9.CS Cover v2 9/1/09 11:44 AM Page 9 TECHNOLOGY …

CONSULTANTSERVICESCHARTA COMPREHENSIVE LISTING OF CONSULTANCIES

SERVING THE CONSUMER GOODS INDUSTRY

TECHNOLOGYSOLUTIONS GUIDEA RESOURCE SUPPLEMENT TO CGT MAGAZINE

PLUS: Experts share proven strategiesfor overcoming business process andtechnology implementation challenges

SPONSORED BY:

© Copyright 2009, Cognizant Technology Solutions.

9.CS_Cover_v2 9/1/09 11:44 AM Page 9

10 CGT | SEPTEMBER 2009 | CONSUMERGOODS.COM

1 What trends are you seeing in the CG industry?What areas are your cus-tomers focused on most?

DADLANI: The recession’s impact on con-sumers and consumer goods companies isoften repeated and clichéd in industry circlestoday. Let me share a few trends that are hap-pening despite the recession:

•Despite the recession and widespread belt-tightening, consumers are continuing andexpanding their digital footprints as val-idated by increasing iPhone/smart phonesales, broadband connections, increasedblogging, Facebook memberships, Twittermemberships, etc.

•Despite the recession, retaining top talentcontinues to be more difficult as thedemand for the best talent continues to behigh in the industry.

•Despite the recession, shoppers continueto be health, wellness and green consciousin addition to being value conscious.

Our customers, in turn, have focused mostof their energies on:

•Innovation: especially in the areas of dig-ital marketing, mobility, in-store market-ing and collaboration

•Transformation: with particular focus onstandardizing operations, reducing costsand improving speed to market using largetechnology platforms, like SAP

•Shared Services: specifically in setting upshared services models for delivering non-traditional services, like trade promotions,master data management, order-to-cashoperations, digital marketing services,business intelligence (BI), etc.Each of the aforementioned projects is

going through more scrutiny in terms of valuerealization in these times.

GANDHI: Economic challenges from the reces-sion have created a “cash as king” mentalityamong CG companies. Companies are focus-ing on efficiency and effectiveness of an organ-ization and/or value chain to increase returnon net assets. Input costs and de-stocking of

Industry thought-leaders from Accenture, Cognizant, CSC, Deloitte

Consulting and Infosys share insight on the state of the consumer (CG)

industry when it comes to business and technology improvements.

Find out their opinions and expertise on tackling key areas of focus;

re-igniting projects previously put on hold, and more. Plus, they share

recent success stories from consumer goods clients.

R O U N D TA B L E PA R T I C I PA N T S

TECHNOLOGYSOLUTIONS GUIDE

CONSULTANT SERVICES

The CONSULTANT &

THE CG MARKETThe CONSULTANT &

THE CG MARKET

SANDEEP DADLANIVP and Head of ClientServices – Retail, CPG and Logistics practiceInfosys

SUKETU GANDHIPrincipal and U.S. PracticeLead Technology,Consumer ProductsDeloitte Consulting LLP

JEFF HARTIGANIndustry ProgramManaging Director,Consumer Goods &Services, North AmericaAccenture

RAJ MAMODIAAVP, Consumer GoodsPracticeCognizant

MICHAEL D. NEFFPartnerCSC

10-18.CS_Round_v5 9/1/09 1:26 PM Page 10

retail has forced CG manufacturers to maketough decisions around their asset footprint,product build and product flow on a globalbasis. Product portfolio decisions to main-tain shelf share while investing in growthprograms and innovation continues to chal-lenge many organizations.

Globalization and the search for new growthmarkets have caused synchronization ofdemand signals between consumer market-ing, trade promotions and supply chain toemerge as a top-of-mind item due to the impactof trade spending on the P&L. The improve-ment of information flow across the value chainand the ability to shape demand and plan fromoperational demand through sourcing are cre-ating significant benefits for many organiza-tions through lower working capital investmentrequirements, more efficient use of trade moneyand a morenimble reaction to retailer de-stock-ing pressures.

The identification and management offood/product risks is becoming a board leveldiscussion. An increase in high-profile prod-uct recalls and food contamination has raised

the bar on quality and compliance across thesupply chain and product lifecycle process.

HARTIGAN: We’re seeing companies investin both strategic cost-cutting and long-termperformance improvement. That’s consistentwith what our research told us about howhigh performers respond in recessions.Specifically we are seeing more focus on:

• Investing in interactive marketing to reachthe 1.6 billion consumers on the Web moreeffectively. Viral videos, online couponingor engaging social networking sites are allgrowing. Everyone’s trying to deliver apersonalized experience for different con-sumers — messaging for a single 25 yearold isn’t the same as for a married 50 year

old, so there is great interest and oppor-tunity to provide that dynamic, targetedcontent. Accenture is helping companiesbuild their Web sites’ IT backbones toenable the efficient reuse of digital assetsand content for mobile and print acrossgeographies, languages and agencies. Weare also embedding analytics in Web sitesto enable the unique user experience thatpeople expect.

