csab apo proposal snp opt v8 from offshore

CS Americas Beverages SAP APO- SNP Optimizer Implementation

March-2008

May 3, 2023

CONFIDENTIAL- 2 -

Agenda

TCS Value•Capability / Commitment•Approach and Solution•Right price / Right Shoring•TCS Cadbury Partnership•Low Risk / High Quality•Experience & Qualifications•Accelerated Process (Quick Wins)•We Get It!

Introductions Background

3C’s Competence, Commitment and CapabilityGoals of Cadbury – TCS RelationshipTCS Cadbury JourneyAbout TCS

Our Understanding of Cadbury’s Needs Beverages Industry – Issues/Challenges and Bench markBusiness Objectives and Potential Benefits Project ScopeSupply Network Model (SNM) and SAP Technology stack

Project Approach and SolutionImplementation ApproachRoles and Responsibility

TCS Proposal Highlights Staffing and Pricing Assumptions

TCS Differentiators and Value Add Customer Case Study Project Team Resumes Ex

peri

ence

& Q

ualifi

cati

ons

Global Specialists

CONFIDENTIAL3

Our Team Today

Srini K, Royen Fernandes

Team Leadership Team

On Site Relationship TeamGautam Sitesh / Sandeep Kumar

Global Delivery Manager

Bal Baranwal

Project TeamHarsh Kumar, Satyajit Patra, Ambrish Mathur,Arun NarayananExtended Team ParticipantsAmit Kholkote, Ted Hayek

191022

Name of Consultant is Satyajit Patra

CONFIDENTIAL

Context - 3C’s - Competence, Commitment, Capability

TCS is Committed to making Cadbury Project Successful

Competence40 Year History of Delivering Large Global ProjectsTCS Cadbury existing infrastructureStrong SAP Practice (4000 +) / Retail PracticeGlobal SAP Partner / Global Support

CommitmentExecutive Level MeetingsTCS Cadbury Journey – Proven PartnershipFlexibilityListen and Collaborate with to CadburyTransparency – Detailed DocumentationIntegration of ASAP and Cadbury Standards

CapabilityProject Team, Experience with Cadbury, Methodology and GovernanceDeep Functional and Product Knowledge Proprietary Tools (IPMS, IQMS, CMM Level 5, ACE, trACE, bACE)Composites - Manufacturing Automation – Adaptive ManufacturingGlobal Network Delivery Model

CONFIDENTIAL

Goals of CSAB TCS Relationship

Fewer, Faster, Bigger and Better Process Harmonization Lesser cost Leverage Offshore

Significant cost reduction through full service offerings from TCS Delivery certainty through operational excellence and risk mitigation Bring end user delight by commitment and TCS work ethics Provide value added service wherever required across CSAB

TCS’s Contribution as Business Partner

CONFIDENTIAL

TCS-Cadbury Journey

Jan 2006 – Mar 2007• Cadbury Egypt ECC 6.0

implementation started• Siebel Analytics

Implementation complete• LN Q1/2 completed• Pre-upgrade Assessment • CSBM upgrade completed

April 2007 – Jun 2007• Emerge Program – A large program for 8

countries in Emerging market. Blueprint phase workshops conducted.

• BI support for Confectionary and Beverages started. Independent support

• Project Sunrise for Cadbury EGYPT implemented with FI, SD, MM, PP and BI modules.

Jul 2005 - Dec 2005• BW enAbel Reporting • M2MR Completed

Mar 2005 – Jun 2005• M2MR Pilot Phase• Offshore Connectivity established

across CS SAP Systems • Pilot Phase completed• Analysis phase award / completion

July 2007 – Mar 2008• BG Consolidation project started• APO Separation – Live Oct 2007. • NAC Upgrade – SAP 4.6C upgraded to

ECC 6.0 within planned cost and budget. • DPSU upgrade – Project started in Aug

2007. Scheduled to Go live on 10 th dec 2007

• Cadbury Nigeria – The Cadbury Nigeria system was rolled out on Sunrise system within 10 weeks. System went live with FI, SD and MM module on 2nd Oct 07

1

2

3

4

5

3 Years of successful partnership

Peak Team Size of 70 resources

Total of 10 Projects (9 SAP) Operational Infrastructure Easier on boarding Business Knowledge Cadbury Portal for effective Program Management

On-time on-budgetProven Partnership

bal baranwal

Changed from Nov2007 to Mar 2008. Added the latest proj BG Consolidation.

CONFIDENTIAL

Pioneering Indian Industries since 1868 US$ 30.0+ Billion; 250,000 employees, 80+ companies, committed to society

Steel

India’s Largest

Vehicles andEngineering

India’sLargest

Energy

India’sLargest

Pvt SectorPlayer

IT Servicesand Consulting

Asia’sLargest

&Global No12

Telecom

Top 3in India

Hotels

India’sLargest

Luxury Chain

ConsumerGoods & Retail

World’sNo 1

Tea Producer

TCS – A Part of Tata Group

TATA a Trusted Brand – Breadth of Experience – Talent Pool

CONFIDENTIAL

About TCS

Stock Price

850

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1700

1968

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12361292 125511881006

8001000120014001600180020002200

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Jan-

07

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-07

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INR

• TCS established in 1968• Over 100,000 Employees• 1st Company in the world to be assessed at

Level 5 for integrated enterprise-wide CMMI and PCMM

• Global presence - Operations in 50 countries, 155 offices in 40 countries

• US $ 4.3B in Revenues• US $ 1.1B in Operating Income• Net profit at USD 950 million• North America crosses US $ 2B • Europe US$ 1B in Revenues• Total Market Cap INR 121018.(USD 28.14 bn.)

