PeopleSoft

Supply Chain Management and

Supplier Relationship Management
Customer References
January 2004
 Do not contact any of the customers listed below for references without first contacting
Erin Jackson at 240.379.6229
Company Commonwealth Bank The Hartford Thrivent Financial

Financial Services
of Australia for Lutherans
Headquarters Australia Hartford, CT Appleton, WI

Geographics Worldwide Nationwide Nationwide

Revenue $9.4 billion $15.9 billion (2002) $57 billion (assets under
(2002/2003) management)

Employees 35,000 26,600 2,900

PeopleSoft Suite SRM 8 SRM, CFM SRM 8

PeopleSoft Services Procurement eProcurement, Purchasing, Services Procurement,

Products Billing, Receivables eProcurement, Purchasing

What They Do Operates 1,000 branches Provides a full line of Provides not-for-profit finan-
and multiple worldwide investment and insurance cial services for 2.9 million
offices products and services members

Fun Facts 2002 net profit of $2.1 The largest seller of A Fortune 500 organization
billion on total asset base of individual annuities in the with 68% of payable transac-
$37 billion US with $199 billion assets tions under $500
under management

Pain Points Needed to formalize sourc- Needed to replace manual, Wanted a better understand-
ing strategy and replace decentralized, and paper- ing and control of
disparate and manually- intensive procurement spend across organization
intensive systems process fragmented by acquisitions

Benefi ts (1) Implemented online
services requisitioning (2)
Lowered costs of
contractors (3) Automated
invoice reconciliation for
early payment discounts
(1) Automated and stream- (1) Eliminated maverick spend
lined procurement process (2) Lowered cost of goods
(2) Instituted reporting and services (3) Lowered
mechanisms that sup- inventory
ported sound procurement
systems (3) Transitioned
buyers to spend managers
(4) Leveraged contracts for
maximum value

Metrics Anticipated 218% ROI —$11 None available (1) Achieved over $22 million
million in hard and soft cost in budget reductions in six
savings month period (2) Anticipating
$2.3 million savings in staff
augmentation using People-
Soft Services Procurement

Quote “The bank selected People- None available “We’ve virtually eliminated
Soft Services Procurement, maverick spend with People-
which actually streamlines Soft Supplier Relationship
and automates the process. Management. The solution’s
It removed paper from the lowered our costs of goods
system, and reduced the and services and enabled us
number of process dips to carry reduced inventory
from 11 down to six. People- levels.”
Soft Services Procurement
not only takes time and cost
out of the process, it makes
life easier.”

Name Peter Lesina None available Terry Timm, C.P.M.

Title Category Manager, None available Procurement Executive

HR Services

Profile Description Executive Symposium Single PowerPoint slide PowerPoint, 9-15-03

PowerPoint, 9-15-03;
Video interview

Sales/Field/PGS Kari Adams Susan Schwartz Judith Goebel

Executive
 Do not contact any of the customers listed below for references without first contacting
High Tech
Erin Jackson at 240.379.6229

High Tech
Company Adobe Systems Corning Fairchild Semiconductor 3M Precision Optics
Headquarters San Jose, CA Corning, NY South Portland, MA Cincinnati, OH

Geographics 19 locations around the world 34 countries Worldwide Worldwide

Revenue $1.2 billion (2002) $6.3 billion (2001) $1.4 billion (2002) $100-$150 million range

Employees 3,400 32,000 10,000 1,001-2,000 range

PeopleSoft Suite SRM 8.4 SCM, SRM, CFM, MFG SCM 8.4, CFM, MFG, SRM SCM, CFM, MFG, SRM 8

PeopleSoft Products Strategic Sourcing Full Suite Full Suite Full Suite

What They Do Design and produce software solutions
for network publishing, including Web,
print, and video
Research, produce, and distribute Design, develop, and market a broad spectrum of World’s largest manufacturer of lens systems for projection
optical fiber, cable systems, photonic semiconductors video and television
components and devices, LCD glass
for flat-panel displays, precision lenses,
and life science products

Fun Facts Adobe’s “pdf” file format is the de facto A PeopleSoft customer since 1995, Fairchild’s customers include: Compaq, Dell, Ericsson, In 1997, the company received an Emmy from the National
standard for secure electronic Corning has installed over twenty IBM, Intel, Lucent, Nokia, Nortel Networks, Samsung, Academy of Television Arts and Sciences for its pioneering
document exchange PeopleSoft applications throughout the and Siemens design and development of high efficiency optics
company

Pain Points Reducing the six- to nine-month long Allowing 12 global business units to Upgrading to PeopleSoft 8.4 to take advantage of the (1) High staff count as a result of inefficient, manual pro-
RFP process; renegotiating complex plan, execute, and compete autono- Pure Internet Architecture cesses. (2) Inefficiently servicing their customer base (3)
voice/data contracts mously, while sharing the global focus Had an integrated system but lacked an enterprise system
of the entire organization

Benefi ts (1) Automated RFP event to ensure fair
and equitable selection and award of
telecom contract
(1) Aligned business units with company
direction through unified, robust data
standards (2) Improved supply chain
processes minimize unit costs (3) Maxi-
mized asset effectiveness (4) Improved
promise and delivery order reliably
(5) Improved material management
(1) Connected suppliers and customers to supply chain
processes (2) Integrated SCM and CRM to connect
customer base across supply chain and enhance order
accuracy
(1) Meet the order, fill the order, and ship the order as
quickly as possible for high customer satisfaction (2) Visibil-
ity to see demand and drive supply and manage resources
(3) Moved from a process driven approach to manufacturing
to a lean manufacturing system

Metrics (1) Saved $1.8 million (33% of telecom None available Gained 100% visibility across all solutions and (1) Approval process for purchased items reduced from 8 to
spend) (2) Completed automated processes 10 hours per month to instant “real-time” (2) Respond much
RFP event in four weeks (3) Analyzed quicker to customer needs
responses in 48 hours

Quote None available “It all comes down to having the right
information at the right place at the
right time. At Corning, we’re start-
ing to use real-time information as a
natural extension of ourselves, to make
the strategic supply chain decisions
that save time and money, enhance
customer satisfaction, and improve
operations.”
“In our competitive market, we have to set ourselves “PeopleSoft has given us a lot of opportunities to make
apart. We have to give customers a reason to come to our processes better, to automate more pieces of it, and
us as opposed to the competition. We want to make it to have better visibility of our global demand. Overall with
easy for them to connect with our system and People- PeopleSoft, I believe that we have a more flexible tool that
Soft 8.4 gives us a big win, because our customers prepares us better for the future.”
can just log in through a browser and order what they
need. They can also see when they will receive it. That
gives us an advantage over our nearest competitor
and provides our customers with excellent service.”

From None available Rick Beers Jo Pugh Deb Rymer

Title None available Director of Supply Chain Technology PeopleSoft 8.4 Upgrade Project Manager IT Manager

Profile Description Single PowerPoint slide Customer Profile Customer Profile Video tour with interviews/clips

Sales/Field/PGS Matt Bingham Unknown Susan Schwartz Tracey Gaggioli

Executive
 Do not contact any of the customers listed below for references without first contacting
Industrial Manufacturing Erin Jackson at 240.379.6229

Industrial Manufacturing
Company Honeywell FM&T IMI BEVCORe Solutions Larson Manufacturing Quixote Shorr Packaging

Headquarters Kansas City, MO Osseo, MN Brookline, SD Chicago, IL Aurora, IL

Geographics Worldwide Nationwide Nationwide Worldwide Nationwide

Revenue Division of Honeywell International: Privately held $50-$75 million range $114 million $10-15 million range
$24 billion*

Employees 3,300 100 1,000+ 1,250 101-200 range

PeopleSoft Suite SCM, CFM, MFG SCM, CFM, MFG, SRM SCM, MFG, CFM, SRM SCM, SRM, CFM, MFG SCM, CFM, SRM

PeopleSoft Products Full Suite Full Suite Full Suite Purchasing, Inventory, Order Manage- Purchasing, Inventory, Order Manage-
ment, Production Planning ment, Billing

What They Do Produce and procure nonnuclear electrical, Manage beverage dispensing equipment Manufacturer of storm doors, storm Manufacturer of highway crash cush- Manufacturer of paper and packaging
electronic, electromechanical, mechanical, parts and spares for the food and bever- windows, and mirrored doors ions and other highway safety products products
plastic, and metal components for nuclear age industry and services
weapons

Fun Facts Honeywell FM&T is under a prime contract IMI Bevcore’s suppliers will be respon- Larson Manufacturing is the world’s #1 Subsidiary companies include Energy Originally established in 1922 as the
of the US Department of Energy to produce sible for keeping their inventories at the selling storm door company—privately Absorption Systems and Nu-Metrics Illinois Wholesale Company; sold sup-
components for nuclear weapons required levels owned—with three manufacturing sites and plies to bakeries and grocery stores
12 distribution centers

Pain Points Using 45 different business systems to man-
age enterprise data around the supply chain
Creating a collaborative supply chain
with standardized business processes to
optimize performance during a period of
rapid growth
Needed to redefine their customer base. Wanted more analytical information— Wanted to improve communications
Larson’s largest customers (Home Depot, such as sales by product, state, and with suppliers and customers and to
Lowes, Manards) now make up a huge distributor share information electronically
percentage of overall sales. They’re very
demanding and Larson has to be as efficient
as possible.

Benefits (1) Connected people to business processes
via Pure Internet Architecture (2) Integrated
manufacturing processes that mirror their
complex business environment (3) Gained
real-time visibility and insight through enter-
prise analytics
(1) Saved costs with a single platform
(2) Shared real-time information with cus-
tomers and suppliers through portals
(1) Layed a strong foundation with a good
ERP package that is flexible as business
needs change (2) Enabled vendor-managed
inventory with largest customers (3) People-
Soft pure internet architecture sets Larson
up for the future
(1) Increased visibility into true demand
(2) Consolidated purchasing for volume
discounts
(1) Provided customers with a cus-
tomized web portal to share critical
information (2) Deployed solutions over
the Internet, drastically reducing field
support and IT expenses (3) Optimized
inventory levels

Metrics (1) Estimated savings of $19 million
(2) Reduced report-generating time from six
months to hours
Went live in just 120 days using PeopleSoft
eCenter as a hosting provider
(1) Run supply chain planning “what ifs” in None available None available
minutes -- not hours or days (2) Establish
lean manufacturing best practices
(3) Reduced days off the process of getting
customized doors and windows out the door

