CATERPILLAR INC.

Prepared By:
James Enochs, Matthew Westbrook, Natt Rataphan, Taylor Burnett, and
Luke

Course Section:
OPRE 3320 FALL 2014 - SUPPLY CHAIN RESEARCH
Professor Taylor
December 2, 2014

Contents
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.

14.
15.
16.
17.
18.

Company & Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Vision/Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Company Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Supply Chain Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Major Customers => End Customers . . . . . . . . . . . . . . . . . . . . . . . 7
Order Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
Procurement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Inventory. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Manufacturing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Logistics Facilities Network. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Transportation Methods. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Information Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Uniqueness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
a. Integrity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
b. Excellence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
c. Teamwork. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
d. Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Competition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Current/Future Challenges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Recommendations for Potential Improvement. . . . . . . . . . . . . . . 15
Bibliography. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Which team member did what part. . . . . . . . . . . . . . . . . . . . . . . . 17

Company & Division

Caterpillar Inc is the parent company to a portfolio of twenty-two brands. These brands range
from the well known to the public Caterpillar names subdivided into CAT, CAT Finance, CAT
Reman, and CAT The Rental Store to subsidiaries that are internal suppliers and leaders in
industries like Progress Rail Services and Solar Turbines.

Each brand in the Caterpillar portfolio handles a specific area. The easiest to see examples are
the Caterpillar name brands. CAT is the main brand; when you think of the Caterpillar name this
is probably the brand you are think of. CAT represents the products and services made by
Caterpillar, particularly new equipment. (Caterpillar Brands- CAT, 2013) CAT Finance deals
specifically with financing solutions for customers and CAT Reman focuses on salvaging
materials and restoring used components for reuse and repair of Caterpillar machines and
engines. CAT The Rental Store sells new and used machines as well as renting to own and
renting to use. The primary distinction between CAT and CAT The Rental Store is that the latter
is typically positioned under the name of a local dealer to take advantage of the local dealer
equity with customers, but still offers the full range of machines and services.

Beyond the CAT brands lies an assortment of subsidiaries. These subsidiaries provide
components for the machines under the Caterpillar brands, along with construction of said
components or the construction of the entire machine depending on how specific and separate
that brand is from the rest of the portfolio of brands. The more specific and separate the brand
the more likely it was a company that was acquired by Caterpillar at some point, though this is
not always the case. There are a few instances in which a separate brand name was created to
provide a more economical and low cost solution for customers by using lower cost parts
purchased from other manufacturers. The use of a different brand name here is to protect the
Caterpillar and CAT brand reputations from being negatively impacted by lower quality parts.

Vision/Mission
Our vision is a world in which all peoples basic needs such as shelter, clean water, sanitation,
food and reliable power are fulfilled in an environmentally sustainable way and a company that
improves the quality of the environment and the communities where we live and work.

Our mission is to enable economic growth through infrastructure and energy development, and to
provide solutions that support communities and protect the planet.

Our strategy is to provide work environments, products, services and solutions that make
productive and efficient use of resources as we strive to achieve our vision.
We apply innovation and technology to improve the sustainability performance of Caterpillars
products, services, solutions and operations. We believe sustainable progress is made possible by
developing better systems that maximize life cycle benefits, while also minimizing the economic,
social and environmental costs of ownership, as reflected in our sustainability principles.

We will execute our strategy by working to meet our aspirational sustainable development goals.
(Caterpillar Inc., 2013)

Company Structure

Caterpillar Inc. is structured as follows (Caterpillar Structure, 2013):

