PROFESSIONAL DEVELOPMENT PROGRAMS

ndustrial Distribution Program Dwight Look ollege of ngineering PFNL DVLPMNT PGM Gain ompetitive dvantage Through ducation

The Texas &M dvantage For 60 years the ndustrial Distribution Program has been providing the industry with cutting-edge professional development workshops. THM & JN D NT PPLD H reating ompetitive dvantage New ndustry Needs Knowledge reation UNDGDUT PGM ducating Future mployees GDUT PGM Developing Distribution Leaders Training Future Leaders Knowledge Dissemination NTNUNG DUTN nabling Branch-Line Managers The Thomas and Joan ead enter at Texas &M University is the only university center in the United tates that focuses on research and education in industrial distribution. ur professional development and educational workshops are designed to increase your organization s competitive advantage and profitability. We focus on relevant and actionable education through proven methods and tools. ome of the unique characteristics of our programs are relevant learning, distribution focus, research-based education, distribution domain experience of our faculty, and access to our research solutions and services. 2 Professional Development Programs

Why onnect With Us? Number 1 ndustrial Distribution program in the world. 10 unique topics that will boost your firm s bottom line. ffer education sessions in 13 ountries Proven methods driven by cutting edge research for over 55 years Learn secrets to implement key best practices in 3-6 Months Program duration is 1-5 Help more than 265 companies each year to create competitive advantage 24 nstructors verage teaching experience of at least 16 years ver 950 business professionals attend our workshops every year Professional Development Programs 3

nventory tratification What to Forecast? Demand lassification Forecasting Method eplenishment Policy ycle ounting New ustomer dentification Pricing ptimization arrier election & Performance New Facility Location ystem ntegration redit Management Training & Development Total Landed ost Payment Terms Quality & Flexibility Lead Time & Variability Fill ate Growth Potential nventory Mix Forecast ccuracy Fill ate Total Landed ost ccuracy & fficiency pace Utilization tem & Location ccuracy ales Force Mix ustomer Mix ost-to-erve & ight Price Time-To-Market Qualified Leads Per Marketing ctivity sset Utilization n-time Delivery ccuracy & fficiency ptimal Network Location ptimal esource Deployment ptimal ervice Level Data ntegrity nvoice ccuracy Past Due Tracking fficiency Training ffectiveness (Benefit-To-ost atio) Time & ost To Hire etention ate ost f Goods old ccounts Payable nventory evenue nventory evenue ost f Goods old evenue Warehouse Payroll Warehouse ent nventory Write-ff ccounts eceivable evenue Marketing xpenses (Payroll, Promotion, Media) Fixed ssets (Payroll, Promotion, Media) Transportation xpenses Warehouse Payroll evenue Fixed ssets (Plant, Property, quipment) nventory perating xpenses (Transportation & Warehouse) evenue nventory ccounts eceivable dditional T xpenses Bad Debt (Write-ffs) Hiring & Training ost evenue Gross Margin Payable utstanding ash-to-ash ycle Time Working apital nventory Turnover GM Total sset Turnover ash-to-ash ycle Time Working apital nventory Turnover GM Total sset Turnover Gross Margin Total sset Turnover BTD ales utstanding Gross Margin Total sset Turnover BTD Total sset Turnover BTD Total sset Turnover Working apital nventory Turnover BTD Working apital ales utstanding ccount eceivable Turnover BTD T FFNY H FLW T FFNY H FLW T FFNY H FLW T FFNY H FLW T FFNY H FLW T FFNY H FLW T FFNY H FLW ptimizing Distributor Profitability Best Practices to a tronger Bottom Line 1.5 Program utline >> Motivation and Trends >> Distributor Profitability Framework >> U best practices >> Profitability analyzer >> TK best practices >> hareholder value exercise >> T & HP best practices >> LL best practices >> Best practice implementation >> elf-assessment guide for immediate action Key Takeaways >> Proven and structured approach to assess your business performance >> eady-to-use process assessment toolkit >> Tools to communicate value of best practices to top management >> oadmap based on successful best practice implementation >> chieve stronger bottom line and improve cash flow >> eal-world case studies >> Team exercises trategic Business Managers egional / Functional Heads Branch / perations Managers Finance Managers / ontrollers -level xecutives / wners B U N P U TK T LL HP UPPLY HN PLNNNG UPPLY HN PLNNNG U TK T LL HP UPPT V DTBUT FMWK Linking Business Processes and hareholder Value BUN P HHLD VLU H T FLW FFNY Business Processes Process Metrics Finance lements Financial Drivers upplier Management (trategic ourcing) nventory Management Warehouse Fulfillment (nbound) Warehouse Management ales Management Pricing Management Marketing Management Fleet Management Dispatch Management 3PL / arrier Management ustomer rder Fulfillment upply hain ptimization upplier election upplier Performance upplier tratification upplier elationship When to rder? (e-rder Point) How much to rder? (rder Quantity) Product eceiving Product Put-way Product Placement Location Type Location dentification Product torage ales Force tratification Mapping ustomers & ales Force ustomer tratification ost To erve ssessment Voice f ustomer New Product ntroduction Market election & Target trategy ustomer Portfolio Management Fleet apacity Management Fleet ost ssessment outing ptimization Loading ptimization Product Picking rder Delivery Network ptimization esource & sset lignment (upplier - nventory - ustomer) ervice Level ptimization FNNL DV H H L D V L U UPPT V nformation Technology Finance Management Human esource Management ecruitment & etention ompensation Design http://supplychain.tamu.edu 2008 upply hain ystems Laboratory, Texas &M University Delivered the tools we can use to optimize shareholder value. picture is worth 1,000 words and &M s Distributor Profitability Framework chart is worth 100,000 words! - on edruly, F, Henrietta Building upplies 4 Professional Development Programs

1.5 Pricing ptimization triking the ight Balance for Margin dvantage 18.4% BF Texas &M Pricing Methodology mpact (eal World esults - HV Distributor) 24.4% FT 14.9% 21.8% 36.3% 48.6% 16.5% 19.4% The pricing optimization program has been an invaluable tool for highlighting opportunities to improve margins. mplementing the principles in a pilot location raised gross margins by over 3% in less than a year. t has been an eye-opening experience for those salespeople using the cost-plus method for determining sales price. - Kevin Martin, Vice President of perations, Pipeline Packaging Branch 1 ($3.3MM ales) Branch 2 ($4.2MM ales) Branch 3 ($2.4MM ales) Branch 4 ($11.4MM ales) Program utline Part 1: Framework >> Motivation and Trends >> Pricing ptimization Framework Part 2: nalytics >> ustomer tratification >> tem tratification >> ustomer s tem Visibility >> tem Unit ost Level >> ustomer tem Gross Part 3: ptimization >> Pricing ules Part 4: xecution >> ensitivity nalysis >> mplementation >> oadmap to uccess ales Managers Branch & egional Managers Pricing Professionals Purchasing Professionals Management Professionals Key Takeaways >> dopt a practical yet scientific and simple framework >> Bring a new science to the abstract art of pricing >> hoose key variables that should drive your pricing decisions >> Deploy existing, readily available information from your T systems >> xpand your customer stratification results for optimal pricing >> Fulfill margin goals systematically >> Give meaningful, concise information to your sales force so you can optimize margins >> Hit gross margin improvements of 150 basis points or higher within months >> mplement pricing best practices with minimal resources for a higher! Professional Development Programs 5

