Simplify & Digitize Transactional Processes

S&D Engagement / Minimum Business

Infrastructure (MBI) Philosophy

April 2011
2
Simplify and Digitize
Structure

STREAMLine Core Team

Authorizes Programs, Provides Funding & Resources, Oversees Results

Simplification & Digitization PMO

Order To Cash Resources,

Deploys Req To Pay Rec To Report
Plans, Organizes, Controls, MBI Service Centers
Measures Results

Local Empowered Teams

Defines Opportunities, Executes Programs, Gets Results

3
Simplify and Digitize
Program Structure & Process

STREAMLine Core Team

Authorizes Programs, Provides Funding & Resources, Oversees Results

Simplification & Digitization PMO

Order To Cash Resources,

Deploys Req To Pay Rec To Report
Plans, Organizes, Controls, MBI Service Centers
Measures Results
S&D Defect Data Analysis Funding/Talent Results
Plans/Strategies Methodologies/Approac Performance Measurement
Operating Models h Stds Control Plans
Projects
Local Leadership “On Engagement Empowered Local
Boarding” Workshop To Define Team Structure With Projects
Projects
Process To Build Detailed Opportunities PMO Support To
Sponsorship and & Project Concepts Launch & Manage Projects Projects
Assess Readiness S&D Projects
Projects
Unit Plans/Strategies Transactional Profiles Talent Local
Transactional Pain Points Leadershi Execution
Problems/Opps p Local Results

Local Company Units

Businesses, Functions, Regions, Legal Entities Individually or Combined
4
‹#›

Key Success Factors…

1. Corporate Program – top down approach versus current bottom up approach.

2. A shift from SBU by SBU implementation to Country/Legal Entity implementation

with all DuPont businesses.

3. To jump start the delivery standard proven solutions and templates will be used.

4. Project funding for Cost and Capital will be provided at the corporate level with
allocation following corporate finance direction

5. Strict scope management with the intent of strict reuse of current solutions and
templates

6. Project Delivery Cycle Time reduced by > 50% enabled by regional implementation
teams using improved global processes

7. Program does not impact current in flight projects

Enables business value Now with Speed! , while reducing transactional cost, in a way that lays the
10/23/201
foundation for growth with disciplined transaction processes, using the right solutions
8
 AP S&D Program – Summary (EXAMPLE)

➢ We aren’t building anything new, using what we have better – starting

with process simplification
➢ Both India and China have common projects which will be pursued
together
➢ Both have Core Projects that require Global support
➢ Both have country specific quick hits with significant business benefit
➢ Business benefit is documented and business support is visible
➢ We are using the standard Global S&D process
➢ Need support from global to complete core and dependent projects in
aligned timeline

10/23/2018 5
 AP S&D - OTC Process and Program Benefits (EXAMPLE)
1 Diagnostic Assessment 2 Prioritized Projects 3 Implementation Roadmap 4 Benchmarks & Metrics
Report Card
Industry
Benchmarking
1. Organization High Hackett, SCOR, APQC
OTC
2. Customer Service
3. Order Management Don’t Bother Build for Future Dashboard
4. Supply chain and logistics Level
5. Warehouse Management of
6. Billing Effort
Secondary
7. Credit / Quick Hits
8. Cash Applications Selective
9. Collections Low Priorities
Low High Clear measure of Performance
Business Value
10. Deductions against Benchmarks
11. Exports Implementation Plan, Resources,
Technology Assessment Expected benefits, risks, and feasibility
Timing & Benefits

India China
► Revenue Growth ~$xx MM ~ $xx MM
► Cost Improvement $ x.x MM $ x.x MM
► Working Capital Reduction $ x.x MM $ x.x MM

10/23/2018 6
 Process Methodology – DuPont India OTC Diagnostics

Pre-Visit Customer Service Data Call and Questionnaire

• With Customer Service manager and other DuPont team members

Management Interviews
• Interviews regarding customer service practices and supporting processes
• Review pre-visit data call and questionnaire results

“Brown Paper” Current State Processing Mapping Workshops

• Confirm / review processes and activities vs. baseline

“Day in the Life” sessions

• Observe CSR processes

Debrief, assimilate results and build work products

• Complete scorecard and identify key findings
• Validate all work products with DuPont Project Management Team and Sponsors

Finalize all Work Products and Regional Report to Executive Sponsors

7
 Timeline & Approach

We completed our Management review last week

 Project Work Products – DuPont India OTC Diagnostics

9
 With strong support across SBU’s and functions, we
►
haveOverall
made significant progress…
38 workshops
► 70+ interviews and meetings
► Involving 100+ people from CS, Sales, Logistics, IS, Finance and DIBM
covering all SBU’s
► 11 KPIs have been populated for test run

Current State Process Maps Matrix of Issues/Requirements

R

► 243 issues/ requirements, which

► is summarized into 13 themes, and

► they are influencing 3 domains:

● Organization,

● Process,

● System/data
 Industry KPI benchmarks vs. India results also indicate major opportunities in
the OTC transactional process
Asia
Benchmark Asia
India - Cost per Invoice DuPont India
Median Benchmark1,2

DSO 55 47 67
Cost per Invoice (Touched)1 Not Measured $8 – 13 ~$14*
Cost per Invoice – ‘Touchless’ Transaction1 Not Measured $1.36 --
Invoice Accuracy2 97% 98 % 98%
OFLT (Days) 2 12 3 2.12**
Order Management FTE’s / $ Billion Rev2 54.59 Industry 26.95 DuPont 612 India
DuPont
KPIs
Leading 2010 2011

% Orders Received Digitally >50% 11% 7%

% Manual Interventions 10% 95% 100%

Order to Cash, Requisition to Pay transactions

Note:
1. Data source: APQC
2. Top Quartile Results – if India was a $ 1 Billion company, this number would equate to 82
3. All Costs in US $
* Numbers include FTEs entering Indent Orders.
** OFLT – E2E time not factored in. This is only indicative of time the order is entered till it is dispatched from the warehouse.

Can we 2X revenue by process improvement without cost increase?

 Process Map Analysis

Manual Output Hand-Offs

Process Maps Total Steps Manual Steps
(Documents) (Red Arrows)

Customer Returns and Early Payment Discounts 66 45 8 29

Exports From Customs Bonded Warehouse and Letter of

60 44 10 31
Credit

High Sea Sales 82 41 7 25

Indent Sales 68 40 11 18

Local Sales from Custom Bond Warehouse 81 43 7 25

Local Sales Order 88 59 5 34

Payments Process 31 24 5 10

Post Dated Cheques and Dishonored Cheque Processing 26 14 3 9

Vendor Payments (Freight & Warehouse), C Form

89 79 18 31
Collections and Special Additional Duty (SAD)

It is Opportunity all the way…….

12
 Current OTC Process – Improvement Opportunities

Master
Opportunity Order Mgmt/ Billing / Accounts Credit and Mgmt &
to Order Distribution Invoicing Receivable Collections Business
Insight
Opportunity to Order Order to Invoice Invoice to
(O2O) (O2I) Cash (I2C)

• Lead • Order Tracking • Invoice • Cash • Credit control / • Master data

Generation • Shipment generation and application release (customer,
• Negotiating dispatch (esp. • Revenue • Payment follow- product, price /
• Service
VAT) accounting and up TP) maintenance
• Price Quotation Management
• Freight and Tax accruals • Dunning Letters • Account
• Contract / • Warehouse
management • Debit/Credit reconciliation
Agreement Management • Disputes and
• Invoice notes Deductions • Customer Credit
• eOrdering • Regulatory
Adjustments • Returns and management Line updates
• Call Center Clearances
• Sales chargeback • Banking • Sales trend
Order
management • Deductions and channels analysis
• Delivery
Warranties • Bad debts • Revenue / sales
Promise
• Discounts and provisioning and forecasts
allowances write-offs • Cash
management • Fraud Monitoring Management
• Rebate accrual • Period
and settlement Reporting/
Ad-hoc analysis