Board of Directors

Corporate Services Group President

Group CFO

Financial Products Vice-President

Strategic Services Vice-President

Human Services Vice-President

Finance Services Vice-President

Global Information Services Vice-President

Corporate Auditing

Customer & Dealer Support Group President

Group CFO

Diversified Products Vice-President

Reman, Components & Work Tools Vice President

Asia Pacific Distribution Vice President

Americas Distribution Services Vice President

EAME Distribution Vice President

Construction Industries Group President

Group CFO

Building Construction Products Vice-President

Excavation Vice President

China Operations Vice President

Global Construction & Infrastructure Vice President

Europe / South America Operations Vice President

Earthmoving Vice President

Energy & Transportation Group President

Group CFO

Rail Vice President

Marine & Petroleum Power Vice President

Electric Power Vice President

Solar Turbines Vice President

Large Power Systems Vice President

Industrial Power Systems Vice President

Resource Industries Group President

Group CFO

Mining Products Vice President

Mining Sales & Support Vice President

Product Development & Global Technology Vice President

Integrated Mfg. Operations Vice President

Advanced Components & Systems Vice President

Law & Public Policy Executive Vice President

Global Government & Corporate Affairs Division Vice President

Legal Services

Caterpillar Enterprise System Group Senior Vice President

Group CFO

Global Supply Network Vice President

Caterpillar Enterprise System

Supply Chain Diagram

The supply chain diagram for Caterpillar is very simple. Caterpillar is the supplier and provides
products to the third party or warehouse. The third party then gives those products directly to the
consumer. In return, the third party or warehouse gives inventory on hand to back to the supplier.
As soon as the third party transfer the product to the consumer, the ownership is instantly
transferred to the consumer for their own risk. The only communication that occurs directly
between the consumer and the supplier is strictly business. The consumer tells the supplier the
forecast and firm orders, so that the supplier knows what to give to the third party. After the full
process is complete, the supplier then sends invoices and exceptions to the consumer to finish the
process.

Major Customers and End Customers

Caterpillars top three customers are all in the mining/resource industry, followed by
Arcelormittal in steel manufacturing and China Shenhua Energy Company. This is no surprise as
Caterpillar is the worlds largest manufacturer of construction, excavating, mining machinery,
and heavy- duty industrial engines. Caterpillars products are used for large-scale infrastructure
and mining projects, so it would be expected that these companies would be the leaders. These
companies have a great relationship with Caterpillar and their revenue is vital to Caterpillar, as

they contributes to over ten percent of the total revenue. Rio Tinto is a British-Australian
multinational metals and mining corporation with headquarters in London, United Kingdom.
They are the number one customers for Caterpillar, accounting for 4.21% of revenue. In 2010,
they signed a five-year deal with Caterpillar. They rely on the supplies from Caterpillar to
operate. Vale and Newmont Mining are two other mining companies that are ranked number two
and three. The entire industry relies on Caterpillar, as they are the worlds largest manufacturers
of construction. Caterpillar sells the large majority of its machinery and power systems to
independently owned and operated dealers and OEMs to meet the demands of their customers,
the end customers. The end customers are people who buy and use products or services. These
individuals use Caterpillars for individual projects as opposed to going through a a company
such as Rio Tinto.

Order Process

The Caterpillar Production System is the common Order-to-Delivery process being implemented
enterprise-wide to achieve our Safety, Quality and Velocity goals. Order processing for
Caterpillar starts with picking. Caterpillar receives the order directly from the customer where
the picking process begins. Picking is the process of taking and collecting articles in a specified
quantity before shipment to satisfy customers' orders. Sorting the shipment is the next step as
Caterpillar sorts the quantity and ships the products to the third party, who will then ship it to the
consumer. Package formation then occurs, which is getting the packages, labeling and finally
actually shipping the products. Consolidation is the process of actually putting the shipment in
motion. Caterpillars order process is very simple. Caterpillar receives the order directly from the
consumer, so it is basic supply and demand. Whenever there is a product ordered, Caterpillar
sorts and ships the products to the third party. The third party receives the products and therefore
has to sort and ship the products to the consumer. The third parties speak with both the supplier
and consumer. The only way that the supplier and consumer communicate is through the order
and receiving invoices. The third party is ultimately in charge of dealing with both parties. The
operating system for Caterpillar also is focused on Six Sigma. Caterpillar recently agreed upon
sustainabilitys movement, trying to conserve waste for the environment and make the company
lean by eliminating waste to ultimately save money. Caterpillar invested 2.5 million dollars into

the movement, hoping to ultimately save money in the future, but also make the order process
more efficient. The whole goal of a Six Sigma system is to save money for the company and
increase efficiency by eliminating waste. Waste is defined as any activity that consumes
resources, but creates no value for the customer. There are eight elements that Caterpillar was
hoping to eliminate. The eight elements are unused creativity, defects, inventory, over
production, waiting, excessive motion, transportation and over processing. By eliminating these
elements, Caterpillar should save money in the long run as well as make the entire order process
more efficient.