Bonus

Net Income

272377

510649

950

0

200

400

600

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1000

FY 03 FY 04 FY 05 FY06 FY07

$ M

M

Revenue USD bn

1.041.56

2.24

2.97

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0

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5

FY 03 FY 04 FY 05 FY 06 FY 07

TCS Internal Process Excellence Leading to Good Business Performance

CONFIDENTIAL

Project/Transition Managers 100+ Technical

Consultants - 2000+

Functional Consultants1500+ Techno-Functional

Consultants – 150+

• Largest SAP practice among India based Global SI’s• Over 15 years of experience delivering SAP solutions• 3,800+ Consultants• 18 + Successful ECC 6.0 Engagements, 200+ SAP

Engagements, • Global Solution Centers

India – Bangalore, Mumbai, Kolkota (Utilities)US – ChicagoEurope – WaldorfAustralia – Melbourne

• R/3 versions 2.2d thru to mySAP ERP ECC 6.0• mySAP CRM, SRM, APO, Netweaver - BW, EP, XI• 24 E2E implementations during past 24 months

TCS SAP Practice Overview

1994

First SAP Project in Germany (R/2)

1996 1997 1998 1999 2000 2001 2002 2003 2004

Relationship with SAP

First Global Project

First EtoE Implementation

Center of Excellence

Upgrade

Global Competency Center

Large Implementatio

n& Global Rollout

V4.7 EtoEimplementations

TCS at Partner Port in WalldorfCo-development with SAP Labs

Time Line

2005

Adaptive Manufacturing

Business Innovation Lab

2006

SAP Global PartnerJoint Go to Market with Sap AG, TCS

assets on NetWeaver

Recognized by SAP, Proven Implementations

SAP Pinnacle Award

2007

CONFIDENTIAL

TCS – SAP Relationship

•Support SAP AG operations•Over 800 Consultants

•SAP Managed Services•Assist customers with SAP implementations

•SAP Global Active Support•Development Team•BPO

•SAP Global Partner - Services•Adopting SAP Netweaver as a development platform• Solutions progressively ported onto NW

Platform• Composites Development AND Adoption of the

SAP Enterprise Services concept•Accelerators for Industry verticals•Infrastructure - Business Innovation Lab•People - SAP skills development, Basis School•SAP Installed in TCS•Over 20,000 training days on SAP Platforms•40,000 seats of SAP HR

SAP as a Customer

SAP as a Partner

SAP as a Supplier

•Better, Faster, Reliable SAP Implementation and Support

•Speed•Business Innovation Lab

•TCS Assets on SAP•Cost – Through Right Shoring

•Quality and Reliability•Solution fit to business issue and Faster resolution of technical issues

•Large network of SAP professionals

Benefits to Customers

In-depth Partnership with SAP / Infrastructure Accelerators

CONFIDENTIAL

Scan 360

Managed Services

Global Competency

Center

NetWeaver

Adaptive Manufacturing

Upgrade

Global Rollouts

Business Process

Harmonization

ERP and Application

Rationalization

Landscape Consolidatio

n

Enable Collaboration

CRM / SRM

Agile Enterpris

e

Analytics /SEM

TCS SAP Offerings Snap Shot

Range of SAP Offerings

Southern Water, Toyota, HD

ABB US,UK, GE

Sanyo Logistics, Cadbury Schweppes,Wabco, Halliburton

Eimskip, NBC,

Bekaert, Hills Pet

Bekaert, Kimberly

Clark, SAP AG,Delphi, Bose

CONFIDENTIAL- 12 -

Agenda






TCS Differentiators and Value Add Customer Case Study Project Team Resumes

CONFIDENTIAL

Beverages Industry Pain Points (relevant to the current

proposal)• Establishing visibility to Inventory Levels throughout the entire Supply

Chain• Reducing time to market• Improved Manufacturing Efficiency• Maintaining appropriate Inventory Level• Avoiding Out of Stock Situations at Retailer Shelves• Shortening Order Cycle Time

Pro

duct

ion

Distribution Inventory

Efficient Supply Chain

- 13 -

TCS’ understanding of Beverages Industry Pain Points

TCS’ Solution is geared towards helping CSAB to achieve Business Objectives of the current assignment Help monitor KPIs to be the Best-in-Class on Industry Benchmarks Alleviate the Pain Points which a typical Beverage Industry faces Help arrive at the right balance of Production, Distribution and Inventory Matrix

Industry Issues Aligned to the Project

CONFIDENTIAL- 14 -

TCS’ Vision Statement for the assignment

SupplierOn-time Delivery

Rate99%

Expedited Customer

Orders0.8%

Warehouse Operations

Cost/Net Sales0.5%

Order Fill Rate

99.4%

CSABBusiness

Objectives

Inventory Accuracy

99.9%

1

2 3

CSAB Business Objectives towards Best-in-Class Beverage Industry Benchmarks


CONFIDENTIAL

1. Clearly definition of objectives. A partial list of critical success factors :• What level of customer service does the market demand?• What modes of transportation should be used to balance cost vs customer service objectives?• Which warehouses should supply product to which customers?• Where should inventory be stored and how much inventory should be carried for each product?• Which manufacturing plants should be making product for which customers/warehouses?• What routes should be used to get product from source to destination?