Process harmonization Vs Cylinders of excellence

13
S&D India Pacesetter Themes From Diagnostic Results
No. Potential Pacesetters Descriptions
Linking Customs and CHA Partners for improved
1 Lead Time Reduction In Imports & Exports
clearance
RACI, Access, Minor SAP Enhancements, Workflow
2 Transactional Streamlining & Simplification collaboration in Logistics , Credit and Warehouse,
Access
Touch-less Transactions(e-Business, order status
3 tracking and Customer self-service, SFDC) and Work
Collaboratory Tools (Data, Workflow)
Management through Collaboration Platform over entire
OTC cycle
4
Rationalizing Multiple Pricing databases and integrate
Seamless Integration With Pricing
them with SAP
5
Simple logistics warehouse and delivery management
Electronic Document Management
and cost visibility, forwarding cost
6
Standardize and Automate Warehouse Management
Supply Chain & Warehouse Optimisation
Process using Scanners
7 Collection Integration & Banking Channel Receivables and Collections Management with Banking
Automation Interfaces and Dunning

8 Optimise Franchisee Model and Secondary Sales

Distributor Management System
visibility at Distributor End
 The Selected Projects covers Short and Long-term Needs
Sys./ Tactical (2011 ~ 2013) S&D Strategic
Process Org.
Data
1. Lead Time Reduction in • Lead time reduction and visibility of
√ √ √ Imports & Exports
ICES Integration CHA Integration
import / export clearances

Invoice Format Workflow

RACI-Role Mapping
Simplification Collaboration
2. Transactional (Logistics/Freight • Transactional Streamline and
√ √ √ Streamlining & CIN Integration ERP Enhancements /Credit /GRC) Simplification
Simplification
GRC-Statutory
Access Reports Automation Authority Integration

DuPont Direct Customer Portal Sales Collaboration

3. Collaboratory • Touch-less transactions with
Integrating Key Campaign Shared Service
√ √ √ Tools (Data, Customers and Distributors
Customers Management Management Tool
Workflow)
Complaint
Order Automation
Management

4. Seamless Integration with Integrate Pricing 5. Electronic Electronic Doc • Seamless Integration of Pricing
√ √ Document processes
Pricing Databases Management
Management
• Traceability in supply chain and
6. Supply Chain & Warehouse Automated Picking
√ √ √ Third Party WMS Collaboration
improved warehouse management
Warehouse Optimization and Barcodes
Workflow processes

7. Collection Integration & • Collection Integration with Banking

Drop Box / Lock RCM-Banking
√ √ √ Banking Channel RCM-Dunning Channels
Box Channel Automation
Automation
8. Distributor Management
√ √ Distributor Management System
System
Quick Hits Core/Dependent Process Simplification Independent
 We have estimated the cost and benefit by project
Estimated External Cost
Estimated Benefit
($'000)
Project Name Estimated
Total
Total 2011 2012 2013 Benefit Category Payback
($’000)
(Year)
Lead Time Reduction in Imports &
250 250 2,913 Cost, WC <1
Exports
Transactional streamlining &
1,050 50 800 200 1,619 Cost, WC <1
simplification
Collaboratory Tools (Customer Portal,
Service Center Automation, Order 1,500 50 1200 250 7,196 Revenue, Cost, WC <1
Automation, Workflow)
Seamless Integration with Pricing 350 250 100 748 Revenue, Cost <1
Electronic Document Management 125 50 75 634 Cost, WC <1
Supply Chain & Warehouse
400 50 350 259 Cost, WC <2
Optimisation
Collection Integration & Banking <1
250 50 200 3,098 Cost, WC
Channel Automation
Distributor Management System 350 300 50 3,178 Revenue, Cost <1
Note: WC = Working CapitalTotal 4,275 250 3,425 600 19,645
5 X ROI in 1-2 years
 Collaboratory Tools
Problems Observed: Solution:
► In most of BU’s, Customers have no available ► To provide a collaboratory
self-service medium for checking status of environment that caters to following :
► Self Service Order Entry
common issues such as ► Web Payment
► Account statement ► Complaint Management
► Order Status ► Account Statement: Past Dues
► Available Product Mix ► Order and Shipment Tracking
► Container Tracking: ETA ETD alerts
► Contract terms
► Missing Order Lines
► Pending C-Forms, etc.
► Agreements/ Terms Status/
► Approximately 20% Customer and Sales effort is spent Scanned copies
in servicing information to Customer. ► Invoice Copy , MSDS Printing
► No Medium to put in Self-service orders ► Forecast Entry
► Accrued Rebates , discounts,etc.
► Pending C-Forms

Benefits:
► Total project Benefit of $ 1.6Million ( Revenue/WC/Cost) Y-o-Y on current load factor
► Improved Customer Self-Service and Experience
► 3% reduction in Sales Executive and Customer service effort
► 5 day reduction in cash collection cycle on Web Payments
 Supply Chain & Warehouse Optimization
Problems Observed: Solution:
► Multiple small/medium third party warehouse ► Enabling touch-less picking, packing
providers exist. Zero access to make inward and delivery processing using scanners
movements which are performed with a lag of 3 to and barcode.
7 days in the system.
► Interfacing Third Party WMS with
► Providers have their own SMB software for keeping
DuPont SAP to eliminate duplicate stock
the stock figure which is not in sync with SAP. Hence
batch determination for certain business units is not entry by Business Supply Chain.
accurate and has to be keyed in manually. ► Retiring Lotus Notes Database (LNDB)
► There are multiple data entry points such as picking, based processes in favor of Integrated
packing and dispatch at warehouse. 100% of these Workflows between Warehouse and
data points are manual and technology usage is OTC processes.
minimal creating a turnaround of 1 day for delivery.

Benefits:
► Total Cost Savings of $ 260 MY-o-Y on current load factor
► Immediate visibility to accurate inventory figures across organization.
► 50% reduction in clerical operator work at warehouse
► 20% reduction in Supply Chain Executive Workload
► 10% reduction in CSR workload
 Lead Time Reduction in Imports & Exports
- Improving CHA and Regulatory Collaboration
Problems Observed: Solution:
► Utilise SAP to generate Customs
1. DuPont goods spend a lot of time in both source Delaration electronically
and India Ports. Overall clearance time vary from 7 to ► Customs has ICES system which
21 days. This comprises of has accurate status and automated
► Multiple handoffs between BDP, CHA and data upload facility. Connect IT to
DuPont for document processing DuPont Sub-systems
► Testing ► Connect CHA subs-systems for
► MRP Labelling faster and accurate hand-offs
► Manual preparation of documents for electronic
upload on customs ICES system
which affects Benefits:
► Import/Export compliance ► Benefit ~$2.9 Million/year (labor &
► BDP and CHA Productivity cost & Working Capital)
► Logistics productivity ► 3-5 days saving in Imports/ Exports
► Order to Cash cycle time Lead times
and eventually customer value ► CHA , BDP and Logistics productivity
► I/E compliance
2. There is no visibility of exact status of shipment ► Customer value
clearance to DuPont in entire process ● Shipment status visibility
► 20% reduction in document
processing workload
 Collections Integration with Banking Channel
Problems Observed: Solution:
► 60% of DuPont payments are through manual ► Simplify , automate and standardize
Bank Instruments, which have a lead time of 6 Cash Applications process by building
days before they reach DSCI. system interfaces to Bank systems.
► The current cash application is manual and takes up 7% ► Introduce Centralized Lock Box
-25% of effective CSR ,Sales and Finance representative collections of payment instruments to
time . reduce delay in payment realization cycle
► Identification of A/R items for matching Bank time.
Instruments is performed manually and hence are not ► Reduce manual effort in collections
accurate . Enforcement of payment terms and discounts process by
is manual and administered using manual credit note, ➢ Integrated Workflow monitored
making it difficult to evaluate their effectiveness and collections process and Automated
impact. Dunning
► Manual Dunning resulting in fragmented collection ➢ Automated generation of collections File
efforts.

