SELECTING A SINGLE-SOURCE PROVIDER OF DATA …cpgretailanalytics.com/wp-content/uploads/2019/01/Abbott-Atlas-RFP-Low-Rez.pdfThe impetus for this RFP is for Abbott’s Nutritional Division

The materials herein are proprietary to ATLAS Technology Group and may not be copied, reproduced or disclosed in any manner without prior written permission from ATLAS Technology Group. Copyright © ATLAS Technology Group, 2018. All rights reserved. All company, brand names and/or related design marks are the sole property of their respective owners. Images provided courtesy of Abbott Laboratories, Ltd.

R E Q U E S T F O R P R O P O S A L

SELECTING A SINGLE-SOURCE PROVIDER OF DATA SERVICES & REPORTING FOR MANAGING SALES, SHIPMENTS AND INVENTORY DATA

PREPARED FOR ABBOTT LABORATORIES, LTD.

NUTRITION DIVISION | RETAIL TEAM MARCH 23, 2018

T O P S H E L F R E T A I L A N A LY T I C S . B O T T O M - L I N E I M P R O V E M E N T.

ATLAS Technology Group solves key challenges facing to-

day’s department heads, analysts and category manag-

ers. Specifically, ATLAS addresses the key barriers that

prevent CPG manufacturers from maximizing the ROI

from their retail intelligence efforts. Barriers include:

• Disparate Data and Data Latency

• Integration with Legacy Systems

• System Complexity (User Adoption)

• Rapidly Changing Requirements

• Slow Time-to-Value

From Insight-to-Impact

ATLAS combines technology and advanced analytics with

unsurpassed domain expertise and industry-leading ser-

vice, to deliver high-value, high-return solutions.

ATLAS’ four “A’s” serve as its North Star for developing,

implementing and maintaining retail technologies to

increase sell-through and contain costs.

AGGREGATION ANALYTICS ACTIVATION AUTOMATION

ATLAS Reporting Studio is an easy-to-use retail reporting system that converts disparate

retail data into relevant, tailor-made information. Reporting Studio’s analytical engine

transforms low-value activities, such as data preparation and validation, into high-value,

actionable solutions.

Intuitive reports are packaged automatically into emails with a “Smart Text” feature that

quickly identifies opportunities while pinpointing potential sales barriers.

Reporting Studio also provides:

- Automated POS downloads

- 6,000+ existing report templates*

- Easy report customization

- Full Ad-hoc capabilities

- Automated validity checks

- User-defined, threshold-based alerts

- Data visualization & dynamic mapping

- Excel-based dashboards

Visualization Tools

Exel-Based Dashboards

Ad-Hoc Reporting Dynamic-Mapping

* The Atlas report library includes more than 6,000 templates; providing a very efficient and timely process for customization.

Key Dates March 23, 2018 RFP Submission

April 9, 2018 Presentation & Demo In Saint Laurent, QC

April 16, 2018 Contract Awarded

May 30, 2018 Final Agreement

September 3, 2018 Begin Trial and Training; Identify Refinements

September 30, 2018 Completion (with on-going support)

Table of Contents Purpose

Objectives

Weighted Evaluation of Deliverables (weighted)

Functional Overview

Adding Retailers

On-Boarding & Milestones

Notes Regarding Retailer Data and Custom Attribution

Technical Specifications

Services and Support

Fee Structure and Pricing

Selecting a Long-Term Technology Vendor

Omissions

Appendices A1: Atlas Vendor Profile | A2: Report Exhibits | A3: Related Sample Reports

Contacts

Richard Houle, Category [email protected]

438.258.3611 Office514.290.9202 Mobile

Sean Cline, Client Team [email protected]

479.367.7121 Office479.319.9161 Mobile

Spencer Fairbanks, Client Service [email protected]

479.367.7117 Office479.372.2100 Mobile

Pat Lockridge, [email protected]

479.367.7120 Office479-418-6595 Mobile

RETAILERS RETAIL DISTRIBUTORS

Note: Estimates for adding HCP/INSTITUTIONAL Accounts is also provided.

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4

4

5

6

7

9

10

14

15

16

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Purpose

The impetus for this RFP is for Abbott’s Nutritional Division - Retail Team (referred to as Abbott for the remainder of this RFP) to increase

productivity while extracting richer insights from disparate datasets. Abbott wants to spend less time on data manipulation and more time on

actionable analytics in order to improve retail performance.

Abbott clearly understands that the value of business and retail intelligence resides in the aggregation, analytics, accuracy and reporting ex-

tracted from big data, as well as increasing the speed of the “Insight-to-Impact” cycle.

A recent Gartner study found respondent organizations were

losing an average of $9.7M annually as a result of poor data quality.

Tech Republic, another leader in IT advisory services, estimates that data scientists

and analysts can spend as much as 80% of their time cleaning and preparing data.

Atlas Technology Group helps FMCG companies reverse this trend. In doing so, Atlas customers improve productivity while accelerating the

speed and quality of their data-driven decisions. This supports proactive account team management while increasing the speed of course cor-

rections through early detection.

BEFORE ATLAS AFTER ATLAS

3

30%

10%

15%15%

10%

20%

Objectives (Directly from the RFP)

1.0 Unify all customers’ specific data sources for easy access and reporting

2.0 Manage weekly reception, load and maintenance of customer-specific data

2.1 POS (by store, by sku, by week) and Inventory (by week, by SKU, by store for WM and by warehouse for available customers)

2.2 Shipments by week by SKU by customer (pending Abbott approval to release)

2.3 Nielsen units and dollars sales by SKU by week (optional)

3.0 Provide on-going data quality validation, exception reports, cleansing and corrections, own data transfer process

4.0 Develop Abbot standard reporting, accessible through web platform, reports that can be easily manipulated

5.0 Maintain at least 3 years of historical data on going (initial historical data to be provided by Abbott)

Atlas will satisfy all of the above-stated requirements as well as the “weighted deliverables” below

Weighted Evaluation of Deliverables (Weighted)

COSTS

PRESENTATION and ON-SITE DEMONSTRATION

SERVICETIMELINESS

REPORTING

HIERARCHIES

- Available within 48 hours of customer data reception - Ease of access to reports- Pre-defined reports (Exhibits 1-4 in Appendices)- User ad-hoc reporting capabilities (tables & graphs) - Response time: available within seconds when requesting report- Flexible reporting, modify online, download to Excel, copy/paste in PPT- Internal QA process for data accuracy

- Implementation- Ongoing costs

- Multiple Hierarchical Levels - Product - Customer

- Live by September 30, 2018

- Training at launch and on-going- Max 48 hours on data upload and max 24 hours turn around on issues, from time of user identification (e-mail or ticket)1

- Process / Cost for on-going changes: reporting, adding customer(s)- How many persons on Abbott account2

- Process and cost for incremental enhancements (reports, customers, products, etc.)3

1 Applies to any instance controlled by Atlas 2 Resource allocations will vary based on time-lines and costs 3 Some enhancements incur minor additional costs. See Pricing on page 15 for more information.

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Solution: Functional OverviewThe scope of work includes data management and reporting services for Abbott’s predefined retailers.

Atlas solutions are deployed in a SaaS model. This approach increases the rate in which insight is transformed into impact. The SaaS model also

reduces human error, provides an efficient platform for upgrades, maintenance and support. The SasS model also helps in auditing system per-

formance and usage at the client level. Developing the required solution set requires close collaboration with Abbott personnel to implement

efficient solutions for data management and reporting. Specific services for data warehousing, data ETL (extracting, translating and loading)

and reporting as defined below:

Customer-specific POS data by:

- Store - SKU - Week

Warehousing inventory data for Walmart by:

- Week - SKU Store

Warehousing data for other retailers and distributors

will be by warehouse

Shipment data will be provided by:

- Week - SKU - Customer

Nielsen sales data (units and dollars) will be by:

- Week - SKU

End User Reporting:

A user-friendly self-service interface will be provided to

enable users to create/run/schedule/share reports and

report templates. This includes featured reports

(Exhibits 1-4), ad-hoc reporting, pre-defined customized

reporting, and full access to Atlas’ report library.* * The Atlas report library includes more than 6,000 templates; providing a very efficient and timely process for customization.

Vendor Network

Colocation

Windows Server Cluster 2012ETL & Application VM

ATLAS SaaS Application Diagram

Client

Windows Server 2012IIS Web Service VM

Cisco Adaptive Security Appliance

Retailer Data

httpsport 443

Vendor Firewall

httpsport 443

Windows Server Cluster 2012MS SQL Server 2014 Enterprise

Database VMClient Authentication

Redhat 7.2Vertica 7.2 Database Cluster

Customer Data* ATLAS uses TierPoint as a cololation provider in Tulsa, OK. ATLAS owns and maintains all hardware housing customer data

Atlas’s core capabilities center around its ability to manage disparate retailer data. With over 1500 databases, the core ETL logic has been vigorously field tested. With its broad scale, the system auto-detects data anomalies and includes “self-correcting” routines. Additionally, the Atlas database schema is flexible enough to handle multiple hierarchies of data pulls. For more infor-mation, please refer to the Technical Specifications beginning on page10.

SaaS Application

Diagram

5

The Need for Abbott to Partner with Atlas when Adding Retailers

Client on-boarding includes loading historical data provided by Abbott and developing the required routines for uploading Abbott’s retailers on

a predetermined frequency (usually daily or weekly).

NOTE: For Retailers Not Currently Providing Abbott or Atlas with Routine Data FeedsA member of the Abbott team will be required to serve as an intermediary during the retailer data acquisition process. This team member

must be knowledgeable in the following areas:

Retailer Data

Process for gaining access to the retailer data, available measures, frequency that data is updated, and business rules that should

be used for data validation. Atlas will share common practices used for on-boarding previous retailers to facilitate a structured

approach for capturing informational assets,

Business Use Provide information about how end users typically view/query data for reporting. This will help ensure Atlas develops data models

that satisfy the reporting needs of the end user(s). Note: The exhibits provided in Appendix A2 are good examples of current end-user

views. However, other visualization or reporting methods may be developed provided the Atlas development team understands the

function, purpose and application for each report.

Data Validation Once ATLAS has completed the historical data load from the retailer data source (if applicable), Atlas will request a user be available

to assist with data validation and provide a final approval, acknowledging the data/ETL processes are accurate.

Minimum data requirements include:

- Item List - Store Lists - POS (if available) - Shipments

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On-Boarding Abbott and Project MilestonesThe time-lines below represent estimates based on Atlas’ current understanding of Abbott’s requirements. Changes in data availability, user base, and the amount and complexity of Abbott’s reporting requirements may impact these estimations. The time-lines and milestones below are based on the following:

Retailers

Jean Contu | Katz (McKesson Rexall) | Loblaws | Shoppers | Walmart

Retail Distributors

Kohl & Fisch | McKesson | McMahon

User Base

4-8 Users

Reporting

Exhibits 1-4 (provided by Abbott)

Five additional reports (based on medium complexity).

