industrial Manufacturing E EO Multi-attribute items (Product Variants) ETO quoting in Manufacturing Mgmt Configured items processing Capacity/item reservations High Tech Electronics Serial Genealogy Rosetta. Net support Consumer Complex pricing Trade promotions management Perishable goods Lot control Meat processing Catchweight (Dual units of Measure) A&F, Sporting goods Size/Color/Style (Product Variants) Life Sciences FDA Compliance – CFR part 11 Lot Track and Trace Charge backs and rebates Page 31 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Industry Fit – PSFT solves Industry “Must Haves” Industry Must-Haves Automotive E (cont’d) EO Demand Scheduling / Release Accounting Product Variants Asset Intensive Paper & Packaging Dual Units of Measure Chemicals / Bulk Stock Inventory Downstream Energy Agreement Management Wholesale Distribution Complex pricing Multi-branch support (Other must-haves depend on the type of products distributed – see above) Page 32 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Lead & Control Configurable and Flexible • Enterprise • Business rules • User preferences • Tool set • Process Modeler for • Enterprise. One: • Order Activity Rules • Advanced Preferences • Processing Options Page 33 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. both Enterprise and Enterprise. One

Comprehensive: Enterprise. One Supply Chain Management Solution • Manufacturing Management • Quality Management • Requirements Planning • Engineer-to-Order • Procurement and Sub-contract Management • Buyer Workstation • Supplier Self-Service • Demand Forecasting • Demand Consensus • Strategic Network Optimization • Production and Distribution Planning • Production Scheduling. Process • Production Scheduling. Discrete • Product Data Management Page 35 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. • • Inventory Management Bulk Stock Logistics Warehouse Management Transportation Management • • • Sales Order Management Advanced Pricing Order Promising Agreement Management Product Variants Base Configurator • Service Management • Customer Self-Service

Comprehensive: Enterprise Supply Chain Management Solution • Manufacturing • Flow Production • Quality Management • • Strategic Sourcing Purchasing e. Procurement Services Procurement • Catalog Mgt • e. Supplier Mgt • Collaborative Supply Mgt • SRS • Demand Planning • Inventory Policy Planning • Supply Planning -Multisite Material Plannetr • Supply Planning – Advanced Multisite Planner • Engineering • e. Product Management Page 36 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. • Inventory • • Support • Field Service • Help. Desk Order Management Order Capture Self Service Product Configurator Promotions Management Billing e. Bill Payment

Lead & Control Enterprise Solution Overview

Enterprise Customer Order Management products (SCM 8. 8) • • • Order Management Promotions Management Product Configurator Billing e. Bill Payment ____________ • Inventory Other • Analytics Enterprise products to • Order Capture Self Service • Support position: • Sales Page 41 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

SCM 8. 8 – Customer Order Management enhancements Release Themes: • Compliance and Best Practice • Total Ownership Experience • Global and Industry Enhancements Order Entry Self Service Enterprise Pricer Cross Docking Fulfillment Workbench Additional Trade Promotion Types Generic Credit Card Integration Page 42 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Customer Order Management Key 8. 9 Enhancements • Mass Maintenance • Cost-plus Pricing • Enterprise Order Management Integration to Enterprise. One • First step towards Shared Services/Distributed Demand Management (DDM) Page 43 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Lead & Control Enterprise. One Solution Overview

Enterprise. One Customer Order Management products • • • Sales Order Management Advanced Pricing Base Configurator Order Promising Agreement Management Product Variants ____________ Other • Sales Management Analytics Enterprise. One • Customer Self Service products to • Sales position: • Support Page 45 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