Benefits:
► Potential benefits $3 Million Y-o-Y
► DSO Improvement & major Working Capital reduction benefits
► 7 days reduction in DSO and Cash in Bank Cycle time resulting in Minimum Working Capital
Reduction of $2.1 million at current revenue.
► 10% -20% reduction in current collection effort by sales team
► 50% Reduction in administrative efforts on collections for Finance , Sales and CSRs
BOTTOM LINE
Update on OTC Diagnostic – India
……….it takes
•7-21 days to custom clear our goods

•Minimum 2 hours to cut an invoice

•> 50% manual effort to complete any

transaction

It’s a huge opportunity and…

5 X ROI in 1-2 years

(4.5 MM 20 MM )

We have the Business Support and commitment

And

We have a track record of delivering along with the business

 ‹#›

S&D China Leadership workshop in June this year has

identified areas for improvement
No. Potential Pacesetters Descriptions
Pricing Approve Process, integrated with SAP,
1 Pricing Approval Process
compliance/SOX risk, dutiable price calculation
Import/Export compliance – Transfer Price TP Review and Approval Process, tracking of custom
2
Calculation & Approval Process status
Credit Release Process, Advanced Payment
3 Integrated processes and systems for order to
Management, Rebate Management and Payment
cash
verification process

4 Streamline and standardized RTP Process Purchase Contract Mgmt process, integration with
(Out of Scope of OTC project) vendor master, x-Entry, Vendor Payment
Simple logistics warehouse and delivery management
5 Logistics cost tracking and management
and cost visibility, forwarding cost
Single Master Data:
6 Master Data integrated with global program
Customer Master Data Management, Master
e-Business, order status tracking and Customer self-
7 Touch-less transaction with customers &
service, differentiated channel to serve by customer
distributors
segmentation
10/23/201
8
 ‹#›

Industry KPI’s benchmark also indicate major

opportunities in the OTC transactional process
Asia
China - Cost per Invoice DuPont China
Benchmark
Cost per Invoice (Touched) $8 – 131 ~$32
Cost per Invoice – ‘Touchless’ Transaction $1.36 --

DuPont
Industry DuPont
KPIs China
Leading 2010
2011
% Orders Received Digitally >50% 11% 2%2
% Manual Interventions 10% 95% >95%
Order to Cash, Requisition to Pay transactions
Note:
1. Data source: APQC
2. Jan – Aug 2011 by count

Can we 2X revenue by process improvement without cost increase?

10/23/201
8
 ‹#›

With strong support across SBU’s and functions, we

►
wereOverall
able10toworkshops
tackle pains with a long history
► 30+ interviews and meetings
► Involving 100+ people from CS, Sales, Logistics, IS, Finance and DIBM
covering 8 SBU’s
► 11 KPIs have been populated for test run

Current State Process Maps Matrix of Issues/Requirements

► 100 issues/ requirements, which

► is summarized into 9 themes, and

► they are influencing 3 domains:

organization, process, and system/
data

10/23/201
8
 ‹#›

The diagnostic reveals major opportunities for

improvement across the OTC value chain
Customer Value
Master Mgmt &
Cycle Time Opportunity to Order Mgmt/ Billing / Accounts Credit and
Business
Order Distribution Invoicing Receivable Collections
Compliance Insight
Cost / Efficiency
Opportunity to Order Order to Invoice Invoice to Cash Master Data

Project
1. Master Data & O2C Lack of inventory visibility and poor ATP accuracy Delay in some payment Local language unavailable
Transactional Efficiency posting and order release for customer/material master
Improvement
2. China VAT Manual VAT invoicing process
Automation taking 2-4 days
Transactional documents
3. Electronic Document
mgmt. process manual and
Management
potential compliance issues
4. Logistics Logistics day-to-day operation Freight service cost verification
Optimization & RACI unclear; I/E compliance not easily performed; freight
Integration issues cost allocation complex
5. Customer Service Different SBUs’ processes and applications/systems causing barrier for higher
Delivery Excellence efficiency for cross-SBU support; 9-12 months to fully train a CSR; high turnover rate
(22%, mostly internal transfer)
Quotation / contract / Lack of order status visibility; No accurate / timely sales price
6. Sales Collaboratory pricing approval contract information on paper forecast data to calculate TP -
(Data, Workflow) process manual or only potential compliance issues
semi-manual
Orders submitted via email/fax
and manually entered into
7. E-Order Taking
SAP by CSR; multiple hand-
10/23/201 off’s – Customer/ Sales/ CS
8
 ‹#›

Overall 7 OTC tactical projects for 2011 and 2012

Sys./ Tactical (2011 ~ 2012) S&D Strategic
Process Org.
Data
1. Master Data & Master Data Localization
Master Data – Global Initiatives
O2C Transactional (Local Language of Customer/Material; Shipping Master)
• Master Data Management Improvement
√ √ Efficiency O2C Transactional Efficiency Improvement
Improvement (Forms: OA, D/N; ATP; Auto Payment & Clearing)

2. China VAT 3. Electronic Document

√ √ Automation
VAT Automation
Management
Electronic Doc Mgmt

4. OTC Logistics OTC I/E Compliance Improvement Logistics Optimization & Integration
Logistics Day2Day
√ √ √ Optimization &
Integration Operation Domestics Transportation Digitization
• Logistics Vendor Network Optimization
• WH EDI/GTS/Forwarder Integration
Improvement

Customer Service Delivery Excellence

5. Customer Service CS Competency Development • Leveraged CS Model
Customer Fact Sheet
√ √ √ Delivery Excellence (Training & Knowledge Mgmt) • Complaint Management
• Customer Service Portal

Order/Contract Mgmt & TP Process Improvement & Sales Collaboratory

6. Sales
Integration Process Digitization • Integrated collaboration platform for sales
√ √ Collaboratory
(Data, Workflow) Pricing Approval Process Sales Report / Order Query for with mobility capability
(DPAS/SFDC) Sales

Web-based Order Submission

DuPont Customer / Distributor
Customer /
7. E-Order Taking Collaboratory
√ √ Distributor
Segmentation
Order Capture (Fax / Email) • Integrated collaboration platform for
customers & distributors
Customer EDI
10/23/201
8
Quick Hits Core/Dependent Process Simplification
 ‹#›

We have estimated the cost and benefit by project

Estimated External
Estimated Benefit
Cost ($'000)
Project Name Estimated
Total Benefit
Total 2011 2012 Payback
($’000) Category
(Year)
1. Master Data Localization & O2C
250 150 100 450 Cost, WC <1
Transactional Efficiency Improvement
3. Electronic Document Management 100 40 60 170 Cost <1
4. Logistics Optimization & Integration 350 30 320 1,150 Cost, WC <1
5. Customer Service Delivery Revenue,
300 10 290 9,060 <1
Excellence Cost, WC
Revenue,
6. Sales Collaboratory 350 10 340 27,380 <1
Cost, WC
Revenue,
7. E-Order Taking 400 10 390 8,730 <1
Cost, WC
S&D Total 1,750 250 1,500 46,940
2. China VAT Automation 130 100 30 590 WC, Cost <1

Quick Hits Grand Total

Note: WC = Working Capital 1,880 350 1,530 47,530

Let’s look at several projects at a high level

10/23/201
8
 ‹#›

“Making it Easier to do Business with DuPont”

Voice of Customer Voice of Business
► Fast Customer Operating ► Short cycle time
Satisfactio Cost
► Simple ► Robust process
n
► Reliable Revenu Productivit ► Data integrity
► Flexible e y ► Order visibility
► Tailored service

As-Is Highlights Transition Strategic Goal

► Customer centric focus

► Broken process ► Synergized Organization
► Segment and different
► Quotation, contract, order, pricing ► Process oriented approach ► Robust Process for Continuous
approval
► Cover End-to-End Process Improvement
► Unclear R&R ► System/ data enablement ► Customer/ Distributor
► Domestic transportation ► Integrate systems Collaboratory
► Customer segmentation not fully done ► Clean master data
► Leadership Commitment ► Leveraged Customer Service
► Long order cycle time Model
► Country, regional, global
► Inaccurate master data ► Clear Milestone ► Integrated Collaboration
► Local language ► Quick win+ Tactical +Strategic Platform for Sales and Customer
Service
► Customer and product data
► Transaction Visibility
► Lack of transaction visibility Change Management
10/23/201

► 8
Order status ► Touchless Order
 ‹#›

Customer Service Delivery Excellence

Current State Tactical Improvement Strategic Vision
Opportunity Cash Opportunity Cash Opportunity Cash

SBU 1 I/E & SBU 2 I/E &

SBU 2 Leveraged SBU 1 Leveraged
…… CSR …… CSR

Shared CSR

• Consolidated some common activities - • Establish Competency Development • Shared CS organization across
I/E and Leveraged CSR Model for higher CSR productivity SBUs with streamlined processes
and integrated systems
• Started to track productivity KPI’s • Improve Logistics day-to-day
operations (RACI, support structure, • Tiered support structure for all
tools and training) SBUs
Main barriers:
• Differentiate customer service • Service management system for
▼CS force can not be better leveraged
delivery based on customer service level measurement and
due to complicity of different SBUs’
segmentation continuous improvement
processes and applications/systems;
• Customer Fact Sheet (allowing
▼Intensive training needs and high
access to different SAP boxes)
turnover rate (mostly internal)
• Streamline Front-end processes,
▼ Unclear RACI with various functions
including Pricing/Order/Contract
and SBUs.
Approval etc.
A highly professional and integrated Customer Service competency that efficiently and consistently delivers
“best in class” services to support the acquisition, growth, and retention of DuPont’s customers in China and
Hong Kong.
10/23/201
8
 ‹#›