•Optimizing product portfolios to maxi-mize results at retail while reducing costsassociated with underperforming prod-ucts. Our research confirms that consumersare less likely to try new products and are

opting for more private label goods, so wehelp companies rationalize SKUs and alsodetermine what attributes attract con-sumers and how shoppers make trade offs.Our analytics help companies identifywhich brand, color, size, or flavors are crit-ical so that they can tailor assortments tobetter reflect consumer needs.

•Collaborating more closely with customersand suppliers to integrate demand withsupply planning. This improves forecastaccuracy while reducing inventory carry-ing costs and out of stocks. We are seeingcompanies better segment their valuechains and focus on key or high potentialcustomers to increase speed to market andachieve greater value and insight from

integrating point-of-sale (POS) data todrive demand.

MAMODIA: The CG industry has seen itsshare of ups and downs in this economicdownturn. With consumer spending shrink-ing in this recession, the trends we see are thefollowing: intense collaboration betweenretailers and CG companies for shelf spaceoptimization; continued focus on collabora-tion between CG companies and suppliers(raw materials and pre-packaged) for reduc-ing inventory and increasing fulfillment rates;and expanding promotions, which drives theneed for optimizing trade promotion spend.

NEFF: CSC is experiencing the followingtrends and areas of focus with our customers:

Consumer products companies are con-tinually looking for ways to differentiate andcreate competitive advantage for theirbrands and products. There is an explosionof data available for marketers to utilize andleverage for improved decision making,positioning and product success. Specifically,leveraging POS data from retailers providesopportunities for marketers to enhance dis-tribution, pricing and promotion. Ten yearsago, Wal-Mart was the only retailer offeringPOS data. Now there are more than 25 retail-ers who are providing daily POS data.Solutions, both homegrown and commer-cial off the shelf (COTS) software packagesare helping marketers make sense of all thisdata and providing early adopters real com-petitive advantage. Though somewhat fuzzyin their definition, these solutions are vari-ously referred to as demand signal manage-ment (DSM) or demand signal repositories(DSR). These are best-of-breed solutions pro-viding integration opportunities into a com-pany’s ERP system (inventory and costinginformation) of the retail data and even tra-



CONSULTANT SERVICES

Globalization and the search for new growth markets

have caused synchronization of demand signals between

consumer marketing, trade promotions and supply chain

to emerge as a top-of-mind item.— S U K E T U G A N D H I , D E L O I T T E C O N S U LT I N G L L P

With improved reporting and dashboards, companies

are reducing out of stocks and improving distribution,

product mix and promotional effectiveness.— M I C H A E L D . N E F F, C S C

10-18.CS_Round_v5 8/31/09 4:43 PM Page 12

outcomes and value realization. For exam-ple, a global CPG company is working withus to completely transform its digital mar-keting platform and delivery, but the focusis on not just a new technology platform buta shared services delivery model for all itsdigital assets. This promises to improve itsspeed to market with ad campaigns signifi-cantly. Another global CPG company haslaunched a mobile campaign with select con-sumers in target markets to measure the viraleffect of the campaign with the help of Infosys.Again, measurement of the business outcomeis fundamental with each project.

GANDHI: We are beginning to see an increasein merger and acquisition activity across theCG landscape. Much of this is driven by largerorganizations either seeking to maintaincloser control over the entire value chain orby organizations needing to maintain a tighterportfolio so as to be more category competi-tive. Mid-sized companies appear to be will-ing to re-focus on core brands/categories andimprove profitability at the expense of rev-enue size and growth.


CONSULTANT SERVICES

ditional syndicated sources of data. Withimproved reporting and dashboards, com-panies are reducing out-of-stocks andimproving distribution, product mix andpromotional effectiveness.

Innovation and organic growth are bothcritical to top-line growth and profitability.Consumer products companies are leverag-ing product lifecycle management (PLM)functionality to improve innovation andspeed to market of new ideas and products.With the help of Procter & Gamble (P&G),Kimberly-Clark and other PLM earlyadopters, software packages are starting todevelop meaningful functionality specifi-cally for this industry. This includes speci-fication, formulation, program and portfoliomanagement. As the technology matures,look for both Tier 1 and small to mid-sizedbusinesses to leverage benefits in this area.