SCM 8. 9 – Customer Order Management enhancements Release Themes: • New ways to drive revenue and gain operating efficiencies • Meet industry-specific business process needs Product Variants (Size/color/style) Pricing and Promotions Order-to-Cash enhancements Reservations Management (Order Promising) Cross Docking Dual Units of Measure (Catchweight) Enhanced Lot Control Page 46 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Results of SCM 8. 9 release • 300+ enhancements, 30 new/enhanced modules • 230+ shipments ww (Install Base/New), first live • Analyst coverage: reports/articles “The new modules and enhancements, which are far too many to list here, follow in J. D. Edwards' tradition. . . to provide good, pragmatic solutions that address the heart of their customer base. . . ” John Moore, ARC Advisory Group Page 47 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Nth Am Press Coverage: 50+ articles, coverage in 90% supply chain publications, 60% of coverage put enhancements in industry context J. D. Edwards has announced a slew of enhancements to its ERP and supply-chain applications. Many of the upgrades cluster in particular vertical market areas, such as. . . – CRMDaily For consumer goods companies, the software provides pricing and promotion management, inventory and order management, enhanced lot control and cross docking and profit management. For industrial manufacturers and distributors, the software enhancements are in engineering project management, product configuration management, …. – Internet. Week J. D. Edwards has [kept its] vow to push out more products in the next 24 months than it has in any other two-year time frame – Computerworld Page 48 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

People. Soft Enterprise. One Customer Order Management Summary Roadmap 2004 Q 2 Q 4 8. 10 Release 8. 11 Release Order Promising TOE: Integrated Enterprise. One CRM Configured item support for Order Promising. Single context for Enterprise. One applications for increased usability, lower complexity, and overall lower total cost of ownership. Includes CRM integration to Order Promising. Integration of Enterprise CRM Order Capture TOE: Sales Order Management new User Interface Integration to Enterprise. One Sales Order Management – Phase II. Streamline order taking process and reduce number of clicks to enter an order. Demand Scheduling Execution – new module TOE: Base Configurator new User Interface Support for release accounting, cum management, forecast smoothing and EDI requirements. Primarily for the automotive industry. Streamline management of configured items. Base Configurator Engineer-to-Order integration Integration to Customer Self Service. Integration to Order Promising. Integration with Sales Order Management for shipping of ETO products. TOE: Sales Order Management Shared Services phase I Transaction Processing for data integrity during program runs e. g. sales update. Item master synchronization, HCM-Manufacturing integration, and Procurement integration between Enterprise and Enterprise. One. Page 49 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. Future functionality plans subject to change

What is Demand Scheduling / Release Accounting? Many order management business models in industrial manufacturing look like: Customer Places Order Promise Order Accepted Manufacture & Deliver Release accounting supply chain model looks like: Long term contract negotiated Daily schedules/ forecasts received Net schedules calculated Manufacture, deliver, send ASN Requirements: • Track contract compliance • Calculate CUMs • Auto pack-size rounding calculations • Packaging BOM, Pack records & scanning, ASN & Acknowledgements Page 50 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Cross-Family Opportunities • Into Enterprise deals: • Order Promising (custom integration / roadmap) • Into Enterprise. One deals: • Promotions Management (custom integration / roadmap) • Enterprise CRM (shared services model) • Order Capture (gateway to Enterprise CRM) • Order Capture self service (B 2 C) • Sales / Support and other CRM Page 51 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Lead & Control Competitive Positioning

Competitive Analysis Dual Units of Measure (Catchweight) Product Variants Complex Pricing Trade Promotions Engineer-to-order Quoting Lot Control Profitable-to-Promise Tier 1 – feature/functionality alone won’t win. Tier 2 – our feature/functionality advantage will help. Page 54 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

SAP -- Strengths & Weaknesses STRENGTHS: WEAKNESSES: – Mind & market share in most verticals – Complex configuration and maintenance (37% OM share, per AMR) – e. g. , dual units of measure – Scaled to handle corporate-wide deployment. Geared to centralized – order-to-cash processes. – – – Strong functionality • returns management • pricing/discounts • Collaborative master data mgmt. – Tight integration to other my. SAP modules. Order Management in both core R/3 and CRM Different functions in each Common data model? – Lack of agility after installation – Risky implementations and upgrades – Lower customer satisfaction PEOPLESOFT DIFFERENTIATORS: – – Page 55 Easy, agileconfigurability solution of Common data model between SCM and CRM (Enterprise. One) Profitable-to-Promise capability High customer satisfaction People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Oracle -- Strengths & Weaknesses STRENGTHS: WEAKNESSES: – Tight integration of technology stack: – Weak replenishment function. – Order Management, WMS, TMS, order promising are complex to install. applications, database, and toolset – Brand awareness and large Database customer population. – Robust components across Order Management, SCM, and Fulfillment (11 i) – Some vertical-specific capabilities (e. g. , – Batch data flows (concurrent job managers) – Low customer satisfaction – Lack of inter-operability (APIs) order provisioning for Telecom) PEOPLESOFT DIFFERENTIATORS: – Platform independence – Configurability and inter-operability – – – Page 56 High customer satisfaction Common data model between SCM and CRM (Enterprise. One) Color /size/style, and Profitable-to-Promise capability People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Intentia -- Strengths & Weaknesses STRENGTHS: WEAKNESSES: – Industry-specific capabilities – Weak transportation mgmt function – Java platform ported from RPG code • product variants (Fashion) • campaign management catchweight & – (Food) – Flexible processing options • Multiple order types – Consulting and support staff stretched thin – only about 10 -12 product consultants in USA – Finances and cash flow (8 consecutive losing quarters) • Advanced pricing – Offer bundled solutions (software and installation) Highly trained consultants required PEOPLESOFT DIFFERENTIATORS: – – – Page 57 Pure Internet architecture and People. Tools toolset Corporate viability and brand mindshare Service and support staff Common data model between SCM and CRM (Enterprise. One) Profitable-to-Promise capability People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Microsoft (MBS) -- Strengths & Weaknesses STRENGTHS: WEAKNESSES: – Brand name recognition and ubiquitous – operating platform Basic functionality – Multiple product lines needing rationalization on. NET platform Inconsistent quality of re-seller partners – Scalability-challenged – – Extensive VAR channel Lack of core vertical capabilities – – Value proposition for SMB market – Poor globalization PEOPLESOFT DIFFERENTIATORS: – – – Page 58 Robust functionality Pure Internet architecture Common data model between SCM and CRM (Enterprise. One) Scalability for SMB and large enterprises Direct sales, support, and service People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Q 8: Which of People. Soft’s competitors offer Profitable-to. Promise functionality? a) SAP b) Oracle c) None of these competitors d) Microsoft Page 59 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Q 9: Which of the following are advantages that People. Soft has over Microsoft? a) Pure Internet Architecture™ b) Deeper functionality c) A direct sales and support model d) All of the above Page 60 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Customer Win Stories §Carlton & United Breweries (Australia, Enterprise. One) §Belvedere (Canada, Enterprise) §Dorel Juvenile Group (US, Enterprise. One)

How we won the deal at Carlton & United Breweries (CUB) Key Buying Criteria: • Feature/function • References • Integration • Vendor Relationship Business Driver: Enable a new Business Strategy: To become Australia's Leading Beverage Company. That is, truly multi-beverage, with a focus firmly on growth opportunities across multiple beverage types within Australia. WHY We Won: • References met their requirements • Comprehensive FMCG solution Existing System Problem: Order Management • Low risk implementation approach being handled by System ESS within the Oracle CPG Offering sold in 1997 now unsupported. • Scalable technology for high volumes Page 62 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Our References Edward Keller Limited Hong Kong · · · · · Page 63 Sold To 25, 000 Ship To 30, 000 500 orders per hour 50 people taking phone orders 45, 000 truckloads per week 500 Carriers · · · Sold To Customers 25, 000 60, 000 SKUs Up to 20, 000 order lines a day 70% of orders by phone 400 users & 500 Carriers Sold To 15, 000 Ship To 50, 000 23, 000 SKUs Up to 250, 000 order lines a day 10% of orders online over phone 6, 000 Deliveries per Day · · 22 Plants Live 85 Additional Plants to be rolled out Moving away from Oracle CPG · People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. New Zealand Dairy Foods · · · Sold To Customers 8, 000 600 SKUs, 90, 000 Pricing records Up to 30, 000 order lines a day 75% of orders by phone Moving off Oracle CPG