High-level Project Implementation Plan

Master Data Localization &

O2C Transactional Implementation
Efficiency Improvement 2011 Q4 2012 Q1 Q2 Q3 Q4 2013 Q1

China VAT Automation Pilot Rollout

Electronic Document
Management Implementation

Logistics Optimization &

Integration FEL Implementation

Customer Service Delivery

Excellence FEL Implementation

Sales Collaboratory FEL Implementation

E-Order Taking FEL Implementation

10/23/201
8
 Appendix - India

1. Process Maps – On the Wall

2. Project One-Pagers
 Collaboratory Tools - Customer Portal
Regional Sponsor: Balvinder S Kalsi, Carmen DeVito Benefit XCore Dependen Independent
Country Sponsor: Gaurav Kalia, Girish Vaidya
sDollar Based t
X• Total project Benefit of $ 1.6Million Y-o-Y on current
Productivity load factor
Problem Statement / Description • Productivity benefits are expected from reducing the
Labor Repurposing
• DuPont is lagging behind in the use of e-Business with less than 2% of X manual effort in the order process and eliminating errors.
our revenue done using eBiz transactions. In addition, hard benefits are expected from improving
Cycle Time Reduction X customer retention.
• 80% of orders are received by electronic mode such as fax or e-mail. • 3% reduction in Customer service effort
However due to different structure of each e-mail and fax , the orders Customer
Satisfaction
X• 3% reduction in sales executive effort
have to be keyed in manually. • 5 day reduction in cash collection cycle.
• Preferred mode of Payment is cheque which takes 5 to 6 days additional • Working Capital Reduction of $274K
cycle time in processing . However customers have no self-service
option available to check account status on the web and make direct
payment. Resource Requirements High X Med Low

Goal Staff & Skills: Costs:

s• Increase the % of transactions and revenue generated via eBusiness solutions over External Internal = XXX
the next 3 years PM,SAP Functional, SAP ABAP External = $500K
• Provide Customers an option to exercise self-service as credible option for day to Developer, Web Developer ,EDI Analyst Benefits: $ 1.6 M
day queries and transactions such as
• Agreements
Internal Payback < 6 Months
• MSDS
• Account Statement and Web Payment IT: PM,SAP Other Costs: Travel Costs
• Targeted Offers Business: Change Management, Sales
• Improve the CSR /Sales effectiveness by driving towards touchless Orders Exec,
Estimated FTEs:
Key Milestones / Implementation Durations
Duration: 8 months
• Front End Loading 2 Months Risk/Implementation Difficulty Hig
• Scoping & Design 1 Month
XMe Lo
h d w
• Development & Integration Test 3 Month Key Assumptions and Dependencies
• UAT & Training 1 Month
• Logistics and Shipment tracking is enabled for tracking real time shipment status
• Cut-over & after go-live support 1 Month
• Customer segments acceptance of new methods of managing the order process
 Collection Integration with Banking Channels
Regional Sponsor: Balvinder S Kalsi, Carmen DeVito Benefit Core Dependen
XIndependent
Country Sponsor: Gaurav Kalia, Girish Vaidya
sDollar Based t
X• Potential benefits $3 Million Y-o-Y
Problem Statement / Description Productivity
• DSO Improvement & major Working Capital
• 60% of DuPont payments are through manual Bank instruments, which have at Labor Repurposing reduction benefits
the least a lead time of 6 days before they reach DSCI. • 7 days reduction in DSO and Cash in Bank Cycle
• The current cash application is manual and takes up 7% -25% of effective CSR Cycle Time Reduction time resulting in Minimum Working Capital
,Sales and Finance reprehensive time .
X
Reduction of $2.1 million at current revenue.
• Identification of A/R items for matching Bank Instruments is performed Customer • 10% -20% reduction in current collection effort by
manually and hence are not accurate . Enforcement of payment terms and Satisfaction sales team
discounts is manual and administered using manual credit note, making it
difficult to evaluate their effectiveness and impact. • 50% Reduction in administrative efforts on
• There is an opportunity to save at least 1 day in past due by rolling out a system collections for Finance , Sales and CSR
monitored Dunning Process.
Goal Resource Requirements High X Med Low
s• To simplify , automate and standardize Cash Applications process by building cash
application interfaces to Bank systems. Staff & Skills: Costs:
• Reduce delay in realizing payments in bank accounts due to time lag in receiving External Internal = $ 100K
Banking Instrument at centralized facility by introducing local deposits using Drop
Box and lock Box Facilities at customer locations External = $150K
• Reduce manual effort in collections process by Benefits: $ 3,089 MX
• Integrated Workflow monitored collections process and Automated Internal
Dunning
• Automated generation of collections File
IT: Payback = < 1 Year
Business: Other Costs: $ 0
Key Milestones / Implementation Durations Estimated FTEs:
Duration: 6 - 7 months
• Scoping & Design 4 - 6 Weeks
• Development & Integration Test 2 - 3 months
• UAT & Training 1 month Risk/Implementation Difficulty Hig
XMe Lo
h d w
• Cut-over & after go-live support 4 – 6 Weeks
Key Assumptions and Dependencies
• Lock Box facility is provided by Banking Partner JP Morgan in India
• Banking partner’s readiness to provide Cash Application extracts in a format
replicable in Receivables and Collections Management Software Solutions

33
 Traceability in Supply Chain & Improved Warehouse Mgt.Process
Regional Sponsor: Balvinder S Kalsi, Carmen DeVito Benefit XCore Dependen Independent
Country Sponsor: Gaurav Kalia, Girish Vaidya
sDollar Based t
X• Total Cost Savings of $ 260 K Y-o-Y on current load
Productivity
Problem Statement / Description factor
• Multiple small/medium Third Party Warehouse providers exist . They have Zero Labor Repurposing • Immediate visibility to accurate inventory figures
access to make inward movements which are performed with a lag of 3 to 7 days across organization.
in the system. Providers have their own SMB software for keeping the stock Cycle Time Reduction
figure which is not in sync with SAP. Hence Batch determination for Certain X• 50% reduction in clerical operator work at
warehouse
Business Units is not accurate and has to be keyed in Manually. Customer
• There are multiple data entry points such as picking , packing and dispatch at Satisfaction
X• 20% reduction in Supply Chain Executive Workload
warehouse . 100% of these data points are manual and technology usage is • 10% reduction in CSR workload
minimal .creating a turnaround of 1 day for delivery

Goal Resource Requirements High X Med Low

s• To Improve delivery turnaround time (critical to service increasing business Staff & Skills: Costs:
volumes) and effort at Third party warehouses by
• Enabling touch-less picking , packing and delivery processing using
External Internal = $
scanners and barcode PM,SAP SD/WM,SAP ABAP Developer, External = $400 M
• Retiring LNDB based processes in favor of Integrated Workflows between Warehouse Solution specialist, DuPont
Direct, EDI Experts Benefits:
Warehouse and OTC processes
• Improve Inventory visibility and real-time accuracy at Third party warehouses to 15 man-months $260 K Cost Savings
all stakeholders by Internal 20% Reduction in Mgmt.
• Implementing Std. low cost hosted WMS for all Warehouses 10% reduction in CSR effort
IT:PM,SAP SD/WM, Order Capture
• Interfacing Third Party WMS with DuPont SAP to eliminate duplicate solution specialist, DuPont Direct, EDI Payback = < 2 Year
stock entry by Business Supply Chain Experts
Other Costs: Potential
Business: Change Management, CSR, integration costs for additional
Key Milestones / Implementation Durations Finance, HR infrastructure functionality
Estimated FTEs: 3 FT / 10 PT
Duration: XXX months
• Scoping & Design XXX month Risk/Implementation Difficulty Hig
• Development & Integration Test XXX month
XMe Lo
h d w
• UAT & Training XXX month Key Assumptions and Dependencies
• Cut-over & after go-live support XXX month
• Warehouse providers are willing to accept DuPont provided WMS
• Associated technologies such as scanners are identified globally
 Seamless Integration with Pricing
Regional Sponsor: Balvinder S Kalsi, Carmen DeVito Benefit XCore Dependen Independent
Country Sponsor: Gaurav Kalia, Girish Vaidya
sDollar Based t
X• First Pass Yield Improvement
Problem Statement / Description Productivity
• Increased Customer Satisfaction
Labor Repurposing
• Pricing for orders in DuPont is predominantly manual .Masters related to Prices X• 1 Day Order Cycle Time reduction resulting in
, discounts and Price lists are maintained in multiple Lotus Notes Databases Working Capital savings of $82K
Cycle Time Reduction
which are not in sync with SAP Pricing. CSRs spend almost 12% of their time in X• Potential benefits $750K Y-o-Y
validating and re-entering prices . 100% of the orders require manual pricing • 10% Reduction in CSR effort required to service
Customer
intervention and validation creating a bottleneck for touch less Transactions. customers
Satisfaction
• Some Business have complex rebates and Price Discovery takes a longer time • Potential Revenue increase of $500 K
because of lack of analytics tool and price history for Price Discovery.

Resource Requirements High X Med Low

Goal
s• To strive towards touch-less orders by eliminating manual pricing touch-points Staff & Skills: Costs:
based on External Internal = $200 K
Goal
• Auto-determination of pricing conditions in Transactional Platform
s• External = $ 150K
Elimination of multiple Price Reference points
Benefits: $ 748K
• Improved accuracy of tax and Duty determination
• To strive towards smoother and faster Price Discovery based on advanced Price
Internal
Analytics tool that IT: Payback = < 1 Year
• Capture and predict value at transactional level based on historical Business: Other Costs: $ 0
analysis
Estimated FTEs:
• Monitor the effectiveness of pricing decisions
Key Milestones / Implementation Durations
Duration: TBD months
• Scoping & Design TBD month
• Development & Integration Test TBD month
Risk/Implementation Difficulty XHig Me Lo
• UAT & Training TBD month h d w
• Cut-over & after go-live support TBD month Key Assumptions and Dependencies
• Readiness of Global master data teams and Business to move to more Integrated
Pricing processes
• Global Pricing Schemas would need to be consolidated
 Lead Time Reduction & Visibility of Import, Export Clearances
Regional Sponsor: Balvinder S Kalsi, Carmen DeVito Benefit Core Dependen
XIndependent
Country Sponsor: Gaurav Kalia, Girish Vaidya
sDollar Based t
X• Total Cost Savings of $ 2.9 Million Y-o-Y on
Problem Statement / Description Productivity current load factor
• For Import & Export it takes 7 to 10 days on average to clear goods Where goods Labor Repurposing
X• Improved processing at Indian ports for both
imports and exports
are required to be tested ,it takes as long as 21 days to clear the goods In-Ordinate
Cycle Time Reduction
delays in Clearances elongates overall cycle-time by at least 3 days. X• Online access to Customs Test Results
• The delay has two components. • 3-6 day reduction in clearance time at Indian ports.
Customer
• Delay at end of Customs and CHA in terms of duty processing. Satisfaction
X• 20% reduction in document processing workload
• Delay in getting documents from Source DuPont entities . In 20% to 30%
cases ,DuPont receives Documents late. Leading to additional demurrage
and detention charges.

Resource Requirements High X Med Low

Goal
s Staff & Skills: Costs:
Goal
• To Reduce export and import clearance time by Estimated FTEs: 7-8 Resources Internal = XXX
s• Connecting Customs ICES and CHA Subsystems to DuPont SAP for Duration: 5 Months. External = 250K
timely visibility and processing.. Skills: Benefits: $2.9 Million
• Rollout GTS for Customs Declarations Processing Internal Representative; IT Coordinator,
Business Resources', CSRs
Payback = <6 months
External Resources – Functional
Consultant, Technical Other Costs: Travel
Consultant(EDI/ABAP), Client Technical
Key Milestones / Implementation Durations Resource,.
Duration: XXX months
• Pre-Assessment with Regulatory Authorities 2 Weeks
• Requmt mapping & reconfirmation with Business 2 Weeks
• Development & BIT (Business Integration Testing) 6-8 Weeks Risk/Implementation Difficulty XHig Me Lo
h d w
• User Acceptance Testing 2 Weeks
Key Assumptions and Dependencies
• Clearance with Regulatory Authorities 3 Weeks
• Go Live! & Support 4 Weeks • Approvals from relevant Statutory authorities
• Customs Provided ICES connectors are appropriate for usage
 Transactional Streamlining & Simplification
Regional Sponsor: Balvinder S Kalsi, Carmen DeVito Benefit XCore Dependen Independent
Country Sponsor: Gaurav Kalia, Girish Vaidya
sDollar Based t
X• Total project Benefit of $ 1.6Million Y-o-Y on
Productivity
Problem Statement / Description current load factor
• Current SAP Functionality is not fully leveraged in India. Labor Repurposing
X• Productivity benefits are expected from reducing the
manual effort in reconciliation
• Business and CSRs spend a lot of time in compiling reports .
• ICT controls are not linked to SAP and have to be performed manually
Cycle Time Reduction X• Effective collection of C Forms

• SAP Access is not available to Sales, Logistics , WM, teams Customer

Satisfaction
X
• Roles and Responsibilities are not standardised acroas business Units
leading to duplication of work
• CIN Bolton is not tightly integrated with SAP leading to errors in
taxation and multiple hand-offs between multiple resources.
• Invoice Format is cluttered and complicated
Resource Requirements High X Med Low

Goal Staff & Skills: Costs:

s• Optimize Productivity by streamlining current Business Process functions and External Internal = XXX
improving current technology mix PM,SAP Functional, SAP ABAP External = $1.05Million
• This requires: Developer, Web Developer ,EDI Analyst Benefits: $ 1.6 M
• ERP Enhancements
• CIN Integration
• GRC
Internal Payback < 1 Year
• Workflow Collaboration ( Credit/ Logistics) IT: PM,SAP Other Costs: Travel Costs
• Access Business: Change Management, Sales
• Invoice Simplification Exec,
• Report Automation Estimated FTEs:
Key Milestones / Implementation Durations
Duration: 8 months
• Front End Loading 2 Months Risk/Implementation Difficulty
• Scoping & Design 1 month
Hig
h
Me
d
XLo
w
• Development & Integration Test 3 month Key Assumptions and Dependencies
• UAT & Training 1 month
• ERP enhancements are small workpieces
• Cut-over & after go-live support 1 month
• Business Process simplification is required with Workflow
 Electronic Document Management

Regional Sponsor: Balvinder S Kalsi, Carmen DeVito Benefit x Core Dependen Independent
Country Sponsor: Gaurav Kalia, Girish Vaidya
s
Dollar Based
t
x• Eliminate archive storage fees
Problem Statement / Description Productivity • Eliminate CSR files, folders and paper
Labor Repurposing • Faster retrieval of needed documents
• Currently CSRs have to create a paper folder for each order for managing x• Electronic transfer of documents to customers, other
complete documentation for an order. With an increased printing cost, this also
takes substantial time of CSRs in filing the paperwork. Cycle Time Reduction DuPont organizations whenever required.
x• Meets all SOX and auditing compliance requirements
• Multiple invoices copies are being printed, Import & export documentation &
Customer • Reduces cost of retention
SAD copies are being retained for years for regulatory requirement which results x•
in piles of paperwork being stored resulting in increased Storage space & cost. Satisfaction Improves CSR productivity by eliminating the need to
work with forms and other paper based media