The economy is still influencing consumerproducts companies. Taking cost out of theenterprise is critical for success and futureposi-tioning/viability. In the information tech-nology area, CSC has seen a significant increasein outsourcing activities for infrastructure,applications maintenance and application host-ing. Outsourcing and the balanced use of on-shore and off-shore resources provides majoropportunities to reduce a consumer packagedgoods (CPG) company’s cost of IT ownership.

Supply chain is another area of focus forconsumer products companies. Companiesare still finding ways to take costs out of theiroperations by optimizing transportation,inventory levels, product flow and advancedplanning. To combat volatility in fuel prices,companies are giving rail and multi-modaltransportation new looks. In manufacturing,companies are looking at ways to reduce pack-aging costs. And in procurement, the risk man-agement function is being heavily used tohedge the volatility in commodity markets.

Another interesting trend is seeing con-sumer products companies partnering withsolution providers to offer industry specificsolutions. An example of this is in PLM whereP&G has recently partnered with DassaultSystémes. Dassault is creating a customizedCPG version of its technology that it believeswill have industry appeal for other manufac-turers. The benefit to P&G is a solution tai-lored to its specific needs with preferred

pricing from the solution provider. Look forother CPG industry leaders to create similarstrategic products and alliances.

2 Which projects are now being re-ignited that were previously put on hold due to the

economic downturn?

DADLANI: First of all, the market leaders inthe CPG industry have had one distinguish-ing characteristic: They continue to invest inkey transformational projects throughout thedownturn, especially on the focus areas thatI highlighted in my earlier response.

Having said that, I see a revival of certainprojects across the CPG landscape, especiallyaround digital marketing, sales enablement,in-store mobile marketing, BI and workforcecollaboration.

While these projects have been re-ignited,they have come back in a slightly differentshape. There is an intense focus on business


I see a revival of certain projects across the CPG

landscape, especially around digital marketing, sales

enablement, in-store mobile marketing, BI and workforce

collaboration. — S A N D E E P D A D L A N I , I N F O S Y S

10-18.CS_Round_v5 9/1/09 1:26 PM Page 14

critical advantages to companies and moreimpetus to invest. Many companies haveturned a corner in their approach to ERP,emphasizing common, out-of-the-box func-tionality rather than trying to customize theirERP implementations.

CSC is also seeing a resurgence of compa-nies looking to upgrade their ERP instances.In the last year alone, CSC has completed over100 upgrades globally for SAP. This is espe-cially true for companies on version 4.6 (orolder). These upgrades provide additionalbusiness value and functionality and canreduce the total cost of ownership of theirsolutions. In some cases, hosting or restruc-turing application maintenance support canreduce or eliminate any up-front costs. Thenew platform can help with compliance andregulatory issues while providing a springboard to leverage the latest modules andapplications. Many of these upgrades beginas “technical upgrades” but once exposedto the additional rich functionality, the pro-grams quickly evolve to bringing ever highervalue to the business community.

3 What single projecthave you completed inthe last year that hashad the biggest/most

positive financial impact on acustomer’s business?

DADLANI: There are many projects whereInfosys has significantly contributed to costsavings or revenue enhancements for CPGcustomers. Value realization and quantifica-tion of benefits has been one of our key dif-ferentiators in the market.

One of the many programs I am particu-larly proud of is a BI transformation with aglobal CPG company. In this case the visionwas to transform the reporting and analytics


CONSULTANT SERVICES

Technology investment is starting torebound, but ERP is not the primary focus.Best-of-breed solutions such as Oracle’s VCPofferings into monolithic SAP environments,which are more feature-rich, are beingdeployed to drive focused business casevalue. Demand synchronization, trade pro-motion management and PLM are drivingmuch of the current demand.

Heavy investment in business, customerand consumer insights information is also onthe increase. BI investments had stagnated asa “nice to have cost” but there is a renewedinterest in combining internally generatedand external partner data to drive improveddecision-making around product portfolioinvestments, advertising effectiveness andtrade marketing spend.

Business planning and financial consoli-dation systems are increasing in size and scale.SAP BPC and Oracle HFM application offer-ings are being used to reinforce significantefforts to streamline and transform the finan-cial operations of many organizations.

HARTIGAN: Within the CPG industry we did-n’t see our clients cancelling many projects.Our industry, while not immune to the effectsof the recession, didn’t experience the acuteimpacts felt by other industries, like finan-cial services or auto. But certainly we sawmore rigor applied to planning and approv-ing projects with a definite need to confirmshorter-term, high impact business cases.