Atlas maintains a report library in excess of 6,000 reports. These existing reports are often used as templates for report customization. This approach helps contain costs when developing client-specific reports.

Milestone Duration Sign-Off Required OwnerHistorical Data Loading 2 – 4 weeks No ATLAS

Retailer Integration 3 – 4 weeks Yes- Abbott Abbott/ATLAS

Data Validation 2 weeks Yes- Abbott Abbott

Custom Attribution 1 week Yes- Abbott Abbott/ATLAS

User Training (Client/Web) 2 weeks No Abbott/ATLAS

Review Custom/Stock Reporting 2 weeks No Abbott/ATLAS

Report Development 8 - 10 weeks Yes, per report- Abbott Abbott/ATLAS

On-Boarding Phase Completion Kickoff to Completion14-17 weeks Abbott/ATLAS Abbott/ATLAS

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Note: Several items listed above will be executed concurrently

Project Milestones DetailHistorical Data Loading (3 years history provided by Abbott)

Data Validation- ATLAS has internal processes for data validation, but most clients choose to validate high level sales/inventory data on their own. This is a highly-recommended activity.

Custom Attribution- In addition to data downloaded from retailers, ATLAS can create item or store attributes so that data can be viewed/rolled- up to the desired level(s). ATLAS initially creates the attributes; then it is the responsibility of the client to update/maintain.

User Training ensures all users are able to login to ATLAS and become familiar with system functionality. Typically, training is conducted in small groups (<10 users) in a 1.5 to 2 hour session. Larger user groups can be accommodated, but smaller groups tend to be more effective.

Review Custom/Stock Reporting includes reviewing specific reporting needs; then determining if a suitable stock report will satisfy the end user’s requirements. Utilizing stock reports instead of building custom reports will result in a reduction in overall report development time and related costs.

Report Development is often needed to transition from an existing reporting system, or reports from manual assembly, to auto-generation.

Report Development Life Cycle

The report development process is a collaborative effort between the client and ATLAS. The client is responsible for providing required information concerning data, layout, and calculations for the report. Any delays in providing this information will impact a timely delivery of the report.

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Notes Regarding Retailer Data and Custom Attribution

Data Loading - Format and Frequency

Retailer data is typically delivered/retrieved through a data portal provided by the retailer or a file that is sent/placed at a specific location

(secure FTP site). If the data will be retrieved through a data portal, the format and delivery method will be specified by the retailer. ATLAS

will retrieve the data at the frequency that is required by the client and available through the data portal (Daily or Weekly is typical for most

retailers,) If the data will be delivered to an FTP site, either directly from the retailer or by the client, the format/standard will be designed

cooperatively between ATLAS and the party delivering the data. The frequency of data delivery will be dependent upon the ability of the

delivering party. If this method is used for data delivery, the delivering party is responsible for providing the data in accordance to the agreed

upon data format/standard and frequency.

Custom Attribution – Permissions and Update Data

ATLAS has a function named Update Data that is used to maintain custom attribution. An ATLAS Customer Administrator can restrict access to

the Update Data functionality by user by accessing the User Management panel within ATLAS. ATLAS also has the ability to grant access to only

specific departments or at other levels needed by the client. This would allow a user to only update data that is within the business area they

support. Data rules can be created to notify users when data does not conform to the expected naming conventions, formats, or data types.

For example: Custom Item Attribute ‘Weight’ has a rule to only allow numerical values affixed with ‘lbs’ and user is trying to update a value

with the word ‘pounds.’ A notification will be displayed informing the user an error has occurred.

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Technical Specifications

Databases and Platforms

Atlas can use a variety of different hardware and database platforms throughout the offering including web servers and data processing nodes.

- Database Servers: Microsoft Server

- Data Warehousing Servers: Redhat Linux

- Database Platforms: Vertica 8.x (data warehousing) SQL Server 2016 (transactional systems)

Performance, Capacity and Scaling

Day-to-day user experience performance, load balancing and scaling for our web sites are managed through use of cutting edge technology and

advanced caching methodologies. Atlas uses redundant processing nodes that can handle high concurrency, as well as large datasets without

issue. Atlas maximizes caching to ensure users have a smooth user experience as they manipulate large datasets. The Atlas data warehouse is a

clustered architecture on high performance, enterprise-grade servers to ensure constant uptime and to optimize throughput. In addition to the

ability to provide fast data response for reporting and analysis, a clustered architecture provides a more scalable model than traditional data

blade-centered architectures.

Availability

Atlas’ high availability (multiple routers and switches) datacenter are due to redundant systems and site configuration, which enable services

to remain “live” during maintenance windows or unexpected failures. Atlas data clusters are RAID10. The data warehouse software has re-

dundancy built in as well. Atlas utilizes a pager tool to ensure that engineers are immediately alerted in case of system malfunction, Internal

escalation processes ensure issues are resolved with minimal disruption.

Back-Up, Retention and Recovery

Back-Up

All servers and data are routinely backed up on a predetermined frequency (daily, weekly, monthly) based on data criticality. All Atlas applica-

tion data is backed-up daily to an off-site location. Additional details are provided in the Atlas Disaster Recovery Plan on page 12.

Retention

Atlas retains all data stored in its data warehouse and transactional system indefinitely.

Recovery

Utilizing backups and on-call rotation, recovery time in case of emergency or hardware failure is acknowledged within 15 minutes and resolved

as quickly as possible with escalations and communication where necessary.10

Technical Specifications, cont.