Resource Requirements High X Med Low

Goal
s• Create electronic folders for each order & storing the documentation in electronic Staff & Skills: Costs: $ 125k
format. External Internal = $
Goal
•s Electronic archival of all documents (Scanning & Tagging) as a part of regulatory PM,SAP SD/WM, SAP NW, SAP ABAP External = $125 k
requirement – reducing space cost & also saving CSR time in sorting & filing Developer Benefits: CSR Productivity
paperwork. Improvements; Facilities Costs
• Electronic copies of agreements stored – accessible to all. Internal Storage Costs, Retrieval Speed
• Promote acceptability of electronic invoices to reduce multiple printing of IT:PM,SAP SD/WM,CSCOE
invoices, also impacting invoice receipt cycle time for the customer. Business: Change Management, CS, RIM Payback = < 1 Year
Estimated FTEs: 6 PT Other Costs: Storage costs for
electronic archival purposes
Key Milestones / Implementation Durations
Duration: 6 months
• Scoping & Design 2 month Risk/Implementation Difficulty Hig
• Development & Integration Test 3 month
x Me Lo
h d w
• UAT & Training 1 month Key Assumptions and Dependencies
• Cut-over & after go-live support 1 month
IT Infrastructure – Network readiness to take additional load due to electronic invoicing &
electronic document storage.
 Distributor Management System

Regional Sponsor: Balvinder S Kalsi, Carmen DeVito Benefit x Core Dependen Independent
Country Sponsor: Gaurav Kalia, Girish Vaidya
sDollar Based t
x• Potential benefits $3.1 Million
Problem Statement / Description Productivity
• Improved Contract Ops, Imports, Restock functionality
Labor Repurposing for distributors
• In the current state, Distribution Management is done manually. There is manual x
intervention at multiple levels by various stakeholders. • Price accuracy by linking CSA Subsystems to DuPont
Cycle Time Reduction
system.
• CSRs spend substantial amount of their time in gathering information, connecting
with Warehouse, Supply Chain etc. for various things. • Accuracy in order entry by linking CSA Subsystems to
Customer
Satisfaction
x DuPont system.

Resource Requirements High X Med Low

Goal
s• Implement Standard Distribution Management tool for CSA’s, Distributors & other Staff & Skills: Costs: $350 k
Channel Partners for : Estimated FTEs: 7-8 Resources Internal =
Goal
•s Linking CSA Systems to DuPont systems for accurate Pricing. Duration: 5 Months. External = $350 k
• Linking CSA Systems to DuPont for actual Order Entry.
Skills: Benefits: $ 3.1 MM
Internal Representative; IT Coordinator,
• Enable retail based systems that manages Contract Ops., Imports, Re Stock Business Resources', CSRs, Distributor
functionality for Distributors. Payback = <6 Months
Specialist.
• Increased system usage & reduce manual intervention by Integrated Distribution External Resources – Functional Other Costs: Infrastructure Cost,
Management System with SAP . Consultant, Technical Soft License, Travel.
Consultant(EDI/ABAP), Client Technical
Resource.
Key Milestones / Implementation Durations
Duration: 5 months
• Pre-Assessment with Regulatory Authorities 2 Weeks Risk/Implementation Difficulty Hig
• Requmt mapping & reconfirmation with Business 2 Weeks
x Me Lo
h d w
• Development & BIT (Business Integration Testing) 6-8 Weeks Key Assumptions and Dependencies
• User Acceptance Testing 2 Weeks
• Scalable Distribution management tool which can be easily integrated with DuPont
• Clearance with Regulatory Authorities 3 Weeks SAP.
• Go Live! & Support 4 Weeks • Training to all users using the tool.
 ‹#›

Logistics Optimization & Integration - Process, organization

and system all need to work together
Problems Observed: Solution:
1. Ownership of end-to-end daily logistics operations ► Logistics day-to-day operations
management is not clear and process is not well improvement
defined in many aspects: ► I/E compliance improvement
► Domestic Transportation Planning ► Domestic transportation digitization
► Status Tracking & Update
► Service Verification (e.g. distance)
► TP
which affects
Benefits:
► Import/Export compliance
► Benefit ~$1MM/year (labor & cost)
► CS and Logistics productivity ► CS and Logistics productivity
► Order cycle time ► I/E compliance
and eventually customer value ► Customer value
2. Escalation and support structure is unclear ● Customer service level
3. Lack of tools and training ● Inventory data accuracy
● Shipment status visibility
► Vendor performance management
► Cost tracking/allocation
10/23/201
8
 ‹#›

Customer Service Delivery Excellence

Problems Observed: Solution:
► CS force can not be better leveraged due to ► To develop a CS Competence Model
and based on it a Knowledge Base &
complicity of different SBUs’ processes and
e-Learning platform to maximize the
applications/systems(SAP boxes /LN databases); productivity
► To build a single screen for CS team
► It takes 9-12 month for an CSR to be fully
to be able to have easy access of
capable; complete information about customers
for better and faster respond to
► Last year annual CSR turnover rate is over 20%,
customer queries;
including 18% internal transfer;

Benefits:
► Improve CSR productivity thereby releasing CSR capacity to conduct ‘Front Office’ work
instead of tedious ‘Back Office’ manual tasks.
► Significantly reduce cycle time to complete an order – a ‘Once & Done’ service model
► Reduce the ‘Cost per Order’ by eliminating redundant and duplicate actions, chasing of
DuPont staff for simple and quick answers.
► Enable the CSR teams to service orders across BU boundaries

10/23/201
8
 ‹#›

Sales Collaboratory (Data & Workflow)

Problems Observed: Solution:
► Lack of visibility of order status and inventory ► Streamline the Quotation / Contract /
availability for the Sales team, and fully rely on Order Approval process and I/F with SAP
CSR; to improve the transactional efficiency;
► Manually or semi-automatically Quotation / (P&IP, BI, DTT, DPT …)
Contract / Order Approval and multiple data entry ► Streamline the pricing approval process
into different database/systems; to enhance the internal control (DPC,
► Contract information is managed on paper DPP, E&C, DPT …);
rather than in SAP; ► Establish Sales Price Forecast
► Pricing approval is on different platforms among Collection Process and TP simulation,
different SBUs , most of them don’t have interface management process and IF with SAP;
with SAP; ► Easy access to the report, order and
► No accurate Sales price forecast data provided inventory information;
from Sales & Marketing Team to calculate TP, ► Enable future mobile capability
regulatory with compliance
Benefits:
► Improve Sales efficiency /workflow; therefore increasing revenue;
► Address in-field customer value by Sales;
► Improve Sales efficiency through customer segment of profitability and overall value to DuPont;
► The ability to combine SFDC, SAP, DD and other data sources in a single view for Sales;
► The ability to take orders in the field and address complaints, quality and other customer-related
10/23/201
8
requests
 ‹#›

Process Map – O2O & O2I

10/23/201
8
 ‹#›

Process Map – I2C

10/23/201
8
 ‹#›

Process Map – Pricing Approval (1/2)

10/23/201
8
 ‹#›

Process Map – Pricing Approval (2/2)

10/23/201
8
 ‹#›

Process Map – Customer Approval

10/23/201
8
Master Data & Order Transactional Efficiency Improvement
Regional Sponsor: Carmen DeVito
Country Sponsor: Tony Su Benefit Core Dependen
X Independent

Problem Statement / Description sDollar Based t

X• Single version of the truth
• Currently local language data is maintained in various databases Productivity
• Single source of data entry
outside of SAP, in order to meet the local business requirements. Labor Repurposing
X• Very high benefit in eliminating redundant data
Documents, like OA, DN and Performa Invoice in local language Cycle Time Reduction entry
have to be prepared manually/semi-manually; 1. Monitor/Control
X• Quality of reporting
• Shipping/ Transportation related data is not maintained in SAP, the 2. At Parity with • Data Accuracy
transportation cost(freight) calculation is mainly relied on Vendors’ External Measures • Data Integrity
•
3. 90% Touchless Orders Confidence of data content to execute to a
input. No data available to measure their performance also;
Customer ‘Once & Done’ service model
• Different SBUs are using different LN DBs to handling changes of
Satisfaction
SBU specific master data information and most of those LN DBs Complianc
X
e High Med Low
don’t have interface with SAP, which causing additional effort of Resource Requirements X
double handling; Staff & Skills: Costs:
• For Transit Re-sale orders(~50%), MAD & ETA are calculated External Internal =
manually for half of SBUs; PM,SAP SD/WM/ATP,AR,SAP Basis - External = $ 250M
• CS don’t have fist-hand data of customer payment, which causing Master Data Unicode enablement, SAP
ABAP- Data Load, SAPScript Benefits: $ 450M / Year
delay of product release; customer payment and AR matching is
/SmartForms, ALE/EDI/iDoc,EDI Payback = < 1 Years
Goal
done manually case by case; Specialist, 21 man-month over 6-8
s To enhance ERP functionalities to improve transactional efficiency month
and serve to for future growth: Internal Other Costs: To be
• To centrally maintain master data with local required information in identified at project planning
IT:PM,SAP SD/MM/ATP,SAP AR, EDI and requirements definition
SAP to ensure single source of truth, minimize the effort of double COE
handling and improve data accuracy, efficiency and internal control; phase
Business: Change Management, CSR,
• Provide fundamental supporting data for transportation cost in SAP Finance, Logistics, SC, PS
• To improve MAD & ETA calculation in SAP;
Estimated FTEs: 3 FT / 10 PT
• To automate and fast-track the process of customer payment and
clearing
Risk/Implementation Difficulty Hig
X Me Lo
h d w