5 Why should customers do business with us? ore ompetence Value Proposition ompetitive dvantage 4 How do we get there? Market Penetration (New) Product and ervice Development (New) Market Development Diversification MPNY 2012 Global upply hain Lab, Texas &M University www.nawpubs.org nventory tratification trategic ourcing upplier Management TK U 1 What is the market? Market nalysis (upplier & ustomer-focused) ompetition nalysis conomy & Political mpact Technological & ocial hange MPNY TTGY Warehouse Fulfillment Warehouse Management Number of Locations T UPPLY HN PLNNNG UPPT V nformation Technology Finance Management Human esource Management 2 Where are we? WT nalysis urrent Performance 4 takeholders - hareholder, ustomer, mployee & upplier 3 Where do we want to be? hareholder Value xpectation ustomer Needs ompany bjectives / Goals Benchmarking FUNTNL BJTV LL HP FUNTNL TTGY Fleet Management Dispatch Fulfillment 1 MKT GMNTTN Market Macro egments 1 2 4 3 F B D lustered Micro egments L ND MKTNG TTGY ross Functional Team MKT GMNTTN 2 TGT MKT LTN 3 VLU PTNNG Micro egments VLU PTNNG U & TK T, HP & UPPLY HN Products (Brand) PLNNNG nventory vailability Breadth and Depth Value-add ervices (apability) (apital) Delivery (apability) Market overage Facilities (apability) (xclusivity) Market overage (apability) Price (upplier Driven) ost (ost-to-serve Driven) VLU PPTN UPPT LL V Direct ales Force redit Terms (apital) (Market / ndustry ustomer ervice Knowledge & (rder Management) elling kills) Market Presence & Technical upport xperience (Knowledge (Product & pplication & elationship) Knowledge) Value-add ervices Price (Market Driven) (apability) BUN DVLPMNT (Markets, Products & ervices) WBT TLG & LN D Market Market Development Penetration BUN DVLPMNT Product & Diversification ervices Development UTM V P ML MPGN xisting market segment management xisting products and services management New products and services development New market segment development MKTNG MMUNTN ommunication bjectives DT L MD ML & P Target udience TD DVTNG HW (NLN & FFLN) ommunication Budget UTM Message (value proposition) Media Mix FLD L PLT F Performance valuation L F DGN, DVLPMNT ND MNGMNT ales Process UTM ND ales Force tructure ales Force ize MPNY L F BJTV PT ales Force Deployment ales Force ompensation ales Force ecruitment dentify Negotiate Follow-up & Leads with ustomer lose the ale ales Force Training nterview Deliver Present ales Force ulture Potential Products & to ustomer ustomer ervices ales Management Discover Design Post-ales Potential olution upport ales upport Tools ales Management PNL LLNG (L F) n lliance of the NW nstitute & Texas &M University www.naw.org/crdbp ustomer mix - customer stratification Product & services mix Geographic mix Number of identified opportunities (leads, new customers, etc.) Number of realized opportunities pportunity-to-sales ratio hargeback / rebate by supplier eturns trend by supplier Quality index by supplier Warranty ssues - frequency & resolution (time and cost) afety / regulation compliance ustomer satisfaction index ustomer s product & service needs (voice of customer) Number of new products introduced oordination with promotion, sales, purchasing & vendors Training & demo programs completed ustomer satisfaction index Number of new market segments dentified egment attractiveness (potential) egment competitiveness oordination with vendors, sales and potential customers Potential core customer profiling Qualified leads lignment with sales force ynergy among media mix ffectiveness metrics fficiency metrics Hit rate or conversion rate ompleteness of sales process Qualified customer complaints Qualified sales force complaints ase of coordation and control Voice of customer ales people complaints & morale ales turnover ales or GM per salesperson ost of sales Qualified customer complaints Qualified sales force complaints Patterns in quota attainment lignment with sales strategy Goal achievement lignment with company objectives and customer needs implicity, consistency, ease of implementation, results and reward relationship ales force satisfaction (engagement and pay variation) ales force retention or attrition rate Percentage of low performers Quality of hire ales force satisfaction index verage training hours Training frequency Training content mix Training method mix Degree of consensus in the sales system lignment with sales strategy elevance to selling environment ales force efficiency ales force effectiveness Level of integration with sales process ource of value for sales force omplexity & flexibility of tools oordination between sales and T ncremental revenue perating expenses (cost-to-serve) ccounts receivables perating expenses (cost-to-serve) utstanding credit - rebate / chargeback / evenue by product evenue by market segment perating expenses (cost-to-serve) ncremental revenue dvertising / promotion expenses (payroll, media, services) evenue elling expenses perating expenses (cost-to-serve) evenue elling expenses perating expenses (cost-to-serve) ecruiting and hiring ost evenue perating expenses (cost-to-serve) Training expenses evenue elling expenses perating expenses (cost-to-serve) ales utstanding Market hare BTD hargeback utstanding Market hare BTD" Market hare BTD eturn on Marketing BTD" pending (dvertising & Promotion) Market hare Gross BTD" Margin BTD ales utstanding Total sset Turnover Market hare Gross BTD" Margin BTD ales utstanding Total sset Turnover T FFNY H FLW reated by enthil Gunasekaran, Pradip Krishnadevarajan and Barry Lawrence http://id.tamu.edu ales and Marketing ptimization Developing ompetitive Value Propositions in Distribution 1.5 Program utline >> How to link sales and marketing to shareholder value? >> ales & marketing strategy >> Market segmentation >> Value proposition >> Business development >> ustomer stratification >> Marketing communications >> ales force design & development >> ales force management Key Takeaways >> Proven and structured approach to assess your sales and marketing processes >> eady-to-use process assessment toolkit >> Tools to communicate value of best practices to top management >> oadmap for increasing sales force effectiveness >> chieve revenue growth & cash flow >> eal-world case studies >> Team exercises ales & Marketing VP ales & Marketing Directors Marketing Manager egional / Functional Heads am blown away by the scope of this ales and Marketing ptimization book and the depth of knowledge and real-world experience it contains. only wish had a reference like this at the beginning of my career. Fortunately, have it now and it s not too late to do something with it! This book is very actionable with constant emphasis on measurable results at the shareholder and stakeholder levels. This is simply the best sales and marketing book for distributors that have ever read! - Byron Potter, Vice hairman and, Dallas Wholesale Builders upply, nc. L ND MKTNG FMWK Linking ales and Marketing Processes to hareholder Value & ustomer ervice M P N Y V trategic Planning Process ales & Marketing trategy ales & Marketing Processes Process Metrics Financial lements Financial Metrics Volume discount mpact on revenue H H L D V L U N & M N BJTV (hareholder Value Goals) Forecasting eplenishment Policies Management 3PL/arrier Management ustomer rder LL Value Proposition ales Process U T M V T VLU PPTN MMUNT VLU PPTN DLV VLU PPTN UTN VLU PPTN 6 Professional Development Programs