Operability

Atlas will train all users in English. Atlas will provide formal on-site and web-based instruction. Atlas does not cap training hours (initially or

ongoing).

Security

Each user must create a secure account using a email address and password which is stored, encrypted and never seen or stored in plain text.

Access to data is controlled using this authentication at the application, database, and data table level.

Atlas keeps detailed user level logs on actions such as: User Logins, report runs, schedules created or queued, customer requests submitted

and statuses altered. In addition to our application logs, Atlas servers keep detailed logs of each query submitted to the database and the

source of the submission.

Data Transfer and Security Structure

All data is transported using HTTPS protocol by industry standard best practices and stored encrypted in our secure databases. Confidential

user information is stored with a salted PBKDF2 Hash algorithm.

ATLAS uses a four-tier security structure applied to the following:

- Hardware - Application -Database(s) - Data Table(s)

Atlas’ administrative internal hardware is behind a firewall and private network that is not publicly accessible. All public-facing applications

have application level security that utilizes encrypted password storage and contains minimal personal information (username, First and Last

Name, encrypted password). When the application communicates with the databases, there is additional authentication necessary to ensure

that no user can access data without proper authentication and authorization. Within each database Atlas includes table-level security to en-

sure users have the requisite rights and roles for accessing table-level data.

Atlas follows security management best practices as defined within ISO standards. All data collected is archived for a time and process logs are

reserved. Atlas’ task-tracking system is reserved indefinitely, which documents the stepwise progression of events as the task was worked and

resolved. The current state of the data once loaded into the warehouse is also validated to ensure data integrity.

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Technical Specifications, cont.Atlas Disaster Recovery Plan

Disaster Recovery Plan pg. 1 of 4

Title: Disaster Recovery Plan Version: 1.4 Create Date: June 12, 2013 Effective Date: June 12, 2013 Review Date: May 24, 2017

Introduction: The Disaster Recovery Plan is to be used in the event of a significant disruption to ATLAS’ core services. The goal of this plan is to outline the key recovery steps to be performed during and after a disruption of service to return normal operations as soon as possible. The specific objectives of this disaster recovery plan are to:

• Immediately mobilize a core group of leaders to assess the technical ramifications of a situation

• Set technical priorities for the team during the recovery period • Minimize the impact of the disruption to the impacted features and business groups • Stage the restoration of operations to full processing capabilities • Enable rollback operations once the disruption has been resolved if determined appropriate

by the recovery team Admin Contacts: All primary contacts will be notified in the event of a disaster. Primary Contacts

Name Contact Ryan Dugger Team Lead of Infrastructure

(479) 236-4649 [email protected]

Andy Sites Network Security Engineer


Chris Oswald VP of Engineering


Nick Dozier Chief Executive Officer


Pat Lockridge President


Shawn Beckwith Chief Operations Officer


Details Policy Owner Information Security Officer Intended Audience All employees, IT and contractors Security Environment All IT Assets/Organization wide Review Requirements Minimum Yearly

Details Policy Owner Information Security Officer Intended Audience All employees, IT and contractors Security Environment All IT Assets/Organization wide Review Requirements Minimum Yearly


Secondary Contacts

Name Contact Javier Escajeda VP of Category Solutions


Tony Curtis Director of Data Architecture


Nathan Helton Lead Software Engineer


Procedures:

Plan:

•On call personnel paged•Primary contacts engaged•Decision made around recovery strategies to be taken•Full recovery team identified

Response Phase

•Recovery procedures implemented•Coordination with other departments executed as needed

Resumption Phase

•Rollback procedures implemented•Operations restored

Restoration Phase

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Technical Specifications, cont.Atlas Disaster Recovery Plan, cont.


Applications are classified into one of four categories, Class 1 – 4, with Class 1 being Mission Critical Applications and Class 4 not requiring Disaster Recovery practices for the application. Each classification has a specified RPO (Recovery Point Objective) and RTO (Recovery Time Objective). Below is a matrix detailing each classification. Classification Description RPO RTO I Mission Critical Application 24 hrs 24 hrs II Tier 2 Applications 24 hrs 72 hrs III Tier 3 Applications 24 hrs 1 Week IV No DR Required N/A N/A

Step Owner Components Identify issue, page on call / Designated Responsible Individual (DR TEAM)

DR TEAM • Issue communicated / escalated • Priority set

Identify the team members needed for recovery

DR TEAM Selection of core team members required for restoration phase from among the following groups: • Application Development • Data Integration • Business Intelligence

Establish a conference call to coordinate next steps

DR TEAM Primary conference call Alternate / backup communication tools: email, communicator

Communicate the specific recovery roles and determine which recovery strategy will be pursued.

DR TEAM • Documentation / tracking of timelines and next decisions

• Creation of disaster recovery event command center / “war room” as needed

Execute Plan DR TEAM Track communication and status with the core recovery team.

DR TEAM • Provide feedback about service availability

Data Center Disruption

Contact TierPoint [email protected]

(405) 917-3700

Operate at a deprecated service level

Significant Dependency (Internal or External)

Disruption

Reroute core functions to backups

Participate in recovery strategies as available

Wait for the restoration of service, provide communication

as needed to stakeholders

Significant network or other issues

Reroute operations to backup processing unit / service (load

balancing, caching)

Wait for service to be restored, communicate with core stakeholders as needed


Send out frequent updates to core stakeholders with the status.