Currently, we’re seeing several ERP ini-tiatives moving ahead to increase operatingefficiencies and reduce costs through processharmonization and improvements across aregion or even on a global basis. Companiesthat were in the midst of post-merger inte-gration obviously have to forge ahead andput their new operating models in place inorder to capture the benefits. In addition,many of the major CPG companies areenhancing their core ERP capabilities withhigh-value investments in planning, budg-eting and demand synchronization processes.

Trade promotion management is also beinglooked at closely. Companies are more con-cerned than ever in increasing process effec-tiveness and improving ROI on tradepromotion spending, especially if they arecomplex, global organizations that serve many

different types of consumers. Companies aregetting pressure from retailers to use tradedollars more effectively; so many consumergoods companies are looking to use analyt-ics that help them refine TPM practices andbehaviors and break from the cycle of spend-ing a lot of money on promotions that deliverlittle in return.

MAMODIA: Many projects that were on theback burner are now being reignited, but ourexperience is that the focus is on cash-gener-ation initiatives such as process rationaliza-tion and improvements that reduce the costsof goods sold. And, as CG companies havegrown by acquisition the focus is on havinga common process across lines of business,an area that Cognizant has been assisting itscustomers with even more in this climate.Not only are we seeing the need for stream-lining processes, but in economic conditionssuch as these, the need for operational inno-vation is paramount — getting more fromyour current resources is possible.

In addition to the holistic view of processimprovements we are seeing an uptick in spe-cific projects including in the areas of reverselogistics, mobile coupon systems, control andmanagement of trade promotion funds dueto sluggish markets, and growing pressurefrom private label to improve product move-ment, shelf visibility, consumer penetrationand price negotiations.

NEFF: CSC has seen an increase in the num-ber of Tier 1 companies who are adding func-tionality around their ERP implementations.This is especially true with SAP users. Suchareas as BI, portfolio management or PLMare providing real business value while lever-aging a company’s current SAP investments.Companies are also looking for acceleratorsto provide faster time to value for any soft-ware implementation. All-in-one solutionsor industry specific templates are providing


Many of the major CPG companies are enhancing their

core ERP capabilities with high-value investments in plan-

ning. budgeting and demand synchronization processes.— J E F F H A R T I G A N , A C C E N T U R E

10-18.CS_Round_v5 8/31/09 4:44 PM Page 16

The transportation team has already seenincremental savings of $13 million within oneyear of implementation and has seen animprovement in the quality of service. Ourcustomer has also seen benefits throughhigher data security, improved visibility intothe status of each operation, and service-ori-ented architecture.

NEFF: Appropriate infrastructure and sup-port is necessary to compete globally for con-sumer products companies today. IT is oftenthe backbone to collaborate, develop andgrow in today’s tumultuous economic client.A multi-billion dollar global cosmetic com-pany utilized CSC to build and connect a com-mon IT infrastructure and support system tofuel future expansion and growth. The goalwas to globalize IT services including infra-structure, service desk, desktop services, net-work and security to dozens of subsidiariesin countries all around the globe. Their for-mer IT environment was fragmented withmany of the subsidiaries acting independ-ently. This caused problems on many levelsand was very expensive to support and main-tain. The new centralized IT infrastructureoffers significant cost savings by bringingprocess oriented services, major consolida-tion and improved support. The companyexpects this IT foundation to help achievetheir business objectives of significant rev-enue growth over the next few years.

In addition, CSC is enabling this companyto utilize key enterprise applications and anew global POS solution. The cosmetic com-pany today is not getting the leverage and liftpossible from managing and utilizing thisPOS data. The new system will streamlineand harmonize this data for improved deci-sion making and analysis. The goal through-out this project is to help the business reducestock outs and improve distribution, prod-uct mix and promotional activity.


CONSULTANT SERVICES

capabilities of this organization and converta reports based-culture to dashboards andcockpits-based culture to enable real-timedecision making. In this program there areaspects of organization change management,technology transformation, shared services,innovation and reuse at play. The financialbenefits, both measurable and non-measur-able have been tremendous. This initiativehas helped the company eliminate thousandsof reports, driven a decision-oriented culture,driven cost avoidance and reuse, and empow-ered its managers with the right actionableinsights at the right time.

We achieved significant cost savings forits global BI program through the use of aservice oriented architecture. Data serviceshave been established as part of the designand build phase for the development teams.They must follow a strict reuse discipline indeveloping BI applications. In the past year,our projects have contributed to a 30 per-cent cost avoidance target through this reuseinitiative. Additional cost savings have beenachieved through the simplification and stan-dardization of applications and systems.

