Today's global supply chains and hyper-connected consumers create unprecedented challenges for businesses in every industry, from food service to high tech to CPG to retail. RedPrairie CEO recently delivered this presentation to the 1,200 attendees of the Georgia Logistics Summit, where he described the challenges inherent in the ecosystem and highlighted opportunities within these challenges to earn competitive advantage.

1. Thriving in a Changing Ecosystem Finding Opportunity in Complexity

2. Source: Aberdeen Group, February 2011 Our Rapidly Evolving Ecosystem Global, Volatile, Unpredictable

3. And CEO’s Expect it to Get Tougher… Source: 2010 IBM Global CEO Study Source: Aberdeen Group, February 2011 Our Rapidly Evolving Ecosystem Global, Volatile, Unpredictable

4. Where There is Chaos…Opportunity

5. Caldwell’s 28% of 2011 US holiday sales will include Smartphones in the shopping journey Source: Logistics Viewpoints Source: IDC Retail Insights Consumers Expect Mobile Options Unprecedented Opportunities for those that Can Adapt Quickly to Changing Shopping Patterns

7. Customer Reviews

8. Video Demos

9. Deal of the Day

10. Store Locator

11. Order HistorySource: Logistics Viewpoints Source: IDC Retail Insights Consumers Expect Mobile Options Unprecedented Opportunities for those that Can Adapt Quickly to Changing Shopping Patterns

12. the top ten Facebook brands added 115 MILLION FANS Source: Logistics Viewpoints in 2010 Source: IDC Retail Insights Consumers Expect Social Options Unprecedented Opportunities for those that Can Adapt Quickly to Changing Shopping Patterns

13. Case in Point: Late last year, Proctor & Gamble began selling Pampers directly through Facebook… Technology Enabler All-Channel Platform 31,913 fans/month 1,000 orders/day the top ten Facebook brands added 115 MILLION FANS …and the results were impressive Source: Logistics Viewpoints in 2010 Source: IDC Retail Insights Consumers Expect Social Options Unprecedented Opportunities for those that Can Adapt Quickly to Changing Shopping Patterns

14. “I’ll have a medium triple-shot, half-caff, no whip mocha… extra hot.” Consumers Expect Personalization From Coffee to Tennis Shoes, Everyone Wants to Express their Own Sense of Style

16. Collaboration Consumers Expect Personalization From Coffee to Tennis Shoes, Everyone Wants to Express their Own Sense of Style

17. Relentless Globalization Technology Enabler All-Channel Platform 70M People cross the threshold to the middle class each year,and virtually all are in emerging economies Source: Goldman Sachs More Countries, More Complexity…More Customers

18. Consumer Responsiveness: 1958 Lag Time for Significant Changes in Store Demand to Cascade Across the Extended Supply Chain? 6 Months 8-10% Typical Out of Stocks at the Retail Shelf? Source: Logistics Viewpoints The Need for Speed -- and Accuracy While Velocity has Improved, Unprecedented Opportunities Exist for those that Can Anticipate Demand Accurately

20. CPFRSource: Logistics Viewpoints Typical Out of Stocks at the Retail Shelf? The Need for Speed -- and Accuracy Still 8-10% While Velocity has Improved, Unprecedented Opportunities Exist for those that Can Anticipate Demand Accurately

22. Data Integration PortalsManufacturers who diligently optimize their global supply networks are 73% more profitable than their peers Source: Deloitte Manufacturers, Suppliers, Transporters, Wholesalers, Retailers, Consumers, Lenders…

23. Supply Chain “Masters”Manage 75% of their Supply Base througha Formal Process Source: Accenture A Proliferation of Partners and Outsourcers More Complexity, and (Possibly) More Stability through Better Processes

24. 84% Employ a Supply-BaseSegmentation Approach 83% Automate Tracking/Reporting of Supplier Performance 80% Centrally Log and ProactivelyManage Supplier Contracts Source: Accenture A Proliferation of Partners and Outsourcers More Complexity, and (Possibly) More Stability through Better Processes

26. ScorecardsA Proliferation of Partners and Outsourcers More Complexity, and (Possibly) More Stability through Better Processes

27. Supply Chain Shocks: Mother Nature Highlighting the Importance of Planning for the Unplanned “The damage to production facilities and on export goods themselves will likely continue for the next several months.”

30. CEO’s of Companies with “Operational Dexterity” are 23% more intent on achieving an optimal balance between global and local markets Source: IBM CEO Study 2010 Supply Chain Shocks: Geo-Political Turmoil Striking a Balance between Global Integration and Local Relevance Leads to Agility

31. 5,678,000 The 124M product recalls in 2010 included… pounds of beef Supply Chain Shocks: Product Recalls Consumer Product Safety Improvement Act (2008), Food Safety Modernization Act (2011) Indicate Compliance and Recovery Plans are Now Table Stakes

32. 93% of consumers believe that recalls indicate whether companies care more about their own profits than they do about customer safety Source: Princeton University Supply Chain Shocks: Product Recalls Consumer Product Safety Improvement Act (2008), Food Safety Modernization Act (2011) Indicate Compliance and Recovery Plans are Now Table Stakes

34. Track and RecoverSource: Princeton University Supply Chain Shocks: Product Recalls Consumer Product Safety Improvement Act (2008), Food Safety Modernization Act (2011) Indicate Compliance and Recovery Plans are Now Table Stakes

35. The Mandate for Sustainability 93% 25% of CEO’s View Sustainabilityas Critical to Success of Consumers WouldSwitch Brands Givenan Ethical Alternative Source: Accenture Source: IBM Institute for Business Value Future Guardianship, Risk Mitigation, Competitive Opportunity

36. The Mandate for Sustainability However… 32% Conserving to Reduce Needfor Natural Resources Technology Enabler Green Dashboards 30% Innovating to Shift Needfor Natural Resources 30% Are Doing Nothing Source: McKinsey Quarterly Future Guardianship, Risk Mitigation, Competitive Opportunity

37. Collaboration, Workforce Management, Workflow, All-Channel Commerce Logistics Technologies Are Critical to Thriving in Today’s Ecosystem

39. 5,000 Trucks

40. 182 Warehouses

41. 1.1B Cubic FT

42. 2,500 Outlets

45. 30 Countries

46. 500 Sites

47. 15 Countries

48. 1,000 Stores

50. Greatest Positive Impact on Profits Next 5 Years? 51% 64% Growth of Consumersin Emerging Economies Shift of EconomicActivity Between Regions 63% 50% Technologies that EmpowerConsumers & Communities Increasingly GlobalMarkets for Labor/Talent 32% 52% Consumer Demand for Corporate Responsibility Increased Labor Productivityin Developing Markets Source: McKinsey Quarterly, January 2011 Where There is Chaos…Opportunity

51. RedPrairie At-a-Glance Largest supply chain and retail optimization company in the world Facilitating the flow of trillions of dollars of goods through the world’s most expansive supply chains 60,000 client sites/50 countries Warehouse Management, Workforce, Inventory, Transportation, Logistics and e-Commerce solutions

52. Thank You Michael MayorasCEO, RedPrairie