Key Assumptions and Dependencies

Key Milestones / Implementation Durations
• Too numerous to list
Duration: 6-8 Months: • Global project owner, with regional China specific issues and concerns,
• Scoping & Design 1-2 month to provide all content.
• Data cleaning 3 month
• Data Migration 1-2 month
• Data Validation & Close out 1 month
 E-Document Management
Regional Sponsor: Carmen DeVito Benefit X Cor Dependent Independent
Country Sponsor: Tony Su
sDollar Based e
X• Eliminate archive storage fees
Descriptio Productivity
• Eliminate CSR files, folders and paper
nChina Customer Service center has approximately 80 CSRs located at Labor
X• Faster retrieval of needed documents
Repurposing
Shanghai office who spend considerable time to manually manage, print and • Electronic transfer of documents to customers, other
Cycle Time Reduction
file order, delivery, billing documents (SAP and non SAP) by hard copy in DuPont organizations whenever required.
1. Monitor/Control
filing lockers for legal compliance and customer service management needs. 2. At Parity with • Meets all SOX and auditing compliance
There is a significant productivity loss to CSR impacting cost to serve, and requirements
External Measures
driving need to increase head count as business grows. Cost of office space 3. 90% Touchless Orders • Reduces cost of retention
for storage is also a consideration, combined with growth in transactional • Improves CSR productivity by eliminating the need
Customer Satisfaction
activity gives rise to a need of addressing this manual hard copy filing X to work with forms and other paper based media
process to a digitized process with search and print capability.
Resource High Med
X Low
Goals Requirements
Eliminate hard copy manual filing of non CSAP order, delivery and billing Staff & Skills: Costs: $100K (total)
documents by implementing a digitized central filing solution that is External Internal = $
searchable by ‘SAP keys’ (example: customer name, customer number, PM,SAP SD/WM, SAP NW, SAP ABAP External = $100M
CPO, CSR, material code, sales/delivery/billing document, etc.). Developer Benefits: CSR Productivity
• Extend the existing and ‘in use’ functionality of SAP ?? man-months Improvements; Facilities Costs
Internal Storage Costs, Retrieval Speed ~
• Integrate content into core business tools and procedures $170M
IT:PM,SAP SD/WM,CSCOE
• Avoid the development and on-going cost of a non standard local Payback = < 1 Year
solution (partially delivering the full productivity benefit) Business: Change Management, CS, RIM
Other Costs: Storage costs for
Estimated FTEs: 6 PT extended archival purposes
• Implement a sustainable, standard and digitized process for long term
(DVD’s over time)
solutioning
Risk/Implementation High
X Med Lo
Key Milestones / Implementation Difficulty w
Key Assumptions and
Durations
Duration: 6 months Dependencies
• Paper based processes are reviewed for streamlining and actual need for paper
• Scoping & Design 2 month to image steps determined
• Development & Integration Test 3 month • Sufficient storage on imaging solution is available or acquired to retain all of
• UAT & Training 1 month the document storage requirements for EP over a 7 year period
• All new imaging policies and procedures approved by affected/impacted
• Cut-over & after go-live support 1 month
groups within DuPont to use the imaging solution vs. paper

49
 Automate China - VAT
Regional Sponsor: Carmen DeVito Benefit Core Dependent
X Independent
Country Sponsor: Tony Su
sDollar Based
X• To save total investment by standardized
Description Productivity process and centralize the system
Labor • Mitigate the high compliance risk
The local developed China VAT Invoice Tool (Excel Macro + MS
Repurposing • To reduce the cycle time and improve the
SQL Database +RuiZhi system) is currently experiencing Cycle Time Reduction
X efficiency
serious performance issue, which impacts day-to-day operation 1. Monitor/Control • Facilitate/Accelerate the process of cash
and total OTC lead time. There is also high compliance risk with 2. At Parity with collection (reduce DSO)
its restriction on access control and version control on release External Measures • To improve customer satisfaction
management, 3. 90% Touchless Orders
Customer Satisfaction
Goal X
• s To automate VAT invoicing process to minimize the manual Resource Requirements High Med Lo
work and reduce the cycle time w
• To be able to reconcile VAT invoices with SAP billing to meet Staff & Skills: Costs:
tax compliance requirements Estimated FTEs: 2 FT / 3 PT Internal = $
• To be able to generate customer statement/aging report with Duration: 10 Months External = $ 120M
VAT invoice information as per required by customers. Skills: Benefits: Working capital
• To enable the Centralized Service of VAT Invoicing and roll reduction; CSR productivity
SAP SD, FI, ABAP Developer ~ $590M
out to Dupont China legal entities
Key Milestones / Implementation Durations Tax, Finance, CSR Payback = < 1 Year
Phase I – Pilot (3 legal entities) 4-6 Man-Month over 4-6 Months
• Scoping & Design 2 month Other Costs:
• Development & Integration Test 2 month
• UAT & Training 1 month
• Cut-over & after go-live support 1 month Risk/Implementation Difficulty Hig Me X Lo
h d w
Phase II – Pilot (10legal entities)
Key Assumptions and Dependencies
• Gap Analysis 1 month • Master Data in Chinese will be maintained in SAP for VAT invoice
• Development & Integration Test 1 month printing (Chinse product Name, Chinese addresses, Chinese
• UAT & Training 1 month names, tax ID and bank account)
• Cut-over & after go-live support 1 month • VAT invoice data, will be load back to SAP;

50
 Logistics Optimization & Integration
Region Sponsor: Carmen DeVito
Country Sponsor: Tony Su Benefit X Core X Dependen Independent
sDollar Based t
Problem Statement / Description Productivity
X• Improve CSR Productivity by eliminating
redundant data entry
• There is no clear RACI defined & aligned for Logistics day-to-day
operation including warehouse management, I/E compliance and
Labor Repurposing
X• Improve inventory data accuracy & integrity
domestics transportation; • Shipment Status visibility
Cycle Time Reduction
• Communication/data-exchange with logistics vendors is now relied X• Improve I/E compliance
1. Monitor/Control • Improve logistics cost tracking and allocation
on emails, therefore, to some extent, it delays the order delivery
2. At Parity with
and difficult to tracking; • Better vendor performance management
External Measures
• Logistics service verification is based on vendors’ records rather • Customer satisfaction
3. 90% Touchless Orders
than DuPont own data ; no capable tools to facilitate the process;
not able to verify the service rate due to complicated rate structure ; Customer
Satisfaction
X
• Complicated and non-standardized cost allocation rules and no tool
to help
Resource Requirements High X Med Low
• No data available in DuPont to measure logistics vender
performance ; Staff & Skills: Costs:
External Internal = $
Goal PM,SAP SD/WM/Transportation, SAP External = $350M
sTo enable an optimized and integrated logistics operation platform ABAP ALE/EDI/iDoc, Logistics
covering: Solution Expert, Workflow,16 man- Benefits: ~ $1.15MM
month over 6-8 months annually
• Logistics Day-to-day operation improvement
• I/E Compliance Improvement Internal Payback = < 1 Year
• Domestic Transportation Digitization IT:PM,SAP SD/MM/Transportation,
Logistics COE Other Costs:
In order to improve the efficiency and internal control;
Business: Change Management,
CSR, Finance, Logistics, SBU SC
Estimated FTEs: 3 FT / 10 PT

