Supply Chain Management Strategic Objectives

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1 Supply Chain Management Strategic Objectives Craig Reed, SVP Supply Chain Management March 28, 2011

2 Agenda SCM Overview Strategic Initiatives Sustainable Supply Chain 2 2

3 Our Vision should be your vision. To be the most admired company in our markets. Measured by Customers say: We want to do more business with Eaton. Shareholders say: Eaton is one of my best investments. Employees say: I am proud to be part of the Eaton team. Suppliers say: Eaton is one of my most valued customers. 3 3

4 Our Structure promotes collaboration Eaton Aerospace Americas Vehicle Group EMEA Hydraulics Electrical APAC A matrix organization aligned around the business operations and the regions 4 4

5 Our Scope supports the Corporation Procurement of goods and services - Strategic Sourcing and Category Management Deployment of goods and services - Program Management and supplier performance management Flow of goods and services - Materials management and logistics Continuous improvement of goods and services - Supplier quality and development Maximize Value, Velocity and Visibility 5 5

6 Our Goals should be your goals. Growth Performance 30% of sales from emerging markets 9% free cash flow margin 12-14% sales growth 2015 Goals 16% segment margin 20% earnings growth 15% ROIC Returns Note: Segment Margin excludes acquisition integration charges 6 6

7 Our Challenge is your opportunity $B $7.7B 2.5 $8.7B 2.8 $9.9B 3.1 $10.8B 3.4 $11.7B Direct Indirect Spend expected to increase by 51% during planning period 7 7

8 Agenda SCM Overview Strategic Initiatives Sustainable Supply Chain 8 8

9 SCM Strategy Initiatives 1. Increase efficiency and effectiveness of the function 2. Integrate with manufacturing and engineering 3. Flawless execution of logistics and materials management 4. Relentless focus on risk management and sustainability 5. Building organizational capability and agility via process and technology excellence Our suppliers must be a part of our business 9 9

10 Efficiency and Effectiveness Standard policy, processes and metrics Leverage centers of excellence Leverage BPO and KPO shared service centers Greater focus on core competencies Leverage global and regional resources Leveraged learning Reduce supplier base Our suppliers enable our priorities 10 10

11 Manufacturing and Engineering Flawless execution of supply chain program management Total cost of ownership approach with use of commodity cost models Value engineering and value analysis Earlier involvement in NPD Design to win, system approach Supplier innovation Our suppliers are seen as an extension of us 11 11

12 Logistics and Materials Management Standard Materials Management Playbooks aligned to our specific business model Cross group optimization of freight, warehouse and DC s Exceeding our customers service and delivery requirements Full material flow visibility Our suppliers are aligned to our customers requirements 12 12

13 Risk Management Expand scope of supply chain continuity planning Global trade management compliance Commodity price management Supplier contingency planning Business continuity management Doing business right Our suppliers proactively manage supply chain risk 13 13

14 We Care How We Get Results We re here to achieve great results, but each of us must demonstrate that we care intensely about how we get those results. They are worth little and are unlikely to endure if achieved unethically. Alexander M. Cutler Chairman and CEO 14 14

15 Agenda SCM Overview Strategic Initiatives Sustainable Supply Chain 15 15

16 Eaton s workplace What does sustainability mean to us? Sustainability means meeting the needs of the present without compromising the ability of future generations to meet their own needs Corporate Sustainability is a business approach that creates long-term shareholder value by embracing opportunities and managing risks deriving from economic, environmental and social developments 16 16

17 Eaton s sustainability commitments Doing business right Eaton has a heritage of doing business right; we re calling it, Eaton is sustainable by design Improving environmental footprint not only our own emissions, energy and water consumption but also helping customers and suppliers to reduce theirs Sustainable power management innovative technologies help customers use power more efficiently, effectively and safely Beyond compliance apply sustainability beyond the requirements for compliance; committed to being a global leader in protecting the environment, our people and our communities everywhere we operate 17 17

18 Our supply chain is our largest opportunity Scopes 1, 2, 3 Supply chain can account for 65% to 90% of GHG 18 18

19 Carbon Disclosure Project CDP works with key stakeholders to encourage companies all over the world to measure, manage, disclose and ultimately reduce their GHG emissions and related climate change risk CDP supply chain program assess suppliers along four dimensions, strategic awareness, carbon reduction ambition, reporting capabilities and implementation practices CDP has a standardized report that allows for easy comparison and benchmarking, with scaled versions for small and medium sized companies We are asking that you participate as our guest in the CDP supply chain program 19 19

20 In Summary Embrace Eaton as a strategic customer Align your company s goals to our goals Help us to leverage your core competency Share your innovation and ideas with us Be end customer focused Manage risk throughout your entire supply chain Operate with a long term focus Sustain an open and confidential dialogue regarding business opportunities Participate in CDP Supply Chain 20 20

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What Can Professional Procurement do for You? David Henchliffe FCIPS

What Can Professional Procurement do for You? David Henchliffe FCIPS Agenda Introduction Goal alignment Modern procurement Basic techniques Keys Conclusion Introduction David Henchliffe, FCIPS Chairman