GANDHI: Deloitte Consulting LLP delivereda business transformation project for a globalmanufacturer of diversified brand-name prod-ucts. The project was driven by the divesti-ture of one business and a desire to improveperformance and position the company forlong-term growth and profitability in another.Deloitte Consulting focused on key processesand systems components to simplify the busi-ness while cutting operating costs, improv-ing data quality and accessibility andimplementing required controls. The proj-ect has delivered significant operationalimprovements in the areas of supply chain,trade spend effectiveness and inventoryinvestments. Benefits have been estimated tobe in excess of $100 million in the first year ofoperation, while creating a platform for con-tinued improvements and company growth.

HARTIGAN: By implementing Zero-BasedBudgeting we helped a global CPG companyachieve a 25 percent reduction in operatingexpenses — that translated to $1 billion insavings. As part of an effort to integrateanother CPG company post-acquisition, the

client needed to increase visibility into oper-ating expenses and identify synergies thatcould drive out costs to increase EBITDAandfree up cash flow to grow the business. Theleadership sought to:

•Instill an ownership culture throughmatrixed, dual review and managementof each expense

•Use benchmarks among regions to moti-vate and reward each region for reduc-ing or controlling costs

•Perform bottom-up budgeting, whichrequired justification of each expenseevery yearAccenture built a Zero-Based Budgeting

benchmark tool that allowed the company todo bottom-up budgeting more efficiently. Wehave developed similar tools on a range ofplatforms for companies in non-merger sit-uations across several industries and haveachieved similar results. In the current econ-omy companies are thirsty for ways to driveout costs and, if a CEO and CFO are ready tolead the culture change required, Zero-BasedBudgeting is a great method of truly under-standing and reining in costs and imposingfinancial discipline.

MAMODIA: In an effort to minimize trans-portation costs, improve service levels, andshorten delivery times, we re-engineered oneof our largest multi-national consumer prod-ucts customers’ existing processes and imple-mented i2 TM.

Previously, its home-grown transporta-tion systems were not scalable. These dis-parate systems required constant upgradesand were not aligned with the changing trans-portation environment. The i2 TM roll-outwas completed by March 2008. The client sawimprovements in the areas of freight consol-idation, routing, carrier selection, schedul-ing, tariff maintenance and shipment visibilityfor outbound freight.


In economic conditions such as these, the need for

operational innovation is paramount — getting more from

your current resources is possible.— R A J M A M O D I A , C O G N I Z A N T

10-18.CS_Round_v5 8/31/09 4:44 PM Page 18



COMPANY NAME/WEB SITE KEY CG CLIENTSNO. OF CG MARKET DEDICATEDCONSULTANTS (GLOBAL; DOMESTIC)

KEY TECHNOLOGYPARTNERSHIPS

C O N S U LTA N T S E RV I C E S CHART

Accenture www.accenture.com/foundationsforsuccessSEE AD ON PAGE 11

• Group DANONE(Dannon)

• Procter & Gamble

• Unilever

CG figures not available. Accenture hasapproximately 177,000 people servingclients in over 120 countries.

• Microsoft

• Oracle/Siebel

• SAP

ArchPoint Consultingwww.archpointconsulting.com • Confidential • 26; 22 • Zapoint

Booz and Company (NA)Inc. www.booz.com

• Campbell SoupCompany

• Clorox

• Kraft Foods

• 400+; 200+• O4 Corporation

• SAP

• Oracle/Siebel

Capgeminiwww.capgemini.com

• Beam Global Spirits

• Cadbury

• Unilever• ~3,000 globally

• JDA

• Oracle

• SAP

Cognizant TechnologySolutionswww.cognizant.comSEE AD ON PAGE 13

• Not Provided • 1,200; 400• SAP

• Microsoft

• Oracle

CSCwww.csc.comSEE AD ON PAGE 15

• Coca-Cola Enterprises

• Estée Lauder

• Procter & Gamble• 9,000; 3,500

• Microsoft

• Research in Motion (RIM)

• SAP

Deloitte Consulting LLP www.Deloitte.comSEE AD ON PAGE 17

• Del Monte Foods

• SC Johnson

• Sara Lee• 5,000; 2,000

• SAP

• Oracle

Diamond Management &Technology Consultants Inc.www.diamondconsultants.com

As a matter of publicrecord, Diamond’s 2009Form 10-K lists Kraft andPepsiAmericas.