Growth Drivers uppliers ustomers pportunity ssumptions Growth Mechanism etention trategy n lliance of the NW nstitute & Texas &M University Growth trategy hareholders Human and T apital apability ssumptions T FFNY H FLW 1.5 ptimizing Growth and Market hare chieving ustainable Profitable Growth DTBUTN FMWK M P N Y V 1 2 3 trategic Planning Growth Dimensions Growth Processes Metrics Financial Drivers WHT TH MKT? WH W? PPTUNTY PBLTY >> G (ompound nnual Growth ate) >> mpact on ompetitive dvantage >> isk Quotient PFTBL H FLW T FFNY H H L D V L U N & M N WH D W WNT T B? 4 HW D W GT TH? 5 WHY HULD UTM D BUN WTH U? 1 2 3 GNTNG MNGNG UTNNG Key ttributes: Key ttributes: Key ttributes: NNVTN LGNMNT VLDTN FU MMUNTN NTNY TTG FT UNTBLTY TBLTY F K MNGMNT UTN >> Gross Margin (GM%) >> perating Margin (BTD%) >> ash onversion ycle (D + D - DP) UTNBL PFTBL >> (eturn n nvested apital) T FFNY H FLW T FFNY H FLW U T M V 2011 Global upply hain Laboratory www.nawpubs.org DBP UNL F H N DTBUT BT PT www.naw.org/crdbp http://supplychain.tamu.edu Program utline >> Distribution growth framework Part 1 Generating Growth >> Growth strategies >> Growth drivers >> Growth mechanisms Part 2 Managing Growth >> Profitability drivers >> esource drivers >> Growth barriers Part 3 ustaining Growth >> Growth blind spots >> apability traps >> Growth and profitability benchmarking -level executives / owners ales & Marketing VP / Directors egional / functional heads Business development managers High potential candidates The Growth program provided valuable insights and allowed us to benchmark against best practices for strategic growth. The program validated many of our current initiatives, but also illuminated areas to target for improvement. t was well worth the investment of time and resources! - Bob Dill, President &, H Key Takeaways >> Proven and structured approach to assess your growth history >> eady-to-use growth assessment toolkit >> uccess and failure stories & lessons >> Growth strategies to implement >> chieve profitable revenue growth >> eal-world case studies >> Team exercises Professional Development Programs 7

ptimizing hannel ompensation Managing hannel for ollaborative dvantage 1.5 Market ccess NNVTN upply hain Performance V DV VLU DN trategic lignment VLU DV VLUM DV UPPLY HN PLY GNZTNL HNNL MPNTN Types of apital P THNLGY NFMTN Financial Performance LTNHP KNWLDG FNNL HUMN Program utline >> hannel management framework >> hannel goals >> upplier analytics >> ommitment analysis >> Performance analysis >> ontribution analysis >> ommunicate for channel effectiveness >> hannel value proposition >> hannel compensation elements >> Measuring channel alignment >> hannel adaptability -level executives / owners upplier development executives Marketing VP / directors Product managers Business development managers eal world-examples with realistic framework made the content very rich. The program helped us generate specific ways to improve our channel compensation. - National hannel manager, lectrical Distributor Key Takeaways >> Proven and structured approach to assess your channel health >> eady-to-use channel assessment toolkit >> hannel success and failure stories & lessons >> pecific ideas to optimize channel compensation and bottom line >> eal-world case studies >> Team exercises 8 Professional Development Programs