2. Collection of supporting data. Typical data elements include:• Demand by product and container type• Transportation rates• Transportation lead times• Warehousing costs (both fixed and variable costs), and inventory costs

3. Model the supply chain network. Typical model components include:• Capacity Limitations• Customer Service Requirements• Lead times by mode• Operating Capabilities• Cost of different options

Pro

duct

ion

- 15 -

Supply Chain Best Practices for Beverages Industry …1

Right beginning with Right Understanding

Process Driven Supply Chain Analytics Optimizes Cost

CONFIDENTIAL

4. Analyze the supply chain network• A good supply chain analyst will be both an expert about the business and an expert with the

supporting technology. They will review many "what if" scenarios with the business management to finalize the supply chain network design.

5. Implement and refine• The supply chain network analysis and design process is not a static process. Successful ideas are

implemented and cost savings are realized. And then things change: a large new customer is added at a new location, more production capacity is added, demand takes a nosedive, or raw material prices swing dramatically. Thus, like all good planning processes, the supply chain network analysis and design process must be on going. This process should be revisited regularly (annually/quarterly,) and/or when big things happen within the business.

6. How do we measure the success of this business process?• Firstly, it must generate bottom line savings in the supply chain operations• Secondly, the business process must embed itself firmly in the corporate culture

Pro

duct

ion

- 16 -

Supply Chain Best Practices for Beverages Industry …2

Process Driven Supply Chain Analytics Optimizes Cost

CONFIDENTIAL

Collaborative Planning, Forecasting & Replenishment

Value Potentials

Business Benefits Manufacturer Manufacturer /

Distributor / Host Distributor Business Benefits

Value Potentials

Up to 40%* More accurate forecast

Up to 4 %* Increased service to distributor

Up to 18 %* Reduced inventories

Reduced planning / deployment costs

Up to 20 %* Reduced replenishment cycle

Simplified, exception-based process

Improved in-stock levels

Up to 8 %*

Reduced inventories

Up to 23 %**

Increased sales Up to 32%*

Reduced supply risk

Increased transparency

Simplified, exception-based process

* CPFR.org Case Studies ** Wal-Mart / Sara Lee SCMR, 10/2000

Front end agreements

Collaborate on exception items for

sales forecast

Create order forecast Create order forecast

Collaborate on exception items for

order forecast

Generate order Generate order

Joint business plan

Create sales forecast Create sales forecast

Benchmark Savings in Supply Chain

CONFIDENTIAL

Consumer Products - Beverage Suppliers &

Partners Consumers,

Customers (e.g. Retailers) &

Channel Partners

Analyze, Plan & Develop Procure & Manufacture Market Sell Deliver & Service

Enterprise Management & Support

Strategic PlanningStrategy Definition and

Integrated Business Planning

Time-to-MarketNew Product Development and Introduction

Integrated Supply Chain PlanningDemand and Supply Planning

Sourcing & ProcurementStrategic Purchasing and Sourcing

Procure To Pay

Go-to-MarketBrand Management

Category Management Trade Promotion Management

Account Management

Sales ExecutionSales Force Management

Order-to-Cash Direct Store Delivery

Demand Fulfillment & ExecutionManufacturing

Inbound and Outbound Logistics

Data Exchange & Legal RequirementsTraceability and Environmental Compliance

Global Data Synchronization

Beverage Industry Process Maps from SAP

CONFIDENTIAL

Integrated Supply Chain Planning

Suppliers & Partners

Consumers, Customers (e.g.

Retailers) & Channel Partners


Demand and Supply Planning

Distribution Planning (SAP S9 )

Supply Network Planning (SAP S9 )

Supply Network Collaboration (SAP S9 )

Safety Stock Planning (SAP S9 P1 )

Demand Planning (SAP S9 P6 )

SAP Product Available SAP Product Available with Future Releases Future Focus Partner Product Available Partner Product Available with Future Releases

Integrated Supply Chain Planning

Beverage Industry Integrated Supply Chain Functionality from SAP

CONFIDENTIAL

Manufacturing

Production Planning (Process Manufacturing) (SAP S3,S10 )

Production Planning (Repetitive Manufacturing) (SAP S3,S10 )

Production Scheduling (SAP S3,S10 )

Manufacturing Execution (SAP S3,S10,S28 P3,P5 ) Manufacturing Monitoring and Control (SAP S3,S10,S28 )

Quality Assurance and Control (SAP S3,S10,S28 )

Quality Improvement (SAP S3,S10,S28 )

Inbound and Outbound Logistics

Cross Docking (SAP S3,S13 )

Inbound Processing and Receipt Confirmation (SAP S3,S13 )

Transportation Planning (SAP S3,S25 )

Transportation Execution (SAP S3,S25 )

Outbound Processing (SAP S3,S13 )

Physical Inventory (SAP S3,S13 )

Warehousing and Storage (SAP S3,S13 )

Excise Duties (SAP S3 )

Demand Fulfillment & Execution Suppliers &

Partners Consumers,

Customers (e.g. Retailers) &

Channel Partners



Demand Fulfillment & Execution

Beverage Industry Demand Fulfillment from SAP

CONFIDENTIAL

Direct Store Delivery

DSD paperbased

DSD Order Fulfilment (SAP S3 )

DSD Visit Planning (SAP S3 )

Mobile DSD Order to Cash

Preseller Order Taking

DSD Visit Planning

DSD Order Fulfilment

Mobile DSD Van Sales

Mobile DSD Vansales Processing

DSD Order Fulfilment

Sales Execution - Direct Store Delivery

Suppliers & Partners

Consumers, Customers (e.g.