Quote “We had the same information in multiple
systems. It was always out of sync, never
correct. You never knew which system to
believe. With PeopleSoft, we have one da-
tabase, integrated processes, and real-time
visibility.”
“The PeopleSoft Enterprise Portal turns
raw information into actionable knowledge,
so we can service our customers and
suppliers more effectively. I think that’s
what the collaborative, real-time enterprise
is about: getting value from the day-to-day
experience.”
“Currently with the PeopleSoft Supply Chain
Planning module, we’re able to within less
than one hour handle ‘what ifs’ of large
orders with our customers so we can find
out can we build the product and can we
deliver to the customer in the timeline
they’re asking.”
“We discovered that PeopleSoft is
flexible enough so that you have an
enormous wealth of information at your
fingertips; you don’t need an army of
programmers to write custom queries,
because people can get everything
they need on their own, in a matter of
minutes.”
“We used to spend a lot of time
and effort with manual data entry.
PeopleSoft’s technology has allowed us
to connect seamlessly with our custom-
ers and suppliers, increasing productiv-
ity and data accuracy.”

From Bill Ross David Womeldorf Ted Weinrich Bob Latek Dave Meyers

Title Senior Project Manager for SCM Chief Technology Officer MIS Manager Senior VP controller Director of Operations

Profile Description Customer Profile Customer profile and video tour with Video interview/clips PeopleTalk (Jan-Mar 2003) Customer Profile
interviews/clips

Sales/Field/PGS Execu- Stuart Noun Tracey Gaggioli Dan Walker Rachel Phillips Dan Walker
tive
 Do not contact any of the customers listed below for references without first contacting
Health Care
Erin Jackson at 240.379.6229

Health Care
Company Children’s Hospital Los Angeles Dartmouth-Hitchcock Medical Center Health First MemorialCare North Shore - Long Island Northwestern Memorial
Jewish Health System Hospital
Headquarters Los Angeles, CA Hanover, NH Rockledge, Florida Long Beach, CA New Hyde Park, NY Chicago, IL
Beds 314 372 800 1,432 5,670 720
Employees 3,000 5,000 5,600 10,000 20,000 5,800
PeopleSoft Suite SRM 8 SRM 8 SRM 8 SRM 8 SRM SRM
PeopleSoft Products Purchasing eProcurement, Purchasing Purchasing, Inventory Purchasing, Inventory eProcurement, Purchasing eProcurement, Purchasing,
Inventory
What They Do Runs a leading pediatric medical and teaching Delivers high-quality health services in New Combines physicians, hospi- Runs a healthcare network Offers an integrated delivery Runs one of the nation’s
center Hampshire and Vermont tals, and insurance products across five hospital network of hospitals, long-term preeminent academic medical
for affordable and accessible campuses care facilities, trauma centers, centers (bonded in an
healthcare home health agencies, and essential academic and
ambulatory care centers across service relationship with the
New York Northwestern University
Feinberg School of Medicine)

Fun Facts Manages over $60 million annually in grants Built the largest healthcare network in
northern New England —serving a population
of 1.6 million
Cuts 4,000 print-ready checks in
15 minutes
Provided more than $65 Recently ranked as the top Currently participating in one
million in charity care to hospital in America by AARP of the largest research studies
patients who were unable to Modern Maturity magazine ever conducted on early stage
pay for their care, as well as Parkinson’s disease
more than $245,000 to other
charitable organizations in
Florida

Pain Points Needed a comprehensive suite of applica- Wanted to streamline its material manage- Wanted to upgrade their non- Wanted to consolidate six Wanted to integrate disparate Needed to replace a legacy
tions and internet technology to replace aging ment information process and remove the clinical system with Internet facilities using four differ- and disjointed legacy systems financial system that was
legacy systems order processing burden from its nursing features ent financial and material across their operations no longer supported by the
staff management systems original vendor

Benefi ts (1) Created a single point of access for clinical
and business users via PeopleSoft Enterprise
Portal (2) Automated performance results
on executive portal dashboard (3) Reduced
system maintenance costs (4) Improved pro-
ductivity, financial control, and visibility
(1) Integrated business processes for
reduced costs and better visibility
(2) Reduced nurse time spent on ordering
and tracking materials (3) Improved access
to better information (4) Integrated handheld
devices with the procurement solution to
streamline ordering, even for OR supplies
(1) Reduced maintenance costs
with Pure Internet Architecture
(2) Gained better insight with
anytime, anywhere access to
data (3) Integrated financial and
material processes (4) Reduced
inventory levels and costs
(1) Streamlined the order to
payment process (2) Reduced
wait times (3) Increased
customer satisfaction
(4) Ensured contract execu-
tion and compliance
(1) Reduced costs and increased
visibility through integrated
business processes (2) Created
consistent materials manage-
ment across enterprise (3) Stan-
dardized reporting and business
measures (4) Achieved faster
access to data with self-service
technology
(1) Reduced costs and
improved productivity by
integrating and automating
business processes
(2) Standardized best prac-
tices for better control and
visibility (3) Achieved better
insight and accessibility with
Internet technology