Procurement

In 2001, Caterpillar dramatically changed their procurement process. This process is unique and
very effective and is called the Caterpillar Integrated Procurement or Cat IP. Cat IP dramatically
simplified the parts procurement process for customerssaving them time and money. Today,
more than 900 customers enjoy savings on nearly 1.5 million transactions each year through their
direct Cat IP connection. The process, similar to the operating process, is a Six Sigma process,
attempting to eliminate waste, while also increasing efficiency. The whole process makes things
simple by streamlining the parts by eliminating time wasting steps. Removing steps like
checking for parts availability, order responses, and approvals contribute to a quicker, more
efficient process because it is made easier in the system. The system eliminates manual steps in
the workflow. It allows the user to obtain parts information, retrieve parts availability, and parts
procurement directly, making the process easier. The customer system can receive updates
directly from the Cat store system, which sends notifications directly to the consumer, keeping
them fully updated with the order. This procurement process optimizes up to 32 steps in the
process and turns it to potentially 18 steps, saving time and money. All together, the process
saves 50% or more in total transaction costs. The entire process also improves ordering accuracy
by as much as 80%, which reduces costly errors. These errors would lead to downtime and lost
dollars. Cat IP is a very simple, but efficient process that is very effective for Caterpillar.

Manufacturing
Caterpillar (CAT) is the worlds largest manufacturer of construction and mining equipment,
diesel and natural gas engines, and industrial gas turbines. Cat provides its products and services
in every continent, and as of 2008, employs roughly 113,000 people. They operate as a third
party supplier and usually dont sell to the end customer, but rather utilize a global dealer
distribution network. Adopting this global network of independent dealers has greatly benefited
its fill rate to customers, and has remained Caterpillars most significant competitive strength. As
of 2008, 110 manufacturing plants and 14 parts distribution centers span across the United
States. As a result they understand the time sensitive and lean manufacturing environment
required. They apply this knowledge and expertise to its customers to generate cost reduction
and just-in-time (JIT) manufacturing excellence.

Financial success has been fully recognized within Caterpillar. In 2006, CAT made $41.5 billion
in total sales and revenues, which led to $3.5 billion in profit. This all started when Caterpillar
CEO Glen Barton began applying the 6-sigma culture change in 2001. Soon after, Barton
announced his retirement and Jim Owens took the position. Owens believed in the Six Sigma
program and stayed committed to its goals. Six sigma is a total quality management technique
that represents six standard deviations away from the mean. The goal is to only have 3.4 defects
per million parts manufactured.
CAT wanted to cut costs and improve its processes without sacrificing quality. They later
adopted the Six Sigma project, which was designed for these measures. Each step in the process
is analyzed to determine where the problems exist. Those problems are then analyzed using
measurement tools, such as Pareto diagrams, tree diagrams, and root cause analysis. The Six
Sigma project team diagnoses the problem and creates a plan to correct these issues without
sacrificing costs, quality, and efficiency.

Caterpillar defined the mastery of Six Sigma with the belt system used in martial arts. Black
belts drive and run the projects; green belts assist the black belts part-time; and master black

belts are teachers of the process and coach the black belts when needed. Caterpillars employees
actively participate in Six Sigma projects every year, and there are approximately 2,000 black
belts currently employed. Caterpillar also uses Six Sigma in the financial and human resource
side. When current employees retire, Cat turns to Six Sigma to identify whether or not its
benefits were competitive with other top companies. The company has also taught its dealers and
suppliers about the overall benefits of using this technique. This has refined their entire sales
model also introducing 850 suppliers to Six Sigma, which has created 1,000 supplier black belts
to help control sigma projects. More than 165 dealerships have also applied this technique, and
produced more than 1,000 black belts as well. The Six Sigma adaptation has allowed suppliers
and dealers to share their projects with each another through CATs website so that they can each
draw solutions from one another if a similar problem exists.
Bartons original goal to achieve $30 billion in revenue by 2006 was reached two years ahead of
plan in 2004. New strategic goals have been planned using Six Sigma methodology, which
include People; Performance product and process; and Profitable growth. They continue to
firmly grip the Six Sigma methodology and apply it across the organization to improve all
processes.