Retailers) & Channel Partners



Sales Execution

Beverage Industry Direct Store Delivery Functionality from SAP

CONFIDENTIAL- 22 -

CSAB Business Objectives as TCS Understands

Reduce the Overall Supply Chain cost of Cadbury Beverages Motts and Snapple products by

• Optimizing Plant Capacity Utilization

• Optimizing Global Distribution Planning between Plants/Warehouses/Distribution centers

• Achieving closed loop integration between Planning system and Execution system

1

2

3


CONFIDENTIAL- 23 -

Our Understanding of Project Scope

Optimize

1. Sourcing and Plant Capacity by implementing APO SNP Optimizer

2. Safety Stock planning by implementing Time-based safety stock planning

3. Distribution and Transportation load planning by implementing Deployment and Transportation Load Builder (TLB)

Integrate

4. Planning system (APO) and single instance of execution system (R/3) through Core Interface (CIF)

5. Current Demand Planning (APO-DP) module with planned SNP module

The supply chain network of Mott’s & Snapple consists of the following: 25 Distribution Centers 25 Plants with 125 production lines (including Co-Packers) 2500 SKUs

Optimize Supply Chain and Integrate Disparate Systems

191022

"Distribution and Transportation load planning by implementing Distribution Resource Planning (DRP) and Transportation Load Builder (TLB)" to be replaced

CONFIDENTIAL- 24 -

Project Scope - SAP SCM-APO System Functionality

SNP Functionality to be implemented

a. Cost Based Distribution Resource Planning (DRP) / Replenishment using Discrete Optimization

b. Release of Forecast from Demand Planning to SNP

c. Time-based safety stock planning

d. With APO-SNP we can do the Aggregated as well as Product-Location Level Planning (recommended). To be finalized during Blue Print.

e. Deployment ( Availability Check / Fair share )

f. Transport Load Building (TLB) to Generate Orders for Shipping

g. Real Time Integration using Core Interface between APO & R3.

Scope of SCM APO Functionality

CONFIDENTIAL- 25 -

Optimization-Based Planning for DPSG

The SNP optimizer offers cost-based planning. For Cadbury, the solution will be implemented using Cost based optimization. It will attempt to minimize the total cost of Supply Chain network while fulfilling the total demand. The Total costs of Supply Chain includes the following cost components:

– Production, procurement, storage, and transportation costs

– Costs for increasing the production capacity, transportation capacity, and handling capacity

– Costs for violating the safety stock level

– Costs for late delivery.

– Stock out costs.

Scope of SNP Optimizer Functionality

CONFIDENTIAL

High Level Business Requirements (Mott's/Snapple products):

1. Global Distribution Network Optimization based on Costs & Plant Capacity using SNP optimizer2. Replenishment planning between Plant ---> Warehouse ---->Distribution center / Co packer3. Safety stock planning 4. Achieve closed loop integration between planning system (APO (DP/SNP) and execution system(R/3)

High Level Project Scope / Approach :• Implementation of SNP (Supply Network Planning) module of SCM-APO. • PPDS (Production Planning) module of APO Out of Scope. • Assumed that DP (Demand Planning) is already Implemented & will be Integrated with SNP.• Our Recommendation of SNP Functionality to be implemented (To be Finalized during Blue Printing)

a) Cost Based Distribution Resource Planning (DRP) / Replenishment using Discrete Optimizationb) Release of Forecast from Demand Planning to SNPc) Safety Stock / Safety Time / Time phased SS Planning d) Deployment ( Availability Check / Fair share )e) Transport Load Building to Generate Orders for Shippingf) Real Time Integration using Core Interface between APO & R3.

Business Scope

191022

Do not talk anything on Copackers as SNP optimizer in APO 4.0 does not support that.

CONFIDENTIAL- 27 -

Agenda







CONFIDENTIAL- 28 -

Implementation Approach

Option 1 Big Bang approach - Implement SNP functionalities in scope in all regions (Supply Network)

• Business benefits Accelerated testing and go-live time-frame Reduced complexity of Master data migration

• Business risks Master data issues or Plan quality issues could significantly impact supply chain operations and efficiency

Option 2Regional rollout approach - Implement SNP functionalities in scope with phased roll-out across regions

• Business benefits Facilitates stabilization of Optimizer run Reduced complexity of plan results – facilitates faster analysis of Optimizer logs Controlled exposure of supply chain to implementation risks

• Business risks Optimizer results are not optimized across supply chain, hence longer time-frame to analyse plan quality

TCS Implementation Options

CONFIDENTIAL- 29 -

Implementation Approach

Option 3 – Recommended OptionPilot (POC) Implementation followed by quick Global rollout • Implement SNP functionalities in scope with phased roll-out across regions or Globally

but with 3 weeks of parallel simulation runs of APO and existing ECC MRP runs before Production final cutover

• Business benefits Parallel run allows plan comparison of SNP results vs ECC MRP run results based on pre-determined criteria to

evaluate plan quality before final global cutover Parallel run allows controlled exposure of supply chain operations to implementation risks, allows stabilization of

Optimizer run in Production without impact to live systems Reduced Optimizer stabilization time – facilitates faster analysis of Optimizer logs, Facilitates fine-tuning of optimizer

as the regions go-live resulting in completely optimized planning runs during final cutover Increased time to correct master data issues due to extended cutover timeframe Phased roll-out across regions facilitates regional user buy-in

• Business risks Extended cut-over timeframe Increased complexity of master data migration and interface migration

• Factors driving implementation options :• Minimize business risk• Accelerate implementation timeframe• Facilitate end-user buy-in

TCS Recommended Implementation Approach

CONFIDENTIAL- 30 -

Post Implementation – Monitor Key Performance Indicators

The benefits from APO SNP implementation can be quantified based on achievement of specificbusiness objectives. Some of the Key Performance Indicator’s that can be monitored are -

Inbound/Outbound logistics

Delivery Performance / Dispatch Adherence Distribution Costs Cash-to-Cash Cycle Time (Inventory Days of Supply) Order Fulfilment Lead Times/ Transportation cycle time Order fulfilment costs Service Level for Make-to-Stock Products

Manufacturing

Total Supply-Chain Management Cost/ Cost of goods sold Capacity utilization Productivity Average Payment period for production material. Inventory days Cover Value-Added Productivity Asset Turns

Post Implementation – Business KPIs Help Monitor Supply Chain

CONFIDENTIAL31

Implementation Approach – Major Activities

Objective Start up Business Process understanding Development

UATCutover planning

Support

RealizationFinal

Preparation & cutover

Post Go-live Support

ProjectPreparation

Business BlueprintPhase

Key Activities

• Project kick-off• Project Charter• Align Project

Plan with key stakeholders

• Team on boarding

• Establish Project Procedure

• Define templates, Standards

• Agree on deliverable standards

• Identification of tools

• Requirement gathering through workshops /Process understanding

• As-Is and To-Be Process design

• Align APO/SNP functionalities to Requirements

• Identification of data migration objects

• Initial Prototype• Identify training

needs• Inventory of

custom objects

• Functional Configuration

• Custom & Interface Development/modification

• Integration Test scripts review

• Data Migration• Unit Testing,

Integration testing

• Support during User acceptance Testing, Training documentation

• Prepare detailed cut over plan

• Super User Training

• Transport migration to production

• Data Migration to production

• Go/No-Go decision

• Post Go-live support

• Track & close issues

• Report Metrics• Prepare

support documentation and transition plan

20 WeeksGo Live in 23 Weeks

bal baranwal

No Prototype is planned. Pl delete it.

bal baranwal

This step is not required. As there is no existing custom objects in SNP area.

CONFIDENTIAL32

Key Project Deliverables

First Go Live in 23 Weeks. Total project takes 26 weeks

Objective Start up Business Process understanding Development

UATCutover planning

Support

RealizationFinal

Preparation & cutover

Post Go-live Support

ProjectPreparation

Pilot BlueprintPhase

Key Deliverab

le

• Detailed project plan

• Templates, and Project Standards defined

• Issue and Escalation Approach

• Approved Project Plan

• Business Blueprint documents. As-Is and To-Be documents and Gap analysis

• Custom Object Inventory

• Business Blueprint Sign-Off

• Functional Configuration

• Custom & Interface Development/ modification

• Data Migration templates

• Unit, updated Integration test scripts with test results

• Training Documentation

• Cutover plan• Transport

management• Go / No-Go

Checklist• Project Sign-Off

• Issue register• Solving user

Issues• Transition

document• Support

documentation

Major Deliverables for the Project

CONFIDENTIAL

Initial Development Objects Estimates

ABAP User Exists1. Product Master : Disable / Modify fields from R3 into APO2. Stocks : Disable Stocks under certain Statuses from R3 to APO3. PPM : Disable some fields from R3 into APO

Data Migration – Programs to Upload• Transportation Lanes• Optimizer Costs• Safety Stocks / Safety Times - Need to use Recurring Post Go-Live & for Data Migration.

Reports• Custom SNP Planning / Master data Reports in APO & R3 - 5 Reports

Implementation experience reflected in detailed estimation

191022

BW resource is included inthe High Level Project Plan

CONFIDENTIAL- 34 -

APO & R/3 Planning data 2-way Transfer – Core Interface (CIF)

R/3 APO

Inventory

Sales Orders / Deliveries

Indep. Reqmnts.