Metrics (1) Reduced financial close time from weeks
to days, (2) Significantly reduced the time
their clinical staff spent on procurement and
documentation
(1) Reduced inventory levels by 50%
(2) Consolidated 360 material carts and
27,000 line items into a single system
(1) Reduced material inventory
by $4 million (2) Cut check-
processing time from hours to
minutes (3) Connected 26 loca-
tions and seven entities into one
centralized system
Reduced costs by $880 (1) Reduced supply inventories None available
million systemwide over five by 20% (expected)
years (expected) (2) Reduced overall spending by
2% (expected)

Quote “We were not looking for a vendor. We wanted
a partner who could help us transition our
organization from a very manual, paper-inten-
sive environment to an integrated, automated
system. PeopleSoft pure Internet applications
will significantly improve our hospital’s busi-
ness processes.”
“When visitors come to our main facility for
site visits or meetings, they always marvel
at the size of our central inventory location.
It’s impressively small for an organization of
our size. Our inventory value is consistently
less than one-half the value of similar-size
institutions. But [it] is just the tip of the ice-
berg when it comes to the inventory efficien-
cies we enjoy throughout our organization.”
“PeopleSoft gave us the ability to
standardize across all facilities,
business unites, and operations.
Our financial reporting process
has become seamless. Each day,
we load all of our statistics from
our patient accounting and billing
systems, and send executive
management a snapshot of the
receivables, cash, and statistics
from the day before. We can pull
together 26 business units and
consolidate them in less than 15
minutes.”
“We selected PeopleSoft SRM
(materials management) to
give us more accurate data
to manage our inventory,
minimize stock outages, and
reduce our carrying costs.”
“By reducing operating costs,
improving our processes, and
creating efficiencies, we can
devote more of our resources to
quality care and make ourselves
more attractive to the patients
that come to our institutions.”
“What the PeopleSoft system
will help us do is to standard-
ize, control and automate—
that way I guarantee in my
organization that the supply
I’m ordering is a contracted
supply—negotiated by my
supply chain team so I’m
getting my contracted price.”

From Tricia Cascione William Grimes Ginger Bonham Ann Symonds Joe Burns Lara Latham
Title Executive Director, IT Development and Manager of Materials Management Financial and Supply Chain VP of Materials VP of Material Support Services Project Director
Contract Management Information Systems Systems Administrator
Profile Description Customer Profile Customer Profile; PeopleTalk (July-Sept Customer Profile PeopleTalk (Jan-March 2003) Customer Profile Customer Profile
2002); Video tour and interviews
Sales/Field/PGS Executive Kevin Surrell Unknown Karen Davis Kevin Surrell Philip Grant John Canonaco
 Do not contact any of the customers listed below for references without first contacting
Asset Intensive and Other Erin Jackson at 240.379.6229

Asset Intensive and Other

Company Air New Zealand Aquila Duke Energy Foxwoods Resort Casino iGate Corporation Sprint
Sector Airline Energy Energy Gambling Resorts & Casinos eServices Communications

Headquarters New Zealand Kansas City, MO Charlotte, NC Mashantucket, CT Pittsburg, PA Kansas City, MO

Geographics Flies to/from New Zealand United States, Canada and the United Worldwide National 10 global eServices companies Nationwide
Kingdom

Revenue $3.6 billion $2.4 billion (2002) $59 billion $1 billion+ $500 million $23 billion

Employees 10,000 3,000 25,000 N/A 5,500 75,000

PeopleSoft Suite SRM, CFM SRM 8 SRM 8, CFM Smart SRM with Accenture SRM SCM, CFM, SRM

PeopleSoft Products eProcurement, Strategic Sourcing, eProcurement, Purchasing, Inventory Services Procurement, Purchas- Strategic Sourcing eProcurement, Purchasing Billing, Cost Management, Inventory,
Purchasing, Billing ing, eProcurement, Billing Order Management, Production Plan-
ning, Payables, Purchasing, Supply Chain
Warehouse

What They Do Provides air passenger and cargo Delivers electricity and natural gas to Produces and markets energy Casinos, hotels and restaurants Provides e-services to large corporations Provides wireline and wireless communi-
transport services to, from, and 1.3 million residential and commer- worldwide cations; operates the largest 100% digital
within New Zealand cial customers PCS network in the US

Fun Facts You can book flight, hotel and car
reservations straight from the Air
New Zealand web site
Previously UtiliCorp United, the com-
pany changed its name and stock
symbol in 2002. Aquila (ah-kwil-uh)
is the name of a constellation and
Latin for “eagle.”
Voted #14 in Fortune Most
Admired Companies (2001). Stan
Land serves as the president
of the PeopleSoft International
Customer Advisory Board
Owned by the Mashantucket Pequot Tribal Founded in 1986 as an Internet start-up Serves 23 million business and residential
Nation, Foxwoods Resort Casino is made up customers
of six casinos, three hotels, and about 20
restaurants

Pain Points Needed to replace a legacy system
that was ineffective and expensive
to maintain
Wanted to automate the complete
source-to-settle process—central-
izing all purchases, reducing costs,
and improving key supplier relation-
ships
Wanted to better manage decen-
tralized procurement and inventory
systems across divisions
(1) No formalized sourcing and procurement
process for indirect spend, (2) Paper-based
process with limited resources (3) Needed
to reduce cost of indirect goods—currently
spending $2.5 million
Needed to curb rampant maverick spend- Wanted to gain a greater understanding
ing across 10 companies, and automate of purchasing spend and create a leaner
manual, paper-intensive procurement supply chain
process