DR TEAM

Penalties for Non-Compliance: Non-compliance with any policy or standard may expose the Company to unacceptable risk. Any deviation can subject the offender to disciplinary action, including dismissal. If adherence to any policy or standard is believed to be unwarranted, documentation substantiating that assessment must be forwarded to the Information Security Officer and Human Resources.

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Services and Support

System Administration

System administration is provided through our web tool, which enables system administrators to manage users, assign privileges and rights,

while auditing usage.

Updates and Release Management

Atlas’ release strategy is not time specific. Adjustments in data structures (retailer and manufacturer) change frequently; therefore, minor re-

leases typically occur every two weeks. Major releases are determined by the needs of the end client. While client customization is somewhat

routine, we do monitor all customization needs as well as track customized reporting. Many of these previously customized routines become

part of our major releases, provided the release delivers added value to the general user base and does not dilute any of our client’s use as a

competitive advantage.

Confirmation of Participation Expense Atlas understands and agrees to be responsible for any cost incurred during the RPF process. These cost include, but are not limited to, the

following activities:

- Preparation, presentation and submission of this proposal and supporting documents

- Cost associated with in-person meetings for presenting and demonstrating Atlas’ solutions

- Conducting any due diligence and information gathering

- Any discussion and/or negotiation, if any, regarding the final agreement, deliverables and time-lines

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Pricing Basis Atlas’ pricing structure is comprised of two parts: 1) A one-time implementation fee and 2) an annual subscription fee. Atlas does not charge

a maintenance fee as all updates are included. The subscription fee includes all resources needed to deliver the system described herein on

or before the “go-live” date of September 30, 2018, and for ongoing support. Atlas will appoint a Client Services Manager to Abbott which will

serve as Abbott’s primary liaison for account management, custom reporting, training, and performance improvements. Requests received that

are beyond the scope of this RFP will be evaluated on a “per event” basis.

Pricing Estimated Pricing for “HCP & Institutional Accounts

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RetailersOne-Time

Implementa-tion Fee

Annual Subscription

Fee

- Jean Coutu $3,500 $21,000

- Katz $3,500 $21,000

- Loblaws $3,500 $21,000

- Shoppers $3,500 $21,000

- Walmart Included Included

Subtotal $14,000 $84,000

Retail Distributors

- Kohl& Frisch $3,000 $21,000

- McKesson $3,000 $21,000

Subtotal $6,000 $42,000

Grand Total $20,000 $126,000

HCP and Related Institutional

Accounts

One-Time Implementa-

tion Fee

Annual Subscription

Fee - HPC/Inst. Acct $2,000 $12,000

Note: Stated fees are based on adding a single account.

Integrating Nielsen data will incur a one- time setup fee of $5,000 total. It will not impact annual subscription fees unless the scope of reporting changes and new data sets are required.

Selecting a Long-Term, Strategic Technology Vendor

In order to support Abbott’s long-term vision, which includes the expansion of institutional clients and products, it is important to understand

the selected partner’s approach to technological innovation and how it protects itself from becoming functionally irrelevant - even obsolete.

Atlas is a recognized, leading provider of retail data management services and performance intelligence. However, maintaining this leader-

ship position requires constant evaluation of its clients’ needs and marketplace dynamics, as well as the integration of new technologies. In

the near-term, Atlas plans to accelerate the integration of machine learning, AI and natural language programming into its product mix. The

company is also investigating multi-cloud services to improve speed, security and accessibility. Blockchain technologies may also be integrated

across multiple, cloud-based platforms. Data transparency across the path-to-purchase is another way Atlas will strengthen the “insight-to-im-

pact” cycle while improving security.

Maintaining a Healthy Disdain for the Status Quo

For most clients, Atlas does not require extended, long-term contracts (provided the company is not developing customized solutions). This

forces the Atlas to maintain a keen focus on emerging technologies and act as “early adaptors” for technologies that improve its competitive

position as well as the position of its clients. Additionally, Atlas’ corporate culture embraces change and agility - key elements in the organi-

zation’s sustained success - as the level of innovation continues to increase exponentially, year-over-year. Atlas also believes in rapid test-and-

learn initiatives that enable its development team to quickly assess the value of new technologies. Once assessed, they may be integrated into

mainstream systems, incubated in “skunk-work” initiatives, or discarded after extracting relevant key learnings.

Note: Atlas does not offshore, outsource, or subcontract any function of our system, services or support.

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Omissions

The items below have been intentionally omitted for Atlas’ RFP response:

- Number of people on the Abbott account. This answer was omitted due to varying resource requirements across the on-boarding stages,

including: evaluation, development, testing, support, and customization. The creation of an Abbott-dedicated team is possible; however,

doing so will needlessly add cost to the program. However, as mentioned previously, Abbott will be assigned a single-point-of-contact

(Client Service Manager) for streamlining communications and accelerating the time-to-value cycle. Abbott will also have direct access

to the Atlas Leadership when needed.

