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CMP 1.0 System Overview CMP 2.0 Performance Benchmarking Readiness CMP 3.0 Performance Benchmarking CMP 4.0 Analysis and Deployment CMP 5.0 Development, Expansion, and Continuous improvement CMP System Education and Training Series Provides OVERVIEW of Supply Chain Strategy approach and Suppliers’ requirements for CMP 2.0 to CMP 5.0 engagement Focused on Supply Chain STRATEGY development and DESIGN training including the “how to “ of collecting information and data for obtaining SCORcard and “what” do to with it once attained Focused on MANAGEMENT of the performance data, collected after CMP 2.0 for the Suppliers who independently obtain a SCORcard (s) for applicable Business Platforms. (One SCORcard is required) Focused on DEPLOYMENT of solutions based on SCORcard data, metric root cause analysis and determining best practice to address closure of performance gaps Focused on process IMPROVEMENT and performance MONITORING and includes In- Plant/Facility Assessment and deployment of development, scorecards (including a Sustainability Scorecard), and Performance Dashboards

4 X Consolidated CMP Education and Training Series Details shown for CMP 2.0 through CMP 5.0 will be addressed during the appropriate training and or associated exercises.

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6  Listings of 1-3 Year Projected Sourcing Opportunity for CMP Suppliers  Suppliers must have completed CMP 3.0  Special Page to be located on secured DMSCA Web Page * 10/1/11

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8 Self Assessment Assessment Areas: 1.Commitment to Continuous Improvement 2. Performance and Results 3.Management Systems and Planning 4. Support for New Product Development 5. Process Quality Management 6. Mfg. Capability & Improvement Process 7. Subtler Relationship and Control 8. Financial and Material Control 9. Quality Systems (Conducted at conclusion of CMP 2.0) Self Assessment Assessment Areas: 1.Commitment to Continuous Improvement 2. Performance and Results 3.Management Systems and Planning 4. Support for New Product Development 5. Process Quality Management 6. Mfg. Capability & Improvement Process 7. Subtler Relationship and Control 8. Financial and Material Control 9. Quality Systems (Conducted at conclusion of CMP 2.0) DMSCA Engineering Assessment Areas: 1. Commitment to Continuous Improvement 2. Performance and Results 3. Management Systems and Planning 4. Support for New Product Development 5. Process Quality Management 6. Mfg. Capability & Improvement Process 7. Subtler Relationship and Control 8. Financial and Material Control 9. Quality Systems (Conducted as part of CMP 5.0 In-Plant Assessment) DMSCA Engineering Assessment Areas: 1. Commitment to Continuous Improvement 2. Performance and Results 3. Management Systems and Planning 4. Support for New Product Development 5. Process Quality Management 6. Mfg. Capability & Improvement Process 7. Subtler Relationship and Control 8. Financial and Material Control 9. Quality Systems (Conducted as part of CMP 5.0 In-Plant Assessment) As part of Organizational Readiness, this Assessment is done in sub-areas under each area listed on a 1-5 scale. The first Self- Assessment is done at the conclusion of CMP 2.0 and done again by CMP 5.0. The Assessment done by DMSCA Engineers in CMP 5.0 is part of the performance certification requirement. As part of Organizational Readiness, this Assessment is done in sub-areas under each area listed on a 1-5 scale. The first Self- Assessment is done at the conclusion of CMP 2.0 and done again by CMP 5.0. The Assessment done by DMSCA Engineers in CMP 5.0 is part of the performance certification requirement.

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10 Supply Chain Performance Attributes Areas Level 1-2 Metrics: -Reliability -Responsiveness -Agility -Cost -Assets Supplier closure of measured performance gap and reaching milestones is integral to Supply Chain Strategy and is a factor in determination of maturation. Supply Chain Performance Attributes Areas Level 1-2 Metrics: -Reliability -Responsiveness -Agility -Cost -Assets Supplier closure of measured performance gap and reaching milestones is integral to Supply Chain Strategy and is a factor in determination of maturation. Assessment Areas 1-5 Rating Scale: 1. Commitment to Continuous Improvement 2. Performance and Results 3. Management Systems and Planning 4. Support for New Product Development 5. Process Quality Management 6. Mfg. Capability & Improvement Process 7. Subtler Relationship and Control 8. Financial and Material Control 9. