CS Americas Beverages SAP APO- SNP Optimizer Implementation

March-2008
4 May 2014

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
3Cs Competence, Commitment and Capability
Goals of Cadbury TCS Relationship
TCS Cadbury Journey
About TCS
Our Understanding of Cadburys Needs
Beverages Industry Issues/Challenges and Bench mark
Business Objectives and Potential Benefits
Project Scope
Supply Network Model (SNM) and SAP Technology stack
Project Approach and Solution
Implementation Approach
Roles and Responsibility
TCS Proposal Highlights
Staffing and Pricing
Assumptions
TCS Differentiators and Value Add
Customer Case Study
Project Team Resumes
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Global Specialists

CONFIDENTIAL
3
Our Team Today
Srini K, Royen Fernandes
Team Leadership Team
On Site Relationship Team
Gautam Sitesh / Sandeep Kumar
Global Delivery Manager
Bal Baranwal
Project Team
Harsh Kumar, Satyajit Patra, Ambrish Mathur,
Arun Narayanan
Extended Team Participants
Amit Kholkote, Ted Hayek

CONFIDENTIAL
Context - 3Cs - Competence, Commitment, Capability
TCS is Committed to making Cadbury Project Successful
Competence
40 Year History of Delivering Large Global Projects
TCS Cadbury existing infrastructure
Strong SAP Practice (4000 +) / Retail Practice
Global SAP Partner / Global Support
Commitment
Executive Level Meetings
TCS Cadbury Journey Proven Partnership
Flexibility
Listen and Collaborate with to Cadbury
Transparency Detailed Documentation
Integration of ASAP and Cadbury Standards
Capability
Project Team, Experience with Cadbury, Methodology and Governance
Deep Functional and Product Knowledge
Proprietary Tools (IPMS, IQMS, CMM Level 5, ACE, trACE, bACE)
Composites - Manufacturing Automation Adaptive Manufacturing
Global 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
TCSs 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 2
nd
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-budget
Proven Partnership

CONFIDENTIAL
Pioneering Indian Industries since 1868 US$ 30.0+ Billion;
250,000 employees, 80+ companies, committed to society
Steel
Indias
Largest
Vehicles and
Engineering
Indias
Largest
Energy
Indias
Largest
Pvt Sector
Player
IT Services
and Consulting
Asias
Largest
&
Global No12
Telecom
Top 3
in India
Hotels
Indias
Largest
Luxury Chain
Consumer
Goods & Retail
Worlds
No 1
Tea Producer
TCS A Part of Tata Group
TATA a Trusted Brand Breadth of Experience Talent Pool

CONFIDENTIAL
About TCS
Stock Price
850
1335
1433
1358
1482
1700
1968
1130
1074
1148
1248
1739
1236
1292 1255
1188
1006
800
1000
1200
1400
1600
1800
2000
2200
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I
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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
272
377
510
649
950
0
200
400
600
800
1000
FY 03 FY 04 FY 05 FY06 FY07
$

M
M

Revenue USD bn
1.04
1.56
2.24
2.97
4.3
0
1
2
3
4
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
Consultants
1500+
Techno-Functional
Consultants 150+
Largest SAP practice among India based Global SIs
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 Chicago
Europe Waldorf
Australia 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
Implementation
& Global Rollout
V4.7 EtoE
implementations
TCS at Partner
Port in Walldorf
Co-development
with SAP Labs
Time Line
2005
Adaptive
Manufacturing
Business
Innovation Lab
2006
SAP Global Partner
Joint 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
Introductions
Background
3Cs Competence, Commitment and Capability
Goals of Cadbury TCS Relationship
TCS Cadbury Journey
About TCS
Our Understanding of Cadburys Needs
Beverages Industry Issues/Challenges and Bench mark
Business Objectives and Potential Benefits
Project Scope
Supply Network Model (SNM) and SAP Technology stack
Project Approach and Solution
Implementation Approach
Roles and Responsibility
TCS Proposal Highlights
Staffing and Pricing
Assumptions
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
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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
Supplier
On-time
Delivery
Rate
99%
Expedited
Customer
Orders
0.8%
Warehouse
Operations
Cost/Net
Sales
0.5%
Order Fill
Rate
99.4%
CSAB
Business
Objectives
Inventory
Accuracy
99.9%
1
2
3
CSAB Business Objectives towards Best-in-Class Beverage Industry Benchmarks
Industry Issues Aligned to the Project