P.O.s

LiveCache

Real Time Data

Real-time

Planning

Data

Updates

Stock Transfers /

Purch Reqs

Purchase Orders,

VMI Sales Orders,

Planned Orders

Shipments

PlanningPlanning

DataData

Real-time

Planning

Data

Updates

PlanningPlanning

DataData

CONFIDENTIAL

APO SNP Optimizer Process Flow

R/3

Planned/ Production Order

Stock Transfer Request

Stock Transfer Order

CONFIDENTIAL36

Implementation Accelerators

SAP Accelerators and Tools – ASAP, Solution Manager, Solution Composer, RBE, Best Practices, Industry Solutions, Service Market Place etc

Integrated Quality Management System (iQMS)

Integrated Project Management System (iPMS)

TCS Accelerators and Tools – Process frameworks, BPP / BPMLs,Industry Best Practices, SAP CoE, Starter Kits, Reusable assets (Templates / Sample Deliverables), Knowmax, etc.

Cadbury Portal with Project Metrics KPIs/ PMs / Project Progress

Accelerators to Minimize Risk and Increase Throughput

CONFIDENTIAL37

Project Governance Model

Executive, Business Sponsor,Program Mgr, Business Lead Steering Committee

VP/Program Manager, Business Lead, PMO

RDM, SAP Practice Head, GDM,Program, Project Managers

PMs, Architect, IT Leads, SMEs

Fortnightly/Monthly Review

Weekly - Project Planning, Review Risks & Issues, Staffing

Daily- Review Plan, Quality, Issue Mgmt

GDM, PMs, Leads

TCS Cadbury

Project Objectives Review Project Status Monitoring Issue Resolution

Governance Model to Mitigate Risk and Provide Escalation Path

CONFIDENTIAL- 38 -

Roles and Responsibility

Phase/ Workflow/ Task TCS CSABA Project Preparation S = Secondary P - Primary1 Project Charter Preparation & Signoff Consult Responsible2 Team Identification and Loading (Respective Teams) Responsible Responsible3 Prepare Detailed Project Plan Responsible-S Responsible-P4 Reporting on progress, issues and open points -All Phases Responsible-S Responsible-P

B Blueprint / Analysis 1 Discussions with the Business Users on detailed requirement gathering Responsible-P Responsible-S2 Prepare Blue Print based on Finalized To-Be Processes Responsible-P Responsible-S

C Realization 1 Functional Configuration in Development Responsible Inform

2 Unit Testing Responsible Inform

3 Gaps Review Responsible-P Responsible-S

4 Data Extraction/Cleanup Responsible-S Responsible-P

5 Data Upload Responsible-P Responsible-S

6 Integration Testing Test 1 Responsible-P Responsible-S

7 Integration Testing Test 2 Responsible-P Responsible-S

D Final Preparation and Cutover 1 User Acceptance Testing Consult Responsible

2 Data Extraction/Cleanup Responsible-S Responsible-P

3 Data Upload Responsible-P Responsible-S

4 Prepare Cutover plan Responsible-P Responsible-S

5 Go/No Go Decision Inform Responsible

E Post Go live Support 1 Post Go Live Support Responsible-P Responsible-S

Roles and Responsibilities

CONFIDENTIAL- 39 -

Agenda







CONFIDENTIAL- 40 -

High Level Project Plan and Resource Estimates

• Blueprinting in 6 weeks• Go Live in 23 Weeks• 3 weeks Post Go-Live Support• 136 Plus Man-weeks

High Level Project Plan

CSAB SNP Optimization Project - TCS Esti

191022

High Level Project Plan modified to confirm with the recommended option

CONFIDENTIAL- 41 -

Assumptions …1

• DPSG will depute one Project Manager for overseeing the Project Management related activities for the entire Project

• DPSG will be responsible for Project Management• One of the TCS onsite consultant will be designated as Single point of Contact for TCS

team for interacting with DPSG Project Manager• TCS Proposes to Use Standard SNP Optimizer Functionality of APO.• Phases : All SNP Optimizer, Deployment & TLB Functionality will be implemented together

in a single phase.• SNP optimizer will be implemented on the Current SAP SCM version 4.0.• Data Extraction, and Cleanup will be done by DPSG team and Data upload would be done

by TCS • There will be development of custom SNP planning reports. (assume 5 reports) • End User Training will be conducted by DPSG Team• DPSG will provide TCS access to all relevant documentation required for successful

implementation of the project.• TCS will conduct Unit and Integration Testing at onsite along with the DPSG Super Users

with offshore support.

Assumptions

CONFIDENTIAL

Assumptions ..2

• Only Mott's/Snapple Finished Goods is in the scope. Raw, Packaging & Semi-Finished Goods Materials used in Production Plant are out of Scope.

• There could be potential gaps between the business requirements and product functionality offered by SNP. TCS Proposes to Use Standard SNP Optimizer Functionality of APO.

• SNP Network will be configured taking the current model in SAILS application as the base. However Only DCs and Plants are in Scope of Planning using SNP Optimizer. Customers are Excluded as of now.