Logistics Facilities Network

Caterpillar currently has 41 logistics facilities within the United States and 87 worldwide. CAT
logistics specializes in providing integrated supply chain solutions that assures the right products
is in the right place at the right time. They provide a wide range of logistics services that are
designed to execute the correct solution that satisfies consumer needs. With over 80 years of
supply chain experience they use tools and technology that can directly turn their strategy into
company success. Today majority of supply chains are dominated by technology, therefore CAT
leverages this opportunity to create a competitive advantage. They have created a well-designed
supply chain that incorporates advanced technology that supports and optimizes the solution.
They offer a range of logistics services such as: Manufacturing logistics, global transportation
services, distribution center management, reverse logistics and communications and order
management system.

Caterpillar logistics quickly analyzes the efficiency of the consumers supply chain and assigns
value added processes, which can reduce cost, streamline the process, and improve
responsiveness. With exceeding knowledge that conglomerates 80 years of experience they can
provide expertise, which achieves just-in-time excellence parallel to reducing cost in
manufacturing. CAT logistics manages to reverse the flow of the products and materials as well
for the purpose of repair, re-stock, remanufacture, and recycling to increase the return on assets.
CAT logistics also manages excess inventory for other large companies as well. This skill
increases the efficiency of the consumers supply chain, which improves customers loyalty,
profitability, and strength of the consumers dealer network.

Caterpillar works with SAP to develop and end-to-end new generation service parts management
application. They decided to work with SAP because of the stability as a company and because
of the vendors knowledge of supply chain management. Cat logistics went production with SAP
Service and Asset Management in November 2007. The database server is running AIX 5.3 and
the database is Oracle 10g with Real Application Clusters. The Oracle Cluster spans
approximately ten miles utilizing a high-speed dark fiber connection between the nodes of the
RAC cluster. This configuration ensures the high availability of Cat Logistics SAP applications.
The Oracle Global Technology Center and Oracle Development team in Walldorf Germany in
addition to the local Oracle account team provided key support during the implementation of
Oracle RAC.

The projects objective was to move further away from in-house software development provide
the functionality and power to manage complex service parts supply chains, and implement webenabled, standards technology. They faced many challenges when implementing this software
which include providing continued support for increasingly sophisticated global operations and
meeting customer expectations for new generation technology. Successful implementation has
improved warehouse productivity 25% to 50%, improved fill rates 5% to 10%, reduction in
inventory 15% to 25% and 20% to 30% reduction in IT support costs. Taking the necessary steps
to improve their logistics facilities network has greatly benefited the company.

Transportation
Caterpillar utilizes transportation services that deal with ground, rail, air, and water. Considering
Caterpillars logistic department being one of the largest entities in the global transportation field,
they have been eligible to establish a efficient/historical background, with the industries leading
courier providers. Their global logistics department obtains over 400 employees that manages
600 carriers, 4,000 delivery lanes, and obtains a $2 billion budget. The transportation
department constitutes for 4 major functions that deal with transportation procurement, trade
compliance, transportation transformation, and transportation operations. Acknowledging this
apprehensive trait, allows affordable shipping costs, to their customers.
Information Systems
Caterpillar Inc. currently utilizes SIS Web (Service Information System). This is system is the
main component that transports services and parts to customers. The data base systems
automatically updates nightly, so their customers can anticipate accurate and efficient orders in a
timely manner.
SIS web system has over 17,000 publications for the machine lines at Caterpillar Inc. Listed
below, are the system operations:
1. Breakdowns & Parts
2. Operation & Maintenance Instructions
3. Disassembly and Assembly Instructions
4. Special Instructions
5. Parts Graphics
6. Engine News
7. Tool Guides
The operation system helps reduce maintenance and distribution cost at Caterpillar Inc.