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
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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

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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 Planning
Strategy Definition and
Integrated Business
Planning
Time-to-Market
New Product Development and Introduction
Integrated Supply Chain Planning
Demand and Supply Planning
Sourcing & Procurement
Strategic Purchasing and Sourcing
Procure To Pay
Go-to-Market
Brand Management
Category Management
Trade Promotion Management
Account Management
Sales Execution
Sales Force Management
Order-to-Cash
Direct Store Delivery
Demand Fulfillment & Execution
Manufacturing
Inbound and Outbound Logistics
Data Exchange & Legal Requirements
Traceability 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
Analyze, Plan & Develop Procure & Manufacture Market Sell Deliver & Service
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
Analyze, Plan & Develop Procure & Manufacture Market Sell Deliver & Service
SAP Product Available SAP Product Available with Future Releases Future Focus Partner Product Available Partner Product Available with Future Releases
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
Analyze, Plan & Develop Procure & Manufacture Market Sell Deliver & Service
SAP Product Available SAP Product Available with Future Releases Future Focus Partner Product Available Partner Product Available with Future Releases
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
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Industry Issues Aligned to the Project

CONFIDENTIAL
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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 Motts & 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

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 optimizer
2. Replenishment planning between Plant ---> Warehouse ---->Distribution center / Co packer
3. 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 Optimization
b) Release of Forecast from Demand Planning to SNP
c) Safety Stock / Safety Time / Time phased SS Planning
d) Deployment ( Availability Check / Fair share )
e) Transport Load Building to Generate Orders for Shipping
f) Real Time Integration using Core Interface between APO & R3.

Business Scope

CONFIDENTIAL
- 27 -
Agenda
Introductions
Background
3Cs Competence, Commitment and Capability
Goals of Cadbury TCS Relationship
TCS Cadbury Journey
About TCS
Our Understanding of Cadburys Needs
Beverages Industry Issues/Challenges and Bench mark
Business Objectives and Potential Benefits
Project Scope
Supply Network Model (SNM) and SAP Technology stack
Project Approach and Solution
Implementation Approach
Roles and Responsibility
TCS Proposal Highlights
Staffing and Pricing
Assumptions
TCS Differentiators and Value Add
Customer Case Study
Project Team Resumes

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 2
Regional 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 Option
Pilot (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
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Post Implementation Monitor Key Performance Indicators
The benefits from APO SNP implementation can be quantified based on achievement of specific
business objectives. Some of the Key Performance Indicators 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

CONFIDENTIAL
31
Implementation Approach Major Activities
Objective Start up
Business Process
understanding
Development
UAT
Cutover planning
Support
Realization
Final
Preparation
& cutover
Post Go-live
Support
Project
Preparation
Business
Blueprint
Phase
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/mo
dification
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 Weeks
Go Live in 23 Weeks

CONFIDENTIAL
32
Key Project Deliverables
First Go Live in 23 Weeks. Total project takes 26 weeks
Objective Start up
Business Process
understanding
Development
UAT
Cutover planning
Support
Realization
Final
Preparation
& cutover
Post Go-live
Support
Project
Preparation
Pilot
Blueprint
Phase
Key
Deliverable
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 Exists
1. Product Master : Disable / Modify fields from R3 into APO
2. Stocks : Disable Stocks under certain Statuses from R3 to APO
3. 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

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


Planning
Data
Real-time
Planning
Data
Updates


Planning
Data

CONFIDENTIAL
APO SNP Optimizer Process Flow
R/3
Planned/
Production
Order
Stock
Transfer
Request
Stock
Transfer
Order