• ~140; ~120• IBM

• Oracle

• SAS

Digital Tempus Inc.www.digitaltempus.com

• Church & Dwight

• DuPont

• Nalco Company• 20; 10 • N/A

EDS, an HP company www.hp.com, www.eds.com

• Kraft Foods

• Sara Lee

• Procter & Gamble• N/A

• Microsoft

• Oracle

• SAP

20-25.CS_Chart_v11 8/31/09 5:00 PM Page 20

CONSUMERGOODS.COM | SEPTEMBER 2009 | CGT 21

• AREAS OF EXPERTISE (LIST IS NOT ALL- INCLUSIVE)

• STRONGEST AREA OF EXPERTISERECENT PROJECT SUCCESS KEY DIFFERENTIATOR

• Customer Management, ERP, Innovation/New ProductDevelopment & Introduction, Supply Chain, StrategicBusiness Consulting, Technology Integration, Outsourcing

• Management consulting, technology services and outsourcing

Worked with HP and Oracle to design,develop and implement a standardizedplatform for planning, funding, trackingand evaluating P&G’s TPM activities.

Understand consumers’ varyingneeds; enable sustained capabilitiesthrough technology; optimize supplychain and cost structures

• Customer Management, Strategic Business Consulting

• Commercial effectiveness, aligning sales, marketing,and service for improved marketplace performance

Commercial redesign including brandand portfolio management, customermarketing and trade efficiency, and fieldsales and broker effectiveness

Delivers process discipline and best practice thinking of traditionalconsultants with execution excellenceof experienced business leaders

• Customer Management, Innovation/New ProductDevelopment & Introduction, Supply Chain, StrategicBusiness Consulting, Technology Integration

• TPM, TPO

Strengths involve upgrading existingTPM software implementations: We are currently completing a TPM systemupgrade with a leading food company.

Delivers strategies, processes, systems, organizations and analytics:highly-respected technical teamdelivers any TPM software solution


• Supply Chain

Helped Beam Global Spirits become thefirst spirits firm globally to achieve a single-instance of SAP across its assetsin the United States and Europe.

Served 27 of the 30 largest CG companies and more by providingtransformation-enabling consulting,technology and outsourcing services


• Supply Chain

Implemented large transformational ini-tiative to move key supply chain func-tions from legacy platform to SAP for aglobal health/hygiene product company

“Plan Build Operate” continuumimproves effectiveness and reduceTCO of information technologyacross CG business functions

• Customer Management, ERP, Innovation/New ProductDevelopment & Introduction, Supply Chain, TechnologyIntegration, Outsourcing, BI, Customer Analytics

• ERP implementations

A global leader in food distribution optimized its supply chain: 25 percentfewer deliveries, reduced inventory andtransportation savings of 25 percent.

CSC’s insights drive better businessperformance and brings the latestsolutions to help your organizationachieve results.


• Customer Management, TPM, Supply Chain, ERP, etc.

Global food company integrated supplychain planning, TPM, finance solution:delivered 33 percent reduction in inventory and more.

Category-of-one, multi-disciplinarystructure featuring operational, technical, process, tax and humancapital management expertise

• Customer Management, ERP, Innovation/New ProductDevelopment & Introduction, Supply Chain, StrategicBusiness Consulting, Technology Integration

• IT Integration, Supply Chain, Strategic Business Consulting

Diamond helped a leading CPG manufac-turer develop an IT cost managementstrategy that will result in $20 million to$30 million in annual savings.

Works at intersection of business andtechnology to understand dynamicsof CPG marketplace, and brings a hands-on, collaborative approach

• Innovation/New Product Development & Introduction,Supply Chain, Strategic Business Consulting

• Improvement of planning capabilities and performance

Church & Dwight significantly improvedcustomer-level forecast accuracy;enhanced supply planning practices;achieved financial performance targets

Deep process and technology expertise to help global companiesevaluate product and customer portfolios, and drive profitable growth

• Customer Management, ERP, Innovation/New ProductDevelopment & Introduction, Supply Chain, TechnologyIntegration, Outsourcing

• Technology Integration

Kraft worked with EDS to become first ITprovider in the CPG industry to achievethe internationally recognized ISO/IEC20000 certification

Broad portfolio of technology solu-tions and services that improve CGcompanies’ operational efficiencywhile preparing them for growth.

20-25.CS_Chart_v11 8/31/09 5:01 PM Page 21

CONSULTANT SERVICES CHART



HCLwww.hcltech.com

• Dr Pepper SnappleGroup

• Fonterra

• US Foodservice

• 2,500; 1,000• Oracle

• SAP

• TraceGains

Hitachi Consultingwww.hitachiconsulting.com

• Birkenstock

• Mary Kay

• Tyson Foods• 100 in N.A. only

• Microsoft

• Oracle

• SAP

IBMwww.ibm.com

• Kraft Foods

• Nestlé

• PepsiCo• 2,000; 1,000

• CAS

• SAP

• TrueDemand

Infosys Technologies Ltd. www.infosys.comSEE AD ON PAGE 19


• Reckitt Benckiser

• Hallmark• 2,000; 250

• SAP

• Microsoft

• Oracle

K2 Professionals Services www.k2professionals.com

• The Coca-Cola Company

• McCormick & Co.