Risk/Implementation Difficulty Hig Me X Lo

h d w
Key Milestones / Implementation Durations Key Assumptions and Dependencies
Duration: 6-8 Months: • Dispatcher/Transportation Carrier Support To Enable Connectivity &
• Front-end Loading 1-2 month Auto-Notify
• Design 1-2 month • Warehouse Support
• Development & Integration Test 2 month • IT Support To Broker Enablement
• UAT & Training 2 month • Leverage Existing Technology Vendors for Solutions at no/minimal cost
• Cut-over & after go-live support 1 month
 Customer Service Delivery Excellence
Regional Sponsor: Carmen DeVito Benefit X Core Dependen Independent
Country Sponsor: Tony Su
sDollar Based t
X• Improve CSR productivity thereby releasing
Problem Statement / Description Productivity CSR capacity to conduct ‘Front Office’ work
Labor Repurposing instead of tedious ‘Back Office’ manual tasks.
X• Significantly reduce cycle time to complete an
• CS force can not be better leveraged due to complicity of
Cycle Time Reduction order – a ‘Once & Done’ service model
different SBUs’ processes and applications/systems(SAP 1. Monitor/Control • Reduce the ‘Cost per Order’ by eliminating
2. At Parity with redundant and duplicate actions, chasing of
boxes /LN databases); DuPont staff for simple and quick answers.
External Measures
• It takes 9-12 month for an CSR to be fully capable; •
3. 90% Touchless Orders Enable the CSR teams to service orders across
BU boundaries
• Annual CSR turnover rate is over 20%; Customer
Satisfaction
X

Goal
Resource Requirements High X Med Low

s• To build a single screen for CS team to be able to have easy Staff & Skills: Costs: $
External Internal = $
access of complete information about customers for better
PM,SAP SD/WM/CRM/NW,SAP External = $300M
and faster respond to customer queries; ABAP Developer
Benefits: CSR
• To develop a CS Competence Model and based on it a 10 man-months Productivity
Internal Improvements; Cycle
Knowledge Base & e-Learning platform to maximize the Time & Customer
IT:PM,SAP SD/WM/CRM/NW,CS
productivity ; COE Satisfaction; Revenue
Business: Change Management,
Growth ~ $9.06M
CS, HR Payback = < 2 Year
Key Milestones / Implementation Durations Estimated FTEs: 2 FT / 5 PT Other Costs:
Duration: 6-8 months
Risk/Implementation Difficulty X Hig Me Lo
• Front-end Loading 2 month h d w
• Design 1-2month Key Assumptions and Dependencies
• Development & Integration Test 2-3 month
• Significant Change Management required – early adoption and business
• UAT & Training 1 month commitment essential for success
• Cut-over & after go-live support 1 month • Significant Process Improvement and streamlining required – must have
unanimity across BU’s to support a fully integrated CS set of functions
• Integration across the major technology platform standards and
infrastructure across the DuPont global landscape; leverage existing
technology vendors
 Sales Collaboratory (Data & Workflow)
Regional Sponsor: Carmen DeVito Benefit X Core Dependen Independent
Country Sponsor: Tony Su
sDollar Based •
t
Improve Sales efficiency /workflow thereby
Productivity increasing revenue;
Descriptio
• Address in-field customer value by Sales;
• n Sales team doesn’t have visibility of customer order status and Labor Repurposing
• Improve Sales efficiency through knowledge of
inventory availability , and fully rely on CSR for information; customer segment of profitability and overall
Cycle Time Reduction
• Quotation / Contract / Order Approval is now processed value to DuPont;
1. Monitor/Control
manually or semi-automatically and same information being • The ability to combine SFDC, SAP, DD and
2. At Parity with other data sources in a single view for Sales;
entered into different database/system;
External Measures • The ability to take customer orders in the field
• Contract information is managed on paper rather than in SAP; 3. 90% Touchless and address complaints, quality and other
• Pricing approval is on different platforms among different SBUs Orders customer-related requests
Customer
, most of them don’t have interface with SAP;
Satisfaction
• No accurate Sales Price forecast data provided from Sales &
Marketing Team to calculate TP, regulatory with compliance Resource Requirements High Med Low

Staff & Skills: Costs:

External Internal = $
Goal
PM,DPAS Consultant,Sharepoint / .Net External = $350M
s To build an integrated platform for sales team to be able to : Consultant,BW / BO Consultant,DuPont
• Streamline the Quotation / Contract / Order Approval Direct Consultant,SAP SD/WM,SAP Benefits: Sales staff productivity
process and I/F with SAP to improve the transactional ABAP improvement; efficiency of staff,
efficiency; (P&IP, BI, DTT, DPT) single source of data; revenue
16 man-months
growth ~ $27.38MM/ Year
• Streamline the pricing approval process to enhance the Internal
internal control (DPC, DPP, E&C, DPT); Payback = < 1 Year
IT:PM,SAP SD/WM,Pricing
• Establish Sales Price Forecast Collection Process and TP COE,eCollabration COE,BW / BO
simulation, management process and IF with SAP; COE,DuPont Direct COE Other Costs:
• Easy access to the report, order and inventory information; Business: Change Management, CS, SBU
S&M and FA
• Enabling future mobile capability
Estimated FTEs: 3 FT / 7 PT
Risk/Implementation Difficulty Hig Me Lo
Key Milestones / Implementation Durations h d w
Key Assumptions and Dependencies
Duration: 6-8 months
• Business willingness to make change
• Scoping & Design 2 month • IT Group Level Approval Of A Workflow Solution – SAP and/or non-SAP
• Development & Integration Test 3~ 4 month Solution
• UAT & Training 1 ~ 2 month • Leverage Existing SAP DSAP Capability (If Selected As The Tool)
• Full Participation/Support For A Workflow Solution Tool Across
• Cut-over & after go-live support 1 ~ 2 month Departments and Organizations
Different as each Sub-Projects Approach and schedule • Staff Embrace Use Of Workflow Tools As A Benefit, Not Threat
 E-Order Taking
Regional Sponsor: Carmen DeVito Benefit X Core Dependen Independent
Country Sponsor: Tony Su
sDollar Based t
X• Improve CSR efficiency thereby releasing CSR
Problem Statement / Description Productivity capacity to conduct ‘Front Office’ work instead
Labor Repurposing of order entry.
• Customer Orders are currently submitted via email or X• Initial stage of ‘Touchless Order’ concept.
fax and then being manually enter into SAP by CSR; Cycle Time Reduction Significantly reduce cycle time to complete an
• Multiple hand-off – Customer/ Sales/ CS; 1. Monitor/Control X order/eliminate errors in entry.
The process must be reduced to provide for efficiency, 2. At Parity with • Reduce the ‘Cost per Order’ through automated
eliminate redundancy and speed order entry External Measures entry of order details.
3. 90% Touchless Orders • Improve customer satisfaction through faster
throughput and quicker order release
Customer
Goal Satisfaction
X
s Automate the Order Management Capture Process to include:
Resource Requirements High X Med Low
• Categorize the Direct entry into SAP
• Improve ‘Status’ Details for Customers to Self-Serve Staff & Skills: Costs:
• Address Minimum Order Quantity Triggers/Pop-Ups External Internal = $
• ‘CofA’, MSDS Content for customers to obtain these PM,SAP SD/WM,SAP ABAP Developer, External = $400M
documents themselves Order Capture solution specialist, DuPont Benefits: CSR Productivity
Direct, EDI Experts Improvements; Cycle time &
• Expand Functionality For Customers to Handle Their Own 15 man-months Customer Satisfaction ; Revenue
Change Orders growth ~ $8.73MM
Internal
(P&IP, DPC, DPT, DC&F) Payback = < 1 Year
IT:PM,SAP SD/WM, Order Capture
solution specialist, DuPont Direct, EDI Other Costs: Potential
Key Milestones / Implementation Durations Experts integration costs for additional
Business: Change Management, CSR, infrastructure functionality (e.g.
Duration: 5-7 months global telephony alignment)
Finance, HR
• Scoping & Design 1 ~ 2 month
Estimated FTEs: 3 FT / 10 PT
• Development & Integration Test 2 ~ 3 month
• UAT & Training 2 month Risk/Implementation Difficulty Hig
X Me Lo
h d w
• Cut-over & after go-live support 1 month
Key Assumptions and Dependencies
Different as each Sub-Projects Approach and schedule • Link Other Systems To Provide Necessary Information To The Website
• Warehouse and Logistics content
Recommend SBUs: Selected Distributors from DPT, P&IP, DPC • Other SAP Modules For Alternative Product Offering)
Refinish • Recommended Changes to DuPontDirect, Features and Capability Required For
all Customers, Fits The DuPont Overall Strategic Direction For DuPontDirect
• Change Management for customer awareness and internal use