Benefi ts (1) Improved supplier relationships
and spend control (2) Improved
financial analysis and decision mak-
ing across the organization
(3) Ensured data integrity with a
single source of information
(1) Improved intelligence on company
spend (2) Increased buying lever-
age (3) Decreased processing cycle
times (4) Freed up staff to focus on
more strategic procurement activi-
ties (5) Improved relationships with
key suppliers
(1) Improved process automa-
tion (2) Reduced maverick spend
frequency
Implemented a reverse auction for food and
beverage supplies using PeopleSoft Strate-
gic Sourcing (hosted)
(1) Streamlined to an intuitive, paperless
purchasing solution (2) Improved control
over employee spending
(1) Reduced unit costs by consolidating
purchasing information from across the
enterprise (2) Improved the management
of supplier relationships (3) Improved
negotiating power with suppliers

Metrics Returned 13% ROI (expected) (1) Saved $1.2 million annually from
25 suppliers (2) Reduced cost to pro-
cess invoices from $12,000/month
to almost zero (3) Reduced request
to payment cycle from 45 to 10 days
(4) Estimated investment payback in
one to three years
(1) Saved $3 million/year from (1) Saved $500,000 or 20% of food and (1) Reduced product costs by as much as Reduced data processing time from
inventory consolidation beverage spend in just one “event” (2) Con- 25% due to unified procurement process several days to less than one day
(2) Reduced product prices on solidated their spend across many different (2) Moved 80% of iGate’s $15 million
average 10-30% from supplier items into 153 SKUs annual spend to eProcurement
leverage and consolidation
(3) Reduced average payment
cycle time from 28 to 10 days

Quote “We didn’t just want to have a ven-
dor-supplier relationship. What we
always look for are people who have
a vested interest in our business,
just as we have in theirs. And that’s
what partnership is really about
for us. We want to see companies
investing in their own products.”
“With greater visibility, we knew we
could strengthen supplier relation-
ships and better leverage our spend
across the organization. PeopleSoft
is the best win/win solution in the
supply chain space—for our suppli-
ers as well as for us.”
“Real-time is about integrating our
company’s massive application
infrastructure to support business
processes that speed delivery of
information to executives. Real-
time is a mind-set that requires a
cultural change.”
None available “Our substantial internal experience
with PeopleSoft products reduced our
eProcurement implementation costs by
nearly 50%.”
“Because of industry pressures, you have
to keep pushing your cost structure down.
By analyzing the processes with People-
Soft Supply Chain Analytics—how much
we spend and what we spend it on—we
are in a better competitive position.”

From Chris Alderson Brett Carter Stan Land None available Frank Corris Andrew Spidle

Title Programme Director Vice President, Central Services CIO None available Former Director of Procurement Services Manager of Business Systems for
Reporting

Profile Description Customer Profile Customer Profile; PPT Slide PowerPoint slides PowerPoint slides Customer Profile; PPT Slide Customer Profile

Sales/Field/PGE/ Stewart Gibbs Unknown Donna Berman Adrian Ivanov (Alliances) Unknown Stephen Bolling
Executive
 Do not contact any of the customers listed below for references without first contacting
Education & Government
Erin Jackson at 240.379.6229

Education & Government

Company Detroit Public Schools Gwinnett County Public Schools City of Los Angeles New Zealand Post Oxfam State of Connecticut Texas Education Agency United Space Alliance

Sector Education Education City Government Postal Service Non-Profit State Government Education Aerospace
Headquarters Detroit, MI Lawrenville, GA Los Angeles, CA Wellington, New Zealand Oxford, UK Hartford, CT Austin, TX Houston, TX
Geographics Metro Detroit Metro Atlanta Metro Los Angeles New Zealand 80 countries worldwide State of Connecticut State of Texas Outerspace
Revenue/Budget $1.3 billion $1.2 billion $800 million (annual spend) NZ$1 billion 189 million (UK pounds) $14 billion $4 million $1.7 billion
Employees 25,000 14,000 Unknown 10,000 3,000 60,000 850 10,000
PeopleSoft Suite SRM 8 SRM 8 SRM SRM 8 SCM, CFM SRM 8 SRM SRM
PeopleSoft Prod- Strategic Sourcing, eProcurement, eProcurement Purchasing Purchasing, eProcure- Billing, Inventory, Order Billing, Catalog Management, Services Procurement Purchasing, Inventory
ucts Billing, Inventory, Purchasing ment Management, Purchasing eProcurement, Inventory,
Purchasing
What They Do Oversees 262 public schools Operates one of the fastest growing Operates the second largest city in Runs a government- Provides development, Runs the State of Con- Oversees the public K-12 Handles all aspects of
public school systems in the nation the US owned, but not relief, and campaigning necticut, comprised of 65 education system in the state the US space shuttle
government-run, postal activities dedicated to independent agencies of Texas operations, from launch to
service finding lasting solutions to landing
poverty and suffering around
the world
Fun Facts The materials needed to start the Gwinnett County schools has 104,000 Received the city’s “Best in Class The New Zealand Post Oxfam funds projects The State of Connecticut has In the first week of operation, Tom Blomster of United
2002 school year weighed 435 students and growing Productivity improvement Award” has the third and final through a combination of a supplier base of 80,000 TEA had 27 vendors online Space Alliance serves as
tons—equivalent to the weight of a for its successful re-engineering and installment of Lord of the trades, fund raising, and managing millions of dollars the president of the People-
Boeing 747 automation of the city’s supply chain Ring stamps on sale now donations via their own web page Soft SRM SIG
processes provided by PeopleSoft Pure
Internet Architecture
Pain Points Needed to transform paper-based, Needed to integrate multiple systems, Needed to change the way Los Needed more control Needed less centralization Needed to replace its Needed a better, more cost (1) Needed to reduce the
labor-intensive system and reduce standardize purchasing across com- Angeles manages relationships with over costs, more and more regional autonomy multiple legacy systems and effective way to manage cost of shuttle operations
costs, deliver supplies and materi- modities, and actively track spending 10,000 suppliers. Consolidate buy- accurate reporting and mandated by global reorga- streamline government service contracts and standardize across
als more quickly, and gain stricter activities ing power and improve chronic late analysis, and the abil- nization operations, eliminate duplica- several different systems
budgetary control payments across 40 agencies using ity to manage diverse tive systems, and increase without compromising
disparate and often manual purchas- businesses: distribution, visibility into vendor negotia- safety. (2) Needed to
ing processes banking, and courier tions and contracts automate management of
services 30,000 suppliers
Benefits (1) Created a paperless purchasing (1) Brought real-time information to Slashed inventory levels by 50 per- (1) Improved financial (1) Leveraged the Internet to (1) Increased visibility into (1) Paid suppliers faster (1) Created a common pro-
system (2) Eliminated purchase administrators and improved deci- cent, cut the number of purchasing analysis for better easily reach locations with purchasing data to drive (2) Eliminated old paper- curement process across
order errors (3) Improved insight into sion making (2) Streamlined materials contracts by more than 50 percent cost control (2) Gained poor communications and down costs and create based process (3) Gained disparate business units
individual school needs (4) Reduced purchasing (3) Enabled administrators and increased early payment dis- greater insight into interactions (2) Maintained greater negotiating power access to real-time data on (2) Decreased processing
central warehouse and shipping costs and teachers to spend less time on counts taken to a record 98 percent supply and demand for all supply chain information (2) Provided online vendor supplier costs, quality, and cycle times (3) Created
(5) Improved delivery time administrative tasks and more time with better decision making in one central system management (3) Eliminated efficiency—driving better, closer, more productive
students (3) Improved supplier (3) Improved warehouse redundant data entry faster decisions (5) Opened relationships with key sup-
relationships processes and lowered system to suppliers for online pliers (4) Reduced purchase
overhead business order errors
Metrics (1) Reduced warehouse inventory units (1) Saved $1.5 to $2 million annually (1) Consolidated contracts from 2000 (1) Reduced infrastruc- None available (1) Trained 300 users in first Saved over $1 million per Met agreement to save
shipped by 40% (2) Reduced (2) Eliminated over 100,000 sq. ft. to 900 for annual savings of $76 mil- ture costs by approxi- phase (2) Added 80,000 year with PeopleSoft Services $400 million over six years
purchase-requisition-to-delivery time of warehouse space (3) Calculated lion (2) Reduced payment cycle from mately NZ$10 million state suppliers to online Procurement in shuttle operations
from days—or even weeks—to over- payback in less than three years 42 days to 7 days to earn payment (2) Saved approximately vendor file (3) Accelerated
night (3) Increased number of office discounts of $4 million/year (96% of NZ$3.7 million as a encumbrance process from
supply POs filled by next day to 92% all invoices) (3) Reduced warehousing result of better supplier days to minutes
inventory from $53 to $27 million, management
eliminating 36 warehouses and cut- (3) Reduced close time
ting payment cycle time from 32 to by 50%
7 days
Quote “PeopleSoft has helped us transform “Our business is teaching and learning. “Customer agencies now are happy “We couldn’t afford not to “The challenge was to “With PeopleSoft SRM, auto- “Regardless of the $1 million “With PeopleSoft, we have
our business processes and make us We need to make our processes more and satisfied, and they are taking become a real-time ensure that we have all of mated online encumbrance savings, we and our vendors a repeatable process with
a more efficient and effective organiza- efficient so we can spend more time advantage of the reporting capa- enterprise. It’s about the appropriate financial prevents the possibility of are able to focus our attention a strong set of metrics that
tion. We’ve created the purchasing with the students. We want to minimize bilities PeopleSoft provides to track action and reaction, and controls, the knowledge state funds being allocated to on education, rather than we use everyday to manage
agent’s dream: the perfect paperless the time it takes a teacher to order and performance and manage more having the information transfer, and the information more than one purchase and dillydallying with administra- the procurement process.
purchase order.” receive supplies. And the time it takes effectively because it’s all visible and available anytime for available for the regional saves an enormous amount tive minutia. If we can elimi- And all of the key metrics
a principal to hire a new teacher. That’s it’s all in real time.” management to make management to be able of time. We were pleased to nate two-thirds of the minutia, are heading in the right
the vision of how our organization will informed decisions.” to deliver quickly and to see that we have control now we’re both vastly more direction.”
work. PeopleSoft will lead us to that.” respond rapidly to the needs that we didn’t have before.” efficient, and, in the long
of the moment.” term, more competitive.”
From Art Hanby Jeff Weiler Jon Mukri Nigel Prince Simon Jennings Jim Passier Bill Monroe Mike Jones
Title Director of Contracts and Purchasing CFO General Manager of the Department CIO Head of Information Procurement Manager Former COO Procurement Director
of General Services Systems
Profile Description Customer Profile Customer Profile; PPT Slide PeopleTalk (Oct-Dec 2003); PPT slide; Customer Profile Customer Profile Customer Profile Customer Profile; PeopleTalk Customer Profile
Government Technology article (July-Sept. 2002)
Sales/Field/PGS Steve Potvin Teri Wills Cindy Denny David Denham Tony Manning Unknown Glenn Perkins Joe Haney
Executive