2 The New cience of ustomer ervice Building a ustainable ompetitive dvantage V PFMN GP We know the direction and changes we need to make to differentiate us from our competitors. Knowing and understanding our customers expectations allowed us to quickly focus our attention on the areas we needed to improve immediately. t strengthened our customer service team and our ability to provide the service our customers expected. - Darrell Johnson, VP ustomer ervice, Womack Machine upply ompany UTM responsive transparent timely consistent innovative honest accurate enthusiastic trustworthy MPLY Program utline DY 1 >> Motivation and trends >> ervice Growth & Differentiation >> ustomer ervice ttributes >> onflict esolution & ervice ecovery >> Lifetime Value alculations >> ervice trategy & tratification Day 2 >> ervice ulture Building blocks >> ervice tandards & nnovation >> mployee atisfaction Drivers >> Talent election >> mpowerment and Flexibility LTNNG GP FM V DGN & TNDD GP Key Takeaways >> etain your customers for life >> Make customer service your competitive advantage >> asily ascertain the drivers of customer service >> ervice strategies for each customer type >> Discern the 3 s esponsibilities, elationships and oles of in delivering customer service >> tructured process for service recovery >> Best practices to build a strong customer service culture and brand ustomer service and insides sales personnel Branch, regional, sales and marketing managers xecutive Management Professional Development Programs 9

xecutive ession on Distributor ompetitive dvantage n Pursuit of ompetitiveness 3 DY 1 chieving ompetitive Growth - How to generate growth while achieving competitive advantage? Generating Growth pportunities Growth Framework Growth Drivers and trategies Growth Mechanisms Building ompetitive dvantage ales and Marketing trategy Market egmentation Target Market election ompetitive Value Proposition DY 2 Managing ompetitive Growth - How to manage profitability while growing? ptimizing Distributor Profitability Business Process Framework Financial Framework ptimizing Profitability The Five-tep Methodology Double BTD and Triple N ales and Marketing Processes ustomer tratification ales Force Design, Development and Management Marketing ommunications DY 3 ustaining ompetitive Growth - How to sustain growth while sharpening competitive advantage? ustaining and Growing Margins Pricing ptimization Primary Drivers What are the key variables that should drive a pricing decision? nalytics How to analyze each variable? ptimization Developing and building pricing rules xecution oadmap for success ustaining Growth How to sustain profitable growth against strategic risk? Growth Barriers Blind spots pportunity & apability isk Management ompetitive Value Proposition xecutive and enior Management High Potential andidates for Management trategic Managers egional Profit enter Heads Business Development Managers We are impressed with the material and its potential impact on our profitability. Truly informational and education for the times. - Gary McKillican, President and, McKillican nternational, nc. 10 Professional Development Programs

5 Distribution Manager ertificate Program TH 360 Degree Manager U HP LL TK T nformation Management Human esource Management Finance Management Program utline Financial Management >> Basis and Financial tatements >> Key Performance ndicators ptimizing ustomer ervice >> reating xcellent ustomer ervice >> ustomer ervice Metrics Lean Fundamentals >> The Lean Philosophy >> Basic Tools and Techniques olution-based ales Process >> ttention-discovery-olution nventory Management >> Fundamentals >> tratify-forecast-eplenish Leadership & Team Development Providing Direction for ales Management ffective ommunication & mplementation Branch Managers ales Managers High Potential andidates for Management Distribution Professionals DLVBL xcellent experience to learn, improve and manage processes to optimize profitability. - rnesto Tovar, ales & peration Manager, H Professional Development Programs 11