Appendices

A1 | Atlas Vendor Profile .............................................................................. 18 - Company Overview

- Product/Services Portfolio

- Case Examples & References

A2 | Report Exhibits ................................................................................... 21 - Reviewing Shipments, POS and Inventory Trends to Estimate Inventory Load / Deload

- Reviewing Shipments and POS Trends to Forecast Sales in Coming Weeks

- Quick Snapshot for Monthly Commercial Review with Management

- Detailed Trend Analyses

A3 | Related Sample Reports and Dashboards .................................................... 25 - Sales Insights Dashboard - Performance Report

- 52 Week Item Performance

- Replenishment Action Dashboard

- Replenishment KPI Dashboard

- Promotion Analytics

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A1 | Vendor Profile

Atlas was founded in 2008 for the purpose of providing business intelligence services to the CPG industry. Today, Atlas is a wholly-owned subsidiary

of Advantage Sales & Marketing, providing a diverse solution set to help FMCG manufacturers increase sales and productivity. Services include:

- Data warehousing - ETL Services - Business Intelligence - Report/Dashboard Automation - Field Force Automation

- Predictive Analytics, Planogram Automation and E-Commerce/Digital Engagement Analytics

Note: Operationally, Atlas works in a modified matrix structure allowing Atlas operational autonomy, while availing Advantage Sales and Mar-

keting’s services and/or relationships upon request. The parent company provides ongoing support to Atlas in the areas of Human Resource

services and payroll.

Atlas Headquarters (Providing software engineering, client services and support, sales and marketing)

5214 West Village Parkway, Suite 100

Rogers, AR 72758

Atlas Regional Office

60 South Six Street, Suite 2800

Minneapolis, MN 55402

Advantage Sales and Marketing (Parent Company)

18100 Von Karman Ave # 1000

Irvine, CA 92612

Atlas by the Numbers

• 85 Member Team

• Custom Software Engineering

• Enterprise Solution

• All Channels, 15 Countries, 38 Retailers

• 145+ Customers

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• Customized reporting and an existing library of more than 6,000 reports

• Full Ad-hoc capabilities

• Automated POS downloads and validity checks

• User-defined, threshold-based alerts

• Daily Zero Sales, OOS, Ghost Inventory, and Traited Issues

• Highly Accurate and Flexible Algorithms

• Daily Dashboard of Retail Coverage

• Dynamic Routing

• Audit Any Store, Any Time, Anywhere

• Take Notes per Item, per Store

• Store & Retrieve Pictures in Store

• Sent to your Retail Service Company Automatically

• Automate and Customize the Modular Relay Process

• Reduce Time and Add more Science to the Modular Process

• End-to-End Complete Relay Solutions

• Improve Assortment, Drawing, Validation, Reporting, and Virtualization

• Manage, Analyze and Organize Digital Commerce and Behaviors

• Understand How Shopper Sentiment Impacts Brand Performance

• Use Strategic Content and Digital Influencers to Shape Messaging

• Visualize and Intelligently Dive into any Digital Data Set

A1 | Vendor Profile, cont.Intelligence and Productivity Applications

Automated Downloads of POS,

Inventory, etc.

Automated Intelligent Tasks

Generated

Task Sent to Retail Partner or Store Personnel

Task Worked at Store

Task Results Sent to Retail Partner

Task Results Sent to Atlas for Post

Execution Analysis

Atlas Monitors Execution ROI

Daily Reporting

Daily Data Feeds

Store / Item CombosAnalyzed Over Two

Week Time Frame to Determine Tasks

Retailer Back-End

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A1 | Vendor Profile | Case Examples of Vendor Consolidations & ReferencesShared with permissions

Hershey replaced Shiloh with Atlas in 2014. Hershey had the most demanding report/dashboard needs of any of our clientele. Hershey currently utilizes several Atlas products including: - Atlas Reporting Studio Business intelligence at the Walmart team (Target is being added at this time) - TRACE Supports Hershey’s dedicated retail organization - OSA+ Providing predictive analytics and threshold-based alerts to the in-store retail team - AMP Increasing productivity through the analytics and automation for drawing modular. - Data Management Data warehousing and ETL services Walmart in eleven countries

Atlas was chosen for a number of reasons, including:Its highly scalable platform: As Hershey’s needs grow, they needed a partner that could accommodate up to ninety retailers in an Enterprise platform.

Ease of use: Atlas could manage all of the details of ETL and BI (current and future state) with heavy involvement from Hershey Team members.

Customer service: Atlas was able to accommodate the changing needs of Hershey’s customers (internal and external).

NotesAtlas owns all of its code; making it better positioned to adapt to Hershey’s needs as the needs of their retailer base changes. Atlas’ on-site support staff was able to ef-ficiently accommodate system and visualization changes that improved the user experience and fueled adoption.

Smucker’s replaced RSI with Atlas in early 2015. Smuckers wanted Business Intelligence tools for their most strategic customers, including (Walmart, Target, Albertsons, Canada PetCo, PetSmart, Pet Supplies Plus and Tractor Supply.) Portfolio of Atlas products in use include:

- Atlas Reporting Studio for business intelligence across all retailers mentioned above- TRACE Supports Smucker’s dedicated retail team within the Pet channel

- OSA+ Providing predictive analytics and threshold-based alerts to the in-store retail broker - Data warehousing and ETL They are also leveraging Atlas to help prep data for faster utilization/realization of Tableau

Atlas was chosen for a number of reasons, including: More nimble platform: The Atlas interface is much more intuitive and easy to navigate.

Flexibility: Smuckers needed a BI tool that could bend to meet their needs.

Speed: Turnaround times with the predecessor were not sufficient.

Notes Atlas and Smuckers worked collaboratively to identify opportunities and to solve problems; even if it wasn’t the problem Atlas was originally hired to solve. Atlas has been called upon to assists Smuckers with: 1. Building data sets for data scientists 2. Solving for inefficiencies in field reporting 3. Improving response time of external visualization tools

Campbell’s moved from Orchestro to Atlas in 2016. Camp-bell’s wanted greater customer service and customization than they were experiencing. Campbells continues to use the following Atlas solutions:

- Atlas Reporting Studio for BI and reporting - OSA+ Providing predictive analytics and threshold-based alerts to internal and external retail personnel

Atlas was chosen for a number of reasons, including: Responsiveness: Campbell’s felt their current provider was slow to respond and inflexible with new requests.