Consumer Products
Company Boise
Sector Forest Products
Headquarters Boise, ID
Geographics Worldwide
Revenue $7.4 billion (2002)
Employees 24,000
PeopleSoft Suite SRM
PeopleSoft Products Purchasing, eProcurement
What They Do Distributes paper products,
packaging, and building
materials
Fun Facts Boise owns or manages 2.4
million acres of timberlands
in the United States to sup-
port their operations
Pain Points Wanted to lower cost of
procure to pay process,
provide employees and
buyers with direct access to
preferred suppliers, and en-
able self-service purchasing
transactions
Benefi ts (1) Created 360 degree view
of purchasing transaction
(2) Simplified and auto-
mated purchasing system
(3) Allowed buyers to focus
on strategic purchasing
decisions rather than tactical
ones
Metrics None available
Quote “The benefits we received
from PeopleSoft SRM were
many. First and foremost, we
have a simplified purchasing
system and we have a single
view of what is happening
in all our locations. From
our corporate offices, we
can see what locations
are writing requisitions to
which suppliers and can go
directly to the requisition to
ask why they are not using a
preferred supplier.”
From Michael Giusti
Title Manager MRO and Procure-
ment Enterprise Systems
Profile Description Executive Roundtable
Discussion-July 2003 (Audio)
Sales/Field Executive Sandra Piazza
C.F. Sauer
Spices
Richmond, VA
Nationwide
Privately held
250+
SCM, CFM, MFG, SRM
Full Suite
Produce spices, condi-
ments, margarine, and
other food products
Privately held, family-
owned firm since 1887
Needed consistent sup-
ply chain management
practices integrated
with financial processes
and manufacturing and
planning solutions that
supported make-to-order
and stock environments
(1) Greater visibility into Integrated order and
customer orders (2) manufacturing systems for
More accurate, timely decreased cycle times
information for reporting
and analysis (3) Better un-
derstanding of customer
and product profitability
(4) Better management
of exponentially growing
product lines
None available
“In our business, visibility
into order information is
key—timely, real-time,
accurate information on
customer orders as they
come in. PeopleSoft gives
that to our employees—
everyone from production
schedulers and the people
in our plants all the way up
to senior management.”
Wayne Puglisi
IT Director
Customer Profile,
PeopleTalk
Ronald Bauer
CIBA Vision
Vision Care
Atlanta, GA
Worldwide
$875 million (2002)
7,500
SCM, CFM, MFG, SRM
Full Suite
Manufactures contact
lenses and lens care
products
Began as a small start-up in
1980 is now a global leader
in vision care
Needed to meet the
changing demands of a
large and varied customer
base brought about by the
introduction of disposable
contact lenses
(1) 70% adoption rate of
consolidated orders in the
first month (2) Consoli-
dated call center efficiently
handles 300,000 SKUs
“The PeopleSoft Customer
Fulfillment Management
implementation was highly
successful. PeopleSoft was
behind us 100% in develop-
ing high volume, high per-
formance software focused
on the architecture of the
future. Like us, they’re com-
mitted to a global supply
chain strategy. PeopleSoft’s
vision is 20/20 with ours,
and it’s been a great part-
nership.”
Doug McClure
Manager of Application
Development
Customer Profile
Unknown
Compania Cervecerias
Unidas (CCU)
Beverages
Chile
Sold in more than 60
countries
$481 million (2002)
4,000
SRM
eProcurement
Produces beer, wine,
mineral water, soft drinks,
and juices
Maintains licensing or joint
venture agreements with
Anheuser-Busch, Heineken,
PepsiCo, Schweppes, Guin-
ness, and Watt’s
Wanted to leverage the
internet to improve their
vendor relationships
(1) Less working capital
required because vendors
now stock raw materials
(2) Reduced head count
because keying of invoices
was eliminated
690 vendors entered
11,358 invoices directly
into eProcurement system
“The main reason we chose
PeopleSoft was the integra-
tion with the PeopleSoft
modules that we already
had. That’s very important
for us. And the product was
very user friendly. It has a
great architecture for inte-
grating with the internet.”
Mario Fernandez
IT Director of CCU
PeopleTalk (Oct-Dec 2003)
Matias Gil Ljubetic
Do not contact any of the customers listed below for references without first contacting
Cybex International Green Mountain Coffee
Roasters
Fitness Equipment Coffee
Medway, MA Waterbury, VT
Nationwide Nationwide
$85.2 million (2001) $100 million
451 550
SRM, SCM, MFG, CFM SCM, SRM, MFG, CFM
Full Suite Full Suite
Manufactures fitness Roasts and packages 15 mil-
equipment lion pounds of coffee beans
a year
Several of Cybex’s exer- Offers hundreds of blends of
cise equipment products seasonal, flavored, organic,
have received the Best fair trade, or exotic coffee
Buy rating from Consum-
ers Digest
Wanted to improve order Needed help managing