Uniqueness and Competition

Caterpillar Inc. uniqueness and competition strategy is broke down into four major components
that are integrity, excellence, teamwork, and commitment.
Integrity
The integrity portion is defined as the Caterpillar organization establishing a honest working
atmosphere with its employees and clientele. The backbone of the operation is establishing the
power of honesty. The summary of the program entails, the reputation of the enterprise reflects
the ethical performance of the people who work here. (Caterpillar Inc) Meaning, by
administering ethical decision making capabilities, will help produce a productive industry
within.
Excellence
Ensuring that Caterpillar Inc. serves their customers at the best of their ability, is key to
maintaining a positive relationship. The service provided to their customers is based on
innovation, continuous improvement, and intense focus on their clients need. (Caterpillar Inc.)
By administering these quality procedures, it helps Caterpillar ensure the world will be more
efficient in all aspects of business.
Teamwork
Focusing on employees beliefs and ideas, is what differentiates Caterpillar from all other
competition. The global functioning industry retrieves different ideas and concepts from all over
the world. Their team slogan is defined as, We know that by working together, we can produce
better results than any of us can achieve alone. (Caterpillar Inc)
Commitment
Caterpillar must focus on the environment and communities while efficiently distributing its
products. Its critical in the mining industry to focus on these aspects and ensure that their job

performance is performed in a safe ecological way, to prevent any harm to the communities.
Thats why Caterpillar delegates their commitment strategy, to ensure safety of the people and
world.
Current/ Future Challenges

Caterpillar main challenge for 2014 remains: maintain profit per share while having decreased
sales. For almost a year, Caterpillar has had to deal with decreased demand from their Resource
Industries segment, which primarily consists of mining. For the second quarter of 2014,
Resource Industries sales were 2.241 billion, a 29 percent decrease from the second quarter of
2013. Sales have largely stabilized at around 2.2 billion for the last three quarters of 2014 and
there has been no sign of an upturn for this segment for the rest of 2014. Construction
Industries sales have improved in 2014, but are expected to decrease in developing markets.
Energy and transportations sales and financial products revenues have remained mostly flat for
2014. Overall, 2014 second quarter machinery, energy and transportation sales were $13.391
billion, compared with 13.886 in the second quarter of 2013. This is a four percent decrease
compared to 2013, which had also seen a decrease in sales from 2012. For 2014, total sales and
revenue is expected to be around $55 billion. The preliminary outlook for 2015 of sales and
revenue is flat to slightly higher than 2014. Although the North American market has been
strong for the year, developing countries, especially China, have been slow, but are expected to
improve in the following year.
Because of relatively flat sales and decreased profits, Caterpillar has engaged in various
restructuring programs in order to mitigate these problems. One of the results of these programs
is a reduction in the workforce. For the second quarter of 2014, Caterpillars U.S. workforce saw
a decrease of 2,430 and non U.S. workforce saw a decrease of 4,310, resulting in a total decrease
in the workforce by 6,740. Full time employment had decreased 7,110, and the flexible
workforce had increased by 370.
Competition remains to be a challenge for Caterpillar, primarily in China. Komatsu, based in
Japan, as well as competitors in China, who are expected to consolidate in the near future, are
seen as the main competitors in developing nations. Caterpillar remains, though, as the world
leader in construction and mining equipment.

World economic growth is expected to increase in 2015. This forecast remains cautious, though,
with political and social unrest primarily in Africa and the Middle East. In many developing
nations, governments raised interest rates in 2013 to combat currency inflation. This has been
one of the main reasons sales in developing countries in 2014 have struggled to grow.
Developed countries, on the other hand, have engaged in growth-oriented monetary programs,
allowing Caterpillar to see some improvement. In particular, the U.S., India, and Turkey are
expected to increase spending in infrastructure.

Recommendations

Caterpillar is the world leader in construction, mining, and industrial equipment. Now that the
economy is starting to improve, Caterpillar needs to take advantage of opportunities in
developing nations. By 2020, world population is expected to reach nearly 8 billion, and with it,
demand for commodities will grow. All of these people are going to need energy and
infrastructure. In these developing nations, there is a growing middle class, and GDP per capita
in these nations will increase. Governments are expected to start incentive programs to build
infrastructure. Global energy demand is also expected to rise significantly in future decades. All
of these are good indicators of growth in the industries that Caterpillar serves. Caterpillar needs
to further develop their supply chain in these developing areas to meet this future demand.
Cost reduction has been a major strategy for Caterpillar since their profits decreased in 2013.
One of the main manifestations of that is their goal towards lean manufacturing and cost
reduction across the supply chain, but more can be done. Shortening lead times and developing
their lean goals will allow them to maintain profits despite lower revenues continuing into 2015.
Logistics is also an area that has room for improvement. ONeil states, Now, our whole
business is global. With Caterpillars continued product and market growth, they need to
develop logistics systems to allow them to take advantage of these developments. ONeil goes
on to say that Expansion means bringing new capabilities and processes into a region. This can
be done either through strategic partners or by performing the strategic functions within
Caterpillar.