• Phases : All SNP Optimizer, Deployment & TLB Functionality is part of Single Phase. No Separate Phases. (Already mentioned in previous slide)

• At least one key business user will be available 100% on this project.• At least one CSAB IT user will be available 50% on this project.• TCS will provide SCM-SNP & ABAP Development Consultants. Schweppes will provide Infrastructure,

Basis, Security resources• All the planned resources will be on board as per plan - Onsite / Offshore model.• Business team will maintain all the required master data for SNP master (PPM, Plants etc) in SAP R/3• Integration testing: Respective application support team will do application functionality tests • SNP optimizer will be implemented on the Current SAP SCM version 4.0. Already mentioned in

previous slide • Data Migration : Extraction, Mapping, Cleanup will be done by CSAB Resources.• Master Data : Assumed CSAB will be Responsible to Provide various Optimization Costs and Maintain

them for User testing, Cutover and Go-Live• Reporting : Assumed Reporting is currently ABAP, Currently Assumed BW out of Scope. Will

revise the plan for BW Reports & Resources after Blueprint based on Gaps . (BW resources are mentioned in the High Level Plan)

• There will be development of some custom SNP planning reports. (assumes 5 reports)• For Go-Live we can do APO Optimized Order generation, but not send to R3 for Execution for doing

Parallel Simulation Comparison with Orders in R3 that are being Shipped, until Project Team feels comfortable to Use APO Orders for Shipping.

• There will be P2P impact in MPD from technical and process perspective ( What does it mean ?)

Additional Assumptions

CONFIDENTIAL- 43 -

Assumptions and Out of Scope

Following Tasks/Role/Activities are out of scope Other forms of material except Mott’s & Snapple finished products SAP Basis related activities including tuning the SNP optimizer and Live Cache Any configuration changes to current APO-DP and R/3 modules SAP Security and Role maintenance Manage product related issues with SAP Change management activities Custom Report development End user training

Current master data in R/3 is APO-SNP ready Cost master data like Storage cost, transportation cost etc will be provided by CSAB to run

Optimizers.

Assumptions and Out of Scope

CONFIDENTIAL

TCS TeamCadbury Team

TCS APO AdvisorAmbrish Mathur

TCS SAP COE APO Specialist7 weeks

TCS Extended Team

Project Team Structure and Governance

TCS CSAB Governance

TCS Executive SponsorAbid Ali

VP NA Delivery

TCS SAP Project Sponsor

Srini KrishnaswamySAP Practice Head -

NA

Cadbury Relationship Manager

Gautam SiteshBRM - TCS

Cadbury Project Manager Full time

TBD

TCS PMO SupportConvergence

SNP APO Project

Leverage TCS Cadbury Team Bal Baranwal

Offshore Delivery

Amit KholkoteBG Convergence

Tech lead

Mike LakvoldBG - PM

Ted HayekBG OCM

Other team members as required

APO Basis ( Full Time)TBD

SNP / APO lead Consultant OnsiteHarsh Kumar 24 Wks

IT Resource –50%

TBD

SNP jr Consultant Onsite

Satyajit Patra (24 weeks)

SNP CIF Consultant onsite

TBD (22 weeks)

ABAP /BW OffshoreTBD 43

Person Weeks

No Cost to Cadbury (70 K)

Billable for SNP APO Project

Governance and Project Org Structure to be FinalizedCadbury Team

APO Security Roles creation

TBD

Full time Business User

TBD

Data Extraction and clean upTBD when reqd

bal baranwal

Changed color as it is TCS billable resource

CONFIDENTIAL

Pricing for Recommended Implementation Approach

Option 1- T&M Basis

Estimated price for 23 weeks of effort 300,000/- Plus travel and expenses (based on actuals) estimated to be 15% Plus a contingency of 10 % 30,000/-Total 330,000/-

Option 2 – Fixed Price

TCS is open to Submitting a fixed price for this project.

Pricing Assumptions• T&M pricing will be as per MSA

Flexible Approach and Risk Sharing

CONFIDENTIAL- 46 -

Agenda







CONFIDENTIAL47

TCS Differentiators

Significant Savings by leveraging existing TCS Projects

CONFIDENTIAL48

TCS Value Add

• Completeness of Service Offerings– Strong Retail/ CPG practice– Deep functional and Product knowledge on SAP– Integration of ASAP methodology with TCS tools and Accelerators

• Focus on Value Delivery– Alignment with CSAB objectives and directives

• Flexibility – Willing to go the extra mile

• Commitment to CSAB – Transparency – Trusted and committed partnership

38 Years – In Pursuit of Value Add for Our Customers

CONFIDENTIAL- 51 -

High quality, cost effective model for the Support of SAP implementation with primary focus in the following business areas: Finance to Manage, Order to Cash, Plan to Supply, Source to Pay and Business Intelligence

Company Overview

Bose Corporation, founded in 1964 maintains an exceptionally strong commitment to research and applied them to developing unique sound solutions to meet virtually any audio challenge.Today, Bose has operations in the United States, Europe, Canada, Australia, Asia and South America.

Business Benefits

SAP components supported

Financials

Reduced cost of support & enhancement by leveraging global delivery capability.

Customer

Improved stock availability due to integrated planning processes resulting in fewer lost sales

Integrated planning and process redesign to reduce time to process and allocate orders from the current 33% to 20%

Process

Integrated constrained planning and deployment to reduce material distribution, logistics, inventory and expediting cost

Collaboration with Supply chain partners to reduce transaction costs

Visibility of real-time information with suppliers and customers reducing transaction costs

Overall planning cycle time and efficiency improvement with an integrated system

SAP SCM 5.0 (APO, ICH), SAP ECC 5.0, SAP BI 7.0, SRM,GTS, SEM

Customer Case Study – Bose CorporationGlobal Competency Center

Key Objectives

CONFIDENTIAL- 52 -

To make all CS APO systems M2MR compliant.

M2MR- Move to Monthly Reporting, is changing accounting cycle from current thirteen four week periods to twelve calendar months.