Commitment to Customer Satisfaction: Atlas is built to accommodate the changing needs of every customers. Atlas engineers and Customer Service Managers are empowered to create client-specific re-ports, tools, and processes.

Notes All new client on-boardings are managed by an Atlas cer-tified Project Manager. This ensures all details/owners are assigned and visible to all stakeholders throughout the extended organization.

References

Fran Hughes Sr. Mgr. Advanced Analytics (404) 652-6619

Steve Carr Director, Category Mgmt & Shopper Insights (479) 286-6068

Alan Jackson Vice President of Sales (479) 271-9444 x8844

20

A2 | Report Exhibit 1Reviewing Shipments, POS and Inventory Trends to Estimate Inventory Load/Deload

SOURCE

21

A2 | Report Exhibit 2Reviewing Shipments and POS Trends to Forecast Sales in Coming Weeks

Clients WALMARTCategory (All)Family (All)Brand (All)Planning products (All) 2013 YTD 2014 YTD YTD vs LYTD Lts 4wks Vs LY Lts 4 wks Vs PriorForm (All) SHIPS $47,843,015 $43,469,984 -9.1% -32.7% 36.9%Stage (All) POS $40,367,482 $38,660,642 -4.2% -10.7% -6.8%Formulation (All)

WALMART (All) (All) (All) (All) (All) (All) (All)

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

Sale

s $

Week Starting

POS SHIPS

HOME

SOURCE

22

SOURCE

A2 | Report Exhibit 3Reviewing Shipments and POS Trends to Forecast Sales in Coming Weeks

23

SOURCE

A2 | Report Exhibit 4Detailed Trend Analysis

L12 L12 YA ABS CHG VAR% SHR SHR VAR (pts) MKT IMP INDEX DEV L12 L12 YA VAR% L12 L12 YA VAR% L12 L12 YA ABS CHG VAR% SHR SHR VAR MKT IMP L12 L12 YA VAR% L12 L12 YA VAR%

MEDICAL 215,032 195,575 19,457 9.9% 85.3% 1.1 34.1% 129 15,971 14,153 12.8% 20,794 18,567 12.0% 415,647 344,934 70,713 20.5% 58.9% 3.0 65.9% 31,192 22,408 39.2% 40,352 35,167 14.7%ENSURE 185,092 166,801 18,291 11.0% 73.4% 1.6 35.7% 136 13,666 12,131 12.7% 18,035 15,618 15.5% 333,269 279,311 53,959 19.3% 47.3% 1.9 64.3% 25,124 18,112 38.7% 32,372 28,526 13.5%

HP 38,152 35,412 2,740 7.7% 15.1% -0.1 23.4% 89 2,824 2,437 15.9% 4,244 3,465 22.5% 124,697 99,043 25,654 25.9% 17.7% 1.6 76.6% 9,366 6,409 46.1% 11,827 10,098 17.1%

PLUS 81,091 74,076 7,015 9.5% 32.2% 0.3 46.6% 177 6,073 5,500 10.4% 7,247 6,654 8.9% 92,852 79,546 13,306 16.7% 13.2% 0.3 53.4% 7,000 5,274 32.7% 9,212 7,984 15.4%

REGULIER 58,204 50,212 7,993 15.9% 23.1% 1.5 36.7% 139 4,211 3,737 12.7% 5,746 4,811 19.4% 100,271 86,160 14,111 16.4% 14.2% 0.2 63.3% 7,595 5,441 39.6% 9,879 8,919 10.8%

REGULIER 16-pack - - - 0.0% 0.0 - - 1,024 1,024- -100.0% 0.0% -0.2 - 59 -100.0% 112

FIBRE 3,870 4,079 209- -5.1% 1.5% -0.2 59.7% 227 287 266 7.9% 358 377 -5.1% 2,616 3,160 545- -17.2% 0.4% -0.1 40.3% 207 251 -17.6% 226 288 -21.6%

PREBIOTICS 3,427 2,633 794 30.2% 1.4% 0.2 21.2% 80 245 164 49.8% 407 275 47.9% 12,752 10,300 2,451 23.8% 1.8% 0.1 78.8% 950 674 41.1% 1,220 1,117 9.2%

PUDDING 348 390 42- -10.8% 0.1% 0.0 81.0% 307 26 27 -4.5% 33 36 -8.6% 82 77 5 6.1% 0.0% 0.0 19.0% 6 6 -2.1% 8 7 10.3%

GLUCERNA 29,940 28,773 1,166 4.1% 11.9% -0.5 26.7% 101 2,305 2,022 14.0% 2,759 2,949 -6.4% 82,378 65,623 16,755 25.5% 11.7% 1.0 73.3% 6,068 4,296 41.2% 7,980 6,641 20.2%

BARS 700 1,033 333- -32.2% 0.3% -0.2 16.5% 63 52 70 -25.7% 64 133 -51.7% 3,544 2,740 804 29.3% 0.5% 0.1 83.5% 254 205 24.0% 353 252 40.2%

LIQUID 29,240 27,741 1,499 5.4% 11.6% -0.3 27.1% 103 2,252 1,952 15.4% 2,695 2,816 -4.3% 78,834 62,883 15,951 25.4% 11.2% 1.0 72.9% 5,814 4,091 42.1% 7,627 6,389 19.4%