CONFIDENTIAL
36
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

CONFIDENTIAL
37
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
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Roles and Responsibility

Phase/ Workflow/ Task TCS CSAB
A Project Preparation S = Secondary P - Primary
1 Project Charter Preparation & Signoff Consult Responsible
2 Team Identification and Loading (Respective Teams) Responsible Responsible
3 Prepare Detailed Project Plan Responsible-S Responsible-P
4 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-S
2 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
Introductions
Background
3Cs Competence, Commitment and Capability
Goals of Cadbury TCS Relationship
TCS Cadbury Journey
About TCS
Our Understanding of Cadburys Needs
Beverages Industry Issues/Challenges and Bench mark
Business Objectives and Potential Benefits
Project Scope
Supply Network Model (SNM) and SAP Technology stack
Project Approach and Solution
Implementation Approach
Roles and Responsibility
TCS Proposal Highlights
Staffing and Pricing
Assumptions
TCS Differentiators and Value Add
Customer Case Study
Project Team Resumes

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

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

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- 43 -
Assumptions and Out of Scope
Following Tasks/Role/Activities are out of scope
Other forms of material except Motts & 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 Team Cadbury Team
TCS APO Advisor
Ambrish Mathur
TCS SAP COE APO
Specialist
7 weeks
TCS Extended Team
Project Team Structure and Governance
TCS CSAB Governance
TCS Executive
Sponsor
Abid Ali
VP NA Delivery
TCS SAP Project
Sponsor
Srini Krishnaswamy
SAP Practice Head -
NA
Cadbury Relationship
Manager
Gautam Sitesh
BRM - TCS
Cadbury Project
Manager Full time
TBD
TCS PMO Support
Convergence
SNP APO Project
Leverage TCS Cadbury Team
Bal Baranwal
Offshore
Delivery
Amit Kholkote
BG Convergence
Tech lead
Mike
Lakvold
BG - PM
Ted Hayek
BG OCM
Other team members as
required
APO Basis ( Full
Time)
TBD
SNP / APO lead
Consultant Onsite
Harsh Kumar 24 Wks
IT Resource
50%
TBD
SNP jr Consultant
Onsite
Satyajit Patra (24
weeks)
SNP CIF
Consultant onsite
TBD (22 weeks)
ABAP /BW
Offshore
TBD 43
Person Weeks
No Cost to
Cadbury (70 K)
Billable for SNP
APO Project
Governance and Project Org Structure to be Finalized
Cadbury Team
APO Security
Roles creation
TBD
Full time
Business User
TBD
Data Extraction
and clean up
TBD when reqd

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
Introductions
Background
3Cs Competence, Commitment and Capability
Goals of Cadbury TCS Relationship
TCS Cadbury Journey
About TCS
Our Understanding of Cadburys Needs
Beverages Industry Issues/Challenges and Bench mark
Business Objectives and Potential Benefits
Project Scope
Supply Network Model (SNM) and SAP Technology stack
Project Approach and Solution
Implementation Approach
Roles and Responsibility
TCS Proposal Highlights
Staffing and Pricing
Assumptions
TCS Differentiators and Value Add
Customer Case Study
Project Team Resumes

CONFIDENTIAL
47
TCS Differentiators
1. TCS Proprietary Tools - ACE, trACE, bACE, IPMS, IQMS (No cost to
Cadbury) This is not required for SNP Optimizer implementation
2. Strong Integration with BG Convergence team (Increased Success
and lower cost est 20 %)
Quick Ramp up (Access to knowledge)
Quick problem resolution
3. Proven track record at Cadbury - 10 Implementations 9 SAP
4. Leverage training materials (existing and materials developed for other
Cadburys projects)
5. Leverage existing infrastructure (Est cost savings 50 60 K)
6. Team ready to Start
7. Cost advantage through right shoring
Significant Savings by leveraging existing TCS Projects

CONFIDENTIAL
48
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 Corporation
Global 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 India
PP consultant in R/3 implementation for major Petro-chemical company in Saudi Arabia
Multiple 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 Chairmans 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