Company Overview

CS is a one of the largest beverages and confectionary companies in the world. It has five operating units around the world. 7 Up, Snapple, Dr. Pepper and Orangina are some of the popular brands from CS. Globally, it's the third largest soft drink company and has its products available in over 200 countries.

Engagement Highlights

SAP application

Functional Changing the FYV in APO and BW Analyzing the APO data flow Run Forecast and then release forecast Data to R/3 Compare this data with earlier forecasted data i.e. before making FYV changes Demonstrate that data consistency is maintained and APO system is not

adversely affected by these changes Carry out testing with different sets of data

Business benefits Improve forecasting ability. Accommodate external quarterly reporting with equal quarter lengths. Shorten the reporting cycle. Reduce inefficiencies in 70% of CS businesses.

SAP APO (enhancement)

Customer Case Study – Cadbury Schweppes Enhancement

Key Objectives

CONFIDENTIAL

Harsh Kumar Projected Role: Onsite Lead

Project profiles APO 4.1 Implementation for a Oil & Gas Major in India. The project was aimed at designing, prototyping and implementing

DP, SNP and PP/DS modules. Worked as SNP Lead using cost based optimizer for the manufacturing capacities, Replenishment planning between plants & distribution centers and generating orders for execution in R/3 system.

Onsite Project Manager for Upgrade project for a Leading Petrochemical major of Saudi Arabia. It involved upgrade of SAP R/3 from version 4.6C to ECC 6.0. The project involved technical upgrade, end-to-end validation of business processes in the new environment and post go-live support.

Team Member for SAP R/3 implementation for a Leading Oil & Gas Company in plants and offices spread across India. Worked as a Internal Consultant in PP Module. Also was involved in the Upgrade of the R/3 system from 4.0B to Enterprise version.

Academic background• MBA (Administrative Management) Jamnalal Bajaj Institute of Management Studies, Mumbai • M.Sc (Physics), Lucknow University.

Snapshot Profile• 17 years of work experience, 8 years in SAP technology including SCM APO and Supply Chain Manufacturing (PP)• Certified consultant in SAP SCM Manufacturing • Multiple implementation experiences

Lead Consultant in APO –SNP implementation for major Oil and Gas company in IndiaPP consultant in R/3 implementation for major Petro-chemical company in Saudi ArabiaMultiple Upgrade Experiences including R/3 Upgrade manager with a Petro-chemical client in Middle-east.

• Deep functional expertise in working of Supply Chain in a Oil & Gas Industry on downstream side.• Leverages IT skills and strong supply chain knowledge to provide leadership and ensure successful project

implementation / integration across all teams and business stakeholders.

CONFIDENTIAL

Satyajit Patra Projected Role: SNP Jr Consultant

Project profiles APO 4.1 Implementation for a leading FMCG major in India. The project was an end-to-end implementation of business

processes and post go-live support. Responsible for maintaining the total supply chain network for ‘Tobacco’, ‘Incense’

and ‘Matches’ divisions. Modules involved were SNP, DP & TP/VS. Worked on SAP SD support for a Leading Pharmaceutical Company. Responsibility to resolve the maintenance requests

from the client and minimize turn-around time for all requests. Academic background• MBA (Marketing & Systems), KIIT, Bhubaneswar. • Bachelor of Engineering (Mechanical), Jalpaiguri Government Engineering College, West Bengal, India

Snapshot Profile• 5 years of work experience, 3 years in SAP technology including SCM APO and Supply Chain package

implementations• Worked for clients in multiple industries like FMCG, Manufacturing and Communications .• Worked on SAP APO and SAP R/3 (SD) Consultant and an expert in SNP (Optimizer, Heuristic,

Deployment, TLB) and SAP CIF.• Ability to leverage IT skills and strong supply chain knowledge to provide leadership and ensure

successful project implementation / integration

CONFIDENTIAL

Ambrish Mathur - Projected Role: SAP COE SNP Advisor

Academic background• PGDST/CCST from NCSC (C-DAC) Mumbai in Software technology• Bachelor of Technology in Mechanical engineering, IIT Mumbai

Snapshot Profile• 15 years of work experience, 10.5 years in SAP technology including SCM APO in various leadership capacities• Winner of Chairman’s Award 2 times (1 Global, 1 India) for Supply Chain IT Project Savings. • Multiple and strong SAP APO global implementation experiences in Solution Architect and Project manager roles• TCS practice lead for SAP APO, directly managing 37 SAP consultants with skill-sets in SCM(APO), MM, PP, WM, SRM (EBP)

Project details• General Systems Manager at Global CPG major with direct responsibility for large multinational APO 4.1 SNP, PPDS &

DP implementation• 5 years implementing APO 3.0/4.0 to 20+ subsidiaries of Global CPG major in SNP and DP modules• 3 years iimplementing SAP-R3 MM & PP in 9 AsiaPacific Countries• Experience in Complex ABAP Development on APO LiveCache, BW-Backend. • Support of MM and PP for all 85+ Colgate Palmolive Countries Globally. • Cadbury Project Emerge – Asia Implementation of SAP ECC 6 in 9 Countries • ECC6, Netweaver & Unicode Upgrade project at Global CFG major

csab apo proposal snp opt v8 from offshore

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