POS SALES FOR MCKESSON - L12 WEEKS PERIOD ENDING (10/07/2016) VERSUS ROM

RETAIL (SUM) RETAIL (SUM)PROMOTED (AVG)BASE (AVG)

ROMMCKESSONPROMOTED (AVG)BASE (AVG)

BAN

NER

SPE

RIO

DS

L12 L12 YA ABS CHG VAR% SHR SHR VAR (pts) MKT IMP INDEX DEV L12 L12 YA VAR% L12 L12 YA VAR% L12 L12 YA ABS CHG VAR% SHR SHR VAR MKT IMP L12 L12 YA VAR% L12 L12 YA VAR%

MEDICAL 215,032 195,575 19,457 9.9% 85.3% 1.1 34.1% 129 15,971 14,153 12.8% 20,794 18,567 12.0% 415,647 344,934 70,713 20.5% 58.9% 3.0 65.9% 31,192 22,408 39.2% 40,352 35,167 14.7%ENSURE 185,092 166,801 18,291 11.0% 73.4% 1.6 35.7% 136 13,666 12,131 12.7% 18,035 15,618 15.5% 333,269 279,311 53,959 19.3% 47.3% 1.9 64.3% 25,124 18,112 38.7% 32,372 28,526 13.5%

HP 38,152 35,412 2,740 7.7% 15.1% -0.1 23.4% 89 2,824 2,437 15.9% 4,244 3,465 22.5% 124,697 99,043 25,654 25.9% 17.7% 1.6 76.6% 9,366 6,409 46.1% 11,827 10,098 17.1%

PLUS 81,091 74,076 7,015 9.5% 32.2% 0.3 46.6% 177 6,073 5,500 10.4% 7,247 6,654 8.9% 92,852 79,546 13,306 16.7% 13.2% 0.3 53.4% 7,000 5,274 32.7% 9,212 7,984 15.4%

REGULIER 58,204 50,212 7,993 15.9% 23.1% 1.5 36.7% 139 4,211 3,737 12.7% 5,746 4,811 19.4% 100,271 86,160 14,111 16.4% 14.2% 0.2 63.3% 7,595 5,441 39.6% 9,879 8,919 10.8%

REGULIER 16-pack - - - 0.0% 0.0 - - 1,024 1,024- -100.0% 0.0% -0.2 - 59 -100.0% 112

FIBRE 3,870 4,079 209- -5.1% 1.5% -0.2 59.7% 227 287 266 7.9% 358 377 -5.1% 2,616 3,160 545- -17.2% 0.4% -0.1 40.3% 207 251 -17.6% 226 288 -21.6%

PREBIOTICS 3,427 2,633 794 30.2% 1.4% 0.2 21.2% 80 245 164 49.8% 407 275 47.9% 12,752 10,300 2,451 23.8% 1.8% 0.1 78.8% 950 674 41.1% 1,220 1,117 9.2%

PUDDING 348 390 42- -10.8% 0.1% 0.0 81.0% 307 26 27 -4.5% 33 36 -8.6% 82 77 5 6.1% 0.0% 0.0 19.0% 6 6 -2.1% 8 7 10.3%

GLUCERNA 29,940 28,773 1,166 4.1% 11.9% -0.5 26.7% 101 2,305 2,022 14.0% 2,759 2,949 -6.4% 82,378 65,623 16,755 25.5% 11.7% 1.0 73.3% 6,068 4,296 41.2% 7,980 6,641 20.2%

BARS 700 1,033 333- -32.2% 0.3% -0.2 16.5% 63 52 70 -25.7% 64 133 -51.7% 3,544 2,740 804 29.3% 0.5% 0.1 83.5% 254 205 24.0% 353 252 40.2%

LIQUID 29,240 27,741 1,499 5.4% 11.6% -0.3 27.1% 103 2,252 1,952 15.4% 2,695 2,816 -4.3% 78,834 62,883 15,951 25.4% 11.2% 1.0 72.9% 5,814 4,091 42.1% 7,627 6,389 19.4%

POS SALES FOR MCKESSON - L12 WEEKS PERIOD ENDING (10/07/2016) VERSUS ROM

RETAIL (SUM) RETAIL (SUM)PROMOTED (AVG)BASE (AVG)

ROMMCKESSONPROMOTED (AVG)BASE (AVG)

BAN

NER

SPE

RIO

DS

Detailed Trend Analysis

(Zoomed In)

24

Quick Reference

25

A3 | Sample Reports and Dashboards | Sales Insights Dashboard

26

A3 | Sample Reports and Dashboards | Performance Report

27

A3 | Sample Reports and Dashboards | Performance Report, cont.

28

A3 | Sample Reports and Dashboards | Performance Report, cont.

A3 | Sample Reports and Dashboards | 52 Week Item Performance

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30

A3 | Sample Reports and Dashboards | 52 Week Item Performance Detail

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A3 | Sample Reports and Dashboards | Replenishment Action Dashboard

A3 | Sample Reports and Dashboards | Replenishment KPI Dashboard

32

33

A3 | Sample Reports and Dashboards | Replenishment KPI Dashboard, cont.

34

A3 | Sample Reports and Dashboards | Promotion Analytics (Pre-During-Post)

35

A3 | Sample Reports and Dashboards | Promotion Analytics, cont.

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Documents

SELECTING A SINGLE-SOURCE PROVIDER OF DATA …cpgretailanalytics.com/wp-content/uploads/2019/01/Abbott-Atlas-RFP-Low-Rez.pdfThe impetus for this RFP is for Abbott’s Nutritional Division