and inventory manage- inventories, processes, and
ment, reduce call center customers in light of
traffic, and streamline seasonal promotions,
production tremendous growth, and
worldwide supply fluctuations
(1) Reduced inven- (1) Integrated on one system
tory costs (2) Decreased to better plan for longer
variability and improve range forecasting, identify
flexibility of production real-time material short-
processes (3) Improved ages, and better schedule
product quality factories (2) Placed orders
(4) Increased customer to suppliers on one common
satisfaction through platform—all assets, raw
instant access to order materials, and finished goods
information
(1) Reduced build-to- (1) Increased order accu-
order lead time by more racy to more than 98% (2)
than 50% (2) Increased Reduced time to less than
order rate by 15% without 24 hours between when an
additional staffing order is entered and when
(3) Decreased bill of the customer gets the prod-
materials count from uct (3) Saved two to three
15,200 to 200 hours daily on demand and
inventory levels as well as
machine availability
“Improved order visibil- “We pick the right partner,
ity and processing with and we picked the right prod-
PeopleSoft have allowed uct with PeopleSoft Supply
us to become much more Chain Management. We have
efficient in delivering a system that has helped us
products more quickly perform better than we ever
and with higher quality.” have before. And we have a
system that will enable our
growth as we go forward.”
Brian Lyman Jon Wettstein
Manager Business VP of Operations
Systems
Customer Profile, Customer Profile,
PeopleTalk Video plant tour
Linda Crowley Jennifer Livingston
Erin Jackson at 240.379.6229
Imperial Sugar Smead Manufacturing
Sugar Office Products
Sugar Land, TX Hastings, MN
Nationwide Ten plants across North
America and Europe
$1 to 5 billion range $500 million
1001 to 2000 range 2,900
SRM, CFM SCM, CFM, MFG, SRM
Purchasing, Inventory, Full Suite
Order Management
Manufactures sweet- Manufactures office filing prod-
eners ucts and record management
systems
Strives to differentiate a Sells to customers including
quintessential commod- OfficeMax, Office Depot,
ity product: sugar Corporate Express, and
Staples
Wanted to consolidate Needed to meet the demands
and integrate after of a consolidated customer
multiple mergers and base of five mega-retailers
acquisitions (75% of sales)
(1) Improved customer (1) Greater visibility into
self-service (2) Col- demand and a better forecast-
laborated with custom- ing capability (2) Reduced
ers to reduce their cycle inventory (3) Improved cus-
times (3) Differentiated tomer service through on-line
based customer logistic deliveries (4) Reduced produc-
programs that increase tion downtime due to more
customer service accurate inventory levels
None available (1) Reduced raw material
inventory by approximately
10% (2) Increased on-time
customer shipment success
rate to 98%
“I believe that “Our CEO has made it very
companies...that are clear to our organization that
going to excel in their we need to have an enabler in
industry in the future are place (PeopleSoft) to ensure
the ones that are going that we will be looked at by
to develop systems our customers as a sup-
and deploy technology plier of choice—the company
around three fundamen- that wants to be ‘easy to do
tal concepts: real-time business with,’ while adding
information, self-service more value to our customer
information; and collab- experience. This is why we
orative information.” are upgrading our PeopleSoft
Supply Chain Management
applications.”
George Muller Dave Gilbertson
CIO Project Director, Manufactur-
ing Engineering Manager
PeopleTalk (Jan-March Customer Profile
2004)
Unknown Judith Goebel
Consumer Products
SSL International
Healthcare Products
Cheshire, UK
Worldwide
700 million (UK pounds) (2000)
7,000
SRM, SCM, CFM
Purchasing, Inventory, Demand
Planning, Order Management
Manufactures healthcare prod-
ucts for consumers and medical
professionals
Led by global customer brands
Durex (condoms) and Dr. Scholl
(foot care)
Needed to replace disparate
legacy systems and form a new
foundation for international
business
(1) Standardized entire technolo-
gy platform (2) Improved demand
projections (3) Drove down
inventory levels (4) Maintained
customer service levels
(1) Improved forecast accuracy
by 20% (2) Reduced forecasting
task from two full days to a
half day
“Our customers demand the high-
est levels of customer service
and we demand it of ourselves.
Anyone can meet demand with
warehouses jammed with invento-
ry. The goal is to satisfy custom-
ers without tying up excessive
amounts of cash in inventory. If
we can maintain lower inventory
levels effectively, we’re freeing
capital to help us grow through
brand and product development.
We’re making this happen with
PeopleSoft Supply Chain.”
Jim Hourigan
VP of IT and Logistics
Customer Profile
Tony Manning