After the third quarter results were released, Chairman and CEO Doug Oberhelman gave his
thoughts on the short-term goals of Caterpillar, showing the sound direction the company is
headed:
Were pleased with the third-quarter profit improvement considering world economic growth
remains slower than wed like. Weve continued to focus on what we can control cost
management and operational execution. We continue on a Lean manufacturing journey and are
focused on improving safety, quality, efficiency and inventory turns. Were making progress
and it is beginning to be reflected in our results. The diversity of the businesses were in and the
strengthening of our operational performance have been key to helping us improve results and
our competitive position in this weak economic recovery. Our broad geographic reach and
manufacturing footprint help mitigate the impact of currency fluctuations.

Sources
Company & Division
<http://www.caterpillar.com/en/company/brands.html>
Vision/Mission
Caterpillar Inc. Sustainability, Vision, Mission, Strategy. Caterpillar Inc 2013
<http://www.caterpillar.com/en/company/sustainability/vision-mission-strategy.html>.
Company Structure (Divisions, Global Reach, etc.)
http://s7d2.scene7.com/is/content/Caterpillar/C10101108
http://www.caterpillar.com/en/company/governance.html
Supply Chain Diagram
Diagram of Caterpillar supply chain
http://dspace.mit.edu/bitstream/handle/1721.1/73419/810338678.pdf?sequence=1
http://tippie.uiowa.edu/krause/spring2013/cat_s13.pdf
Order Processing
How performed
http://events.aviationweek.com/html/lssmeu11/Mazarias%20%20Cat%20Logistics%20Presentation%20161111.pdf
Procurement NR
http://tippie.uiowa.edu/krause/spring2013/cat_s13.pdf
Inventory
Manufacturing
http://www.imanet.org/PDFs/Public/SF/2010_04/04_2010_gillett.pdf
http://www.the-chiefexecutive.com/contractors/supply-chain/cather-pillar/
http://www.caterpillar.com/en/careers/career-areas/production-manufacturing-distribution.html
http://pdf.cat.com/cda/files/113505/7/2008%20WW%20location_final.pdf
Logistics Facilities Network
http://www.the-chiefexecutive.com/contractors/supply-chain/cather-pillar/
http://pdf.cat.com/cda/files/113505/7/2008%20WW%20location_final.pdf
http://www.oracle.com/us/solutions/custstory-rac-caterpillar-en-177730.pdf
Transportation Methods
<http://www.the-chiefexecutive.com/contractors/supply-chain/cather-pillar/>
Information Systems TB
<http://www.wagnerequipment.com/online-solutions/sis-web>
http://pdf.cat.com/cda/files/89286/7/worldwide_code.pdf
Competition
<http://www.hoovers.com/company-information/cs/companyprofile.DEERE__COMPANY.555a91edcb8f8f41.html>
http://financials.morningstar.com/competitors/industry-peer.action?t=CAT
Current/Future Challenges
http://www.ukessays.com/essays/business/strategic-development-study-of-caterpillar-incbusiness-essay.php#ixzz3G5tLUeyj

Recommendations for Potential Improvement

http://www.ukessays.com/essays/business/strategic-development-study-of-caterpillar-incbusiness-essay.php#ixzz3G5tLUeyj

Which Team Member Did What

1. James Enochs
a. Company and Division
b. Mission
c. Company Structure
2. Matthew Westbrook
a. Current Future Challenges
b. Recommendations
3. Natt Rataphan
a. Supply Chain Diagram
b. Major Customers and End Customers
c. Order Processing
d. Procurement
4. Taylor Burnett
a. Editing
b. Transportation
c. Information Systems
d. Uniqueness and Competition
5. Luke
a. Manufacturing and Logistics
b. Facility Network