• Newell Rubbermaid• 50; 40 • SAP

Kalypsowww.kalypso.com

Clients in food and bever-age, fragrance and beautycare, household products,manufacturers, and more

• 60; 50• Dassault Systémes

• Oracle

• PTC

Kurt Salmon Associateswww.kurtsalmon.com

• Guthy Renker

• The Hershey Company

• Kimberly-Clark• 400; 300

• Manhattan Associates

• PTC

• SAP

MindTree Limitedwww.mindtree.com

• PepsiCo


• Unilever• 550; 30

• IBM

• Microsoft

• SAP

NineSigma Inc.www.ninesigma.com

• Philips DAP

• Kraft Foods

• Procter & Gamble• 34; 18 • N/A

Perficient Inc.www.perficient.com

• The Hershey Company

• The J.M SmuckerCompany

• Nestlé Waters

• N.A. 25• Oracle

• MEI



20-25.CS_Chart_v11 8/31/09 5:01 PM Page 22



• Outsourcing

Global beverage company used HCL’sManaged Services Model (IntegratedOperations and Management Center):Significant productivity/margin gains

Focus on “transformational outsourcing” underlined by innova-tion: Integrated portfolio of servicesincludes software-led IT solutions

• Customer Management, ERP, Supply Chain, StrategicBusiness Consulting, Technology Integration

• Customer Management

$1 billion food service division improvedtrade spend visibility: benefits in tradespend processes, revenue and marginincreases and trade funds stability

Framework helps companies respondquickly to changing external condi-tions that impact business: www.mar-ketresponsivecompany.com


• Global ERP implementation and managed services

CP firm achieves global excellence with IBM. The initiative paved the wayfor future BI architecture worldwide, provided best practices for such systems

Adept, decisive and innovative: three imperatives in today’s economicclimate; can help transform yourenterprise in the midst of change



P&G BI uses services-oriented approachto provide an integrated view of con-sumer, customer and company measuresfor more than 40,000 managers globally

Delivers value to CG companiesthrough: Innovation; robust approachto business transformation; differenti-ated shared services

• ERP, Supply Chain, Strategic Business Consulting,Technology Integration, Outsourcing

• Supply Chain

Leading CG manufacturer improved statistical forecasting and gained controlof its safety stock planning usingrecently implemented SAP SCM suite

Blend planning knowhow with SAPconfiguration expertise to help clientsget more out of the SAP SCM suite of forecasting and planning tools

• Innovation/New Product Development & Introduction,Strategic Business Consulting, Technology Integration

• Exclusive focus on innovation, NPDI and PLM

Leading food manufacturer implementedrapid deployment PLM solution thatenables go-live in 13 weeks and reducesimplementation costs by 66 percent

Kalypso’s proprietary product datamodel helps reduce implementationtime and investment, improve trace-ability and assure compliance.

• Customer Management, ERP, Innovation/New ProductDevelopment & Introduction, Supply Chain, StrategicBusiness Consulting, Technology Integration

• Product Development

Strategic project management, businessprocess Improvement, technology selec-tion and implementation for major client– on time and on budget

KSA is dedicated to the CG space andhas been for 75 years. Deep knowl-edge of the technology vendors andhow to implement their solutions.



Improved ROI on trade promotion spendfor a global CG company by implement-ing a solution which plans, executes andimproves effectiveness of promotions.

Integrates appropriate technologies,deliver business benefit across CGvalue chain backed by investment in domain specific knowledge

• Innovation/New Product Development & Introduction,Strategic Business Consulting, Open Innovation, BusinessIntelligence Services

• Open Innovation, Business Intelligence Services

Helped a food company find break-through solutions to detect plastic parti-cles in meat products to reduce wastefrom contaminated manufacturing lots.

Helps CG companies gain knowledgefrom the external innovation commu-nity and significantly increase resultsfrom their open innovation initiatives

• Customer Management, Supply Chain, Strategic BusinessConsulting, Technology Integration

• Customer Management, Trade Promotion Management

Recently enabled a closed-loop tradepromotion solution that relied onadvanced analytics for a leading foodmanufacturer

Differentiates itself by developingseveral proprietary implementationaccelerators that allows clients to recognize a quicker ROI