Scalable Technology The CUB Order Volume Challenge: Enterprise. One Technology can be configured to accommodate CUB’s demands for performance and availability Example of a Scaleable High Availability Solution Page 64 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

How we won the deal at Carlton & United Breweries (CUB) Enterprise. One Modules Purchased: Key Points: • Adopted a problem solving approach • Established credibility early via references • No software demo until the end (SCM 8. 9 is powerful in CPG) • Consistently strove to exceed their expectations • Quest Global to see the passion • Corporate visit to observe the infrastructure & culture • Strove to set a customer service benchmark that Oracle could not match Page 65 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. • Sales Order Mgmt • Advanced Pricing • Agreement Management • Product Variants • Procurement • Inventory • Accounts Receivable • Transportation Mgmt • Warehouse Management

Belvedere International Business Issues • Previous system highly customized • Difficult and time-consuming to plan and track marketing promotions with channels • Trade spend on in-store promotions can be 80% of the marketing cost “People. Soft is well positioned to support consumer goods manufacturers by offering a closed loop promotions management and deduction solution” Brahim Hoosein, Manager, IT Page 66 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. People. Soft Products • Order Management, Billing, Promotions, Deductions-AR • Inventory, Purchasing • Production Planning • Manufacturing • Financials Benefits • Implementing vanilla system >lower costs • Promotions allows more effective campaigns with vendors • Allows continued growth without adding staff to handle increasing volume

How we won the deal at Dorel Largest Customers: DJG is a $600 M manufacturer and distributor of child safety products based in Columbus, IN Page 67 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. Wal-Mart Toys-R-Us Target

How we won the deal at Dorel Order Management Requirements: DJG Profile: • Support Complex Pricing and Commission Formulas • AS/400 • MAPICS, Baan, Custom • Manual Entry and/or custom integration • Provide an easy to use customer web interface • Provide a level of integration that delivers visibility throughout the order cycle. From Dorel’s RFP: “Today, it takes several phone calls to gather basic data on product, order status and key customer information”. Page 68 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. • 6, 500 Orders Per Week • 80% of orders via EDI • 12 Customer Service Reps

How we won the deal at Dorel Why We Won: Benefits Realized To Date: • Enterprise. One Pricing • Customer Self Service • Application Integration (especially with CRM 2. 0) • Industry commitment / investment • Re-allocated 2 FTE from Customer Service Team • Avg. inbound call times reduced by over 100% (9 min to 4 min) Who We Beat: • Oracle Projected Benefits (after Phase II is completed): What They Bought: 300 Concurrent Users Tech and App Foundations Sales Order Management Advanced Pricing Quality Management Requirements Planning Manufacturing Management Logistics Execution Procurement Management Page 69 Demand Management Production Scheduling Order Promising Time and Expense Management Customer Self-Service Supplier Self-Service CRM 2. 0 Human Resources Management Employee Self-Service People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc. • Fewer inbound calls (customer self-service) • Reduction in pricing discrepancies resulting in lost dollars

Conclusion

Key take-aways for Customer Order Management Opportunity: Highest SCM revenue category in target industries Over 50% companies plan to replace/enhance Value Messages to Address Pain: Integrated single view of all order mgmt Consistent customer service excellence Reduce costs, increase revenue/profits Why People. Soft? Industry Proven Configurable and Flexible Comprehensive Page 71 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.

Where can I get more info? • Field Connection: • Products & Services > SCM > Customer Order Management • Knowledge Garden (until end March): • JDE 5 > Products > Supply Chain Management • Also SCM/HCM/FM Suite 8. 9 Page 72 People. Soft Proprietary and Confidential © Copyright 2002 People. Soft, Inc.