ntensive nventory Management Unlock Your nventory s Potential 5 Transform your company data to meaningful actionable results using inventory management best practices over this 5 day journey DT MTHDLGY ULT Bring Your ompany nformation Financial perational ales Demand During Lead Time tratification Forecasting Lead Time eorder Point eplenish Fill ate afety tock $41.3 MM $188.1 MM $39.6 MM 100% $16.3 MM $5.1 MM $23.3 MM 80% $14.5 MM $5.2 MM $ 54.4 MM $10.3 MM 60% $8.5 MM 40% $10.3 MM $81.3 MM $16.7 MM 20% $3.7 MM $4.3 MM $12.8 MM $2.3 MM 0% VG. NV ($) TTL L ($) TTL GM ($) eplenish Program utline Methods >> nventory Policies Forecasting >> Demand Pattern nalysis >> Methods and ccuracy eplenishment >> afety tock alculation >> Q and eorder Point >> ervice vs. ost Matrix Benchmarks >> Key Performance ndicators >> Process ssessment >> tock nalyzer >> Best Practices nventory Planners / Buyers nventory Managers Purchasing Professionals upplier elationship Managers ategory / Product / Brand Managers nybody who manages inventory in your firm Key Takeaways >> ncrease service level >> mprove forecast accuracy >> ptimize safety stock investment >> Understand demand and supply variability >> educe obsolescence >> ffectively redeploy slow-moving inventory Through knowledge learned from the inventory management program, attended by all our management and key salespersons, we have reduced our total inventory levels by over 20%. - Brent. Burns, Building Materials Distributor 12 Professional Development Programs

4 ntensive ustomer tratification Best Practices for Boosting Profitability Program utline Part 1 ustomer tratification: The dea >> Motivation and Trends >> tratification Framework Part 2 ustomer tratification: The dea in ction >> ustomer Buying Power >> ustomer Loyalty >> ustomer Profitability >> ost-to-erve (T) >> Bringing t ll Together >> ustomer trategies >> mplementation >> eal-world xamples >> How to pply This at Your Firm ales and Marketing Managers Business and Branch Managers Pricing Professionals Business nalytics Team Distribution Management Professionals nyone in your firm who works or communicates Key Takeaways >> ffective classification of your customers >> tructured easy-to-understand approach >> practical approach to determine cost-to-serve customers >> Leverage existing system information >> Maximize your on sales resources while balancing customer service >> ptimize sales force time investment ustomer tratification has the power to enable us to transform our company from being product-driven to customer-driven. t has helped us understand our customers in greater detail, enabling us to optimize our selling resources, which will result in an improved. - Don chalk, President and,.h. Briggs ompany Transform your company data to meaningful actionable results using customer stratification best practice over this 4 day journey DT MTHDLGY ULT Bring Your ompany nformation Financial perational ales ustomer Profitability PPTUNT UTM High profitability No relationship Low cost to serve Low volume MGNL UTM Low profitability No relationship High cost to serve Low volume ustomer Loyalty (Life) UTM High profitability ustained relationship Low cost to serve High volume V DN UTM Low profitability ustained relationship High cost to serve High volume ost to erve NT PFT B D PPTUNT UTM MGNL UTM UTM V DN UTM D B UTM LFTM VLU (LV) ustomer Buying Power eplenish Professional Development Programs 13

ustom Programs ne size does not fit all We can help you in more ways that you could possibly imagine. ducational programs can be developed to fit specific needs of your organization. Programs can be designed and delivered from 1-5 days at the Texas &M ampus or any preferred location. >> Understand challenges and pain points >> Needs assessment ssess >> valuation and feedback >> Program effectiveness follow-up 5 Gain ompetitive dvantage Through ustomized ducation MU 1 Tailor a program for your firm DLV 2 3 DGN DVLP >> Visit business locations >> Meet with key stakeholders >> reate content using company specific examples >> eview material and incorporate feedback with stakeholders >> Determine program duration 4 >> Present at Texas &M campus or company preferred location >> hare real-world examples from various companies across multiple lines of trade >> Determine key action items for attendees BNFT >> Tailored program >> Delivered at any location >> esearch based material >> Proven methods >> ctionable results 14 Professional Development Programs

How we can work together? ustomer ervice pen nrollment Programs Distributor Profitability Pricing ales & Marketing hannel ompensation Distributor ompetitive dvantage nventory Management Growth and Marketshare ustomer Management ompany pecific Programs Distribution Manager ssentials epresentative Program utcomes 10-15% 12-35% peration expense reduction nventory reduction 60-85% 70-95% L F FFTVN UTM TNTN 120-680 G MGN N (B PNT) PPL P THNLGY MT 3-33% ustomer service level improvement We are just an email or phone call away http://id.tamu.edu Professional Development Programs 15

Gain ompetitive dvantage Through ducation NDUTL DTBUTN PGM 204 Fermier Hall, 3367 TMU ollege tation, TX 77843-3367 PH 979-845-4984 FX 979-845-4980 WB id.tamu.edu