20-25.CS_Chart_v11 8/31/09 5:02 PM Page 23

CONSULTANT SERVICES CHART



Plan4Demand Solutions Inc. www.plan4demand.com

• Black & Decker

• Constellation Brands

• Mars• 30; 30

• Logility

• Oracle

• SAP

Precimawww.precima.com • Not provided • N.A. 5

• DemandTec

• Epsilon

PRTMwww.prtm.com

• Avon

• Burt’s Bees

• ConAgra Foods• ~200; ~150

• Vendor agnostic – manyrelationships but no financial partnerships

Syntel www.syntelinc.com

Client agreements prohibitcompany name use • 150; 60

• Microsoft

• Oracle

• SAP

Tata Consultancy Services www.tcs.com

• Cadbury


• Kimberly-Clark• 4,000; 1,500

• SAP

• Oracle/Siebel

• Siemens PLM

ThinkVine Corporationwww.thinkvine.com

• Del Monte Foods

• PepsiCo

• United Dairy Farmers• 6; 6 • Digital Research

TranSystemswww.transystems.com

• Kraft Foods

• Rubbermaid

• S.C. Johnson & Sons• 100+; 100+

• TranSystems does not have commercial agreements withtechnology providers

Venture2 Inc.www.venture2.net

• GlaxoSmithKlineConsumer Healthcare

• Kraft Foods


• 11; 5• Enrich Consulting

• illumin8

• TouchGraph Navigator

Wipro Technologieswww.wipro.com

• Colgate-Palmolive

• Nestlé

• VF Corporation• 2,000; 280

• M-Factor

• Oracle

• SAP



20-25.CS_Chart_v11 8/31/09 5:02 PM Page 24


• Supply Chain, Strategic Business Consulting

• Supply Chain Planning

$2 billion CPG manufacturer used S&OP:slashed demand planning cycle by 60percent, increased forecasting accuracyby 40 percent, decreasing inventory

Specializes in demand and supplychain planning providing the processand change management skills ofmanagement consulting

• Customer Management, Strategic Business Consulting

• Shopper Marketing

Precima provided shopper insights tostrengthen a category captain’s ability to present pricing, promotion and assortment recommendations

Understands which shoppers areputting what items in their shoppingbags, reasons for their behavior, and,most importantly, what to do about it

• Customer Management, Innovation/New ProductDevelopment & Introduction, Supply Chain, StrategicBusiness Consulting

• Innovation/NPDI, Supply Chain as close second

For multi-billion dollar food company,we implemented a “Growth throughInnovation” strategy, delivering 7 percent of incremental revenue growth

Makes strategies happen, reliably and profitably. Provides focused,hands-on assistance with corporatestrategies across business functions


• Supply Chain (including supplier collaboration), Outsourcing

Warehouse automation for social expressions product manufacturer.Increased efficiency 30 percent, lowered distribution costs.

Flexible and nimble partner that functions as extended arm of yourbusiness with strong BI, PLM, supplychain and manufacturing expertise


• Customer Management, ERP, Outsourcing

Large beverage company: process re-design and implementation of SAPacross supply network planning, bottling operations and order to cash.

End-to-end industry, technology and innovation capability and a trulyglobal presence to enable CG firms to enhance their competitiveness

• Customer Management, Innovation/New ProductDevelopment & Introduction, Strategic Business Consulting

• Pricing Optimization, Risk & Demand Forecasting, DynamicCustomer Segmentation

Helped a large CPG firm understand how different consumers value theirbrand in “club stores” versus other channels, like grocery stores and Wal-Mart

Goes beyond surveys and incorporates econometrics and salestransactions to not just present whatis happening, but why.

• ERP Implementation, Supply Chain, Strategic BusinessConsulting, Technology Integration

• Supply Chain - more than 200 supply chain systems andtechnology implementations

Leading the deployment of Supply Chain Execution systems for Kraft;implementing WMS and LMS to morethan 10 mixing centers across brands

Helps select and deploy the right sup-ply chain solutions for requirements,with depth vertically in the CG spacefrom raw materials to distribution

• Innovation/New Product Development & Introduction,Strategic Business Consulting

• Open innovation services from strategy to technology and partners to commercialization support

Company entering new category:mapped ecosystem, identified, recruited key players to executive summitto foster relationships and collaboration

Unique open innovation capabilitiesfrom strategy to execution, combinedwith practical approaches to deliverreal results for new business growth

• Customer Management, ERP, Innovation/New ProductDevelopment & Introduction, Supply Chain, StrategicBusiness Consulting, Technology Integration,Outsourcing

• ERP, global roll outs, application support

For UK’s leading consumer grocery manufacturer, Wipro implemented a production planning and schedulingsolution in collaboration with SAP

Deep expertise in ERP roll outs; transformational engagements in outsourcing; flexible and globaldelivery models



20-25.CS_Chart_v11 8/31/09 5:02 PM Page 25

Documents

9.CS Cover v2 9/1/09 11:44 AM Page 9 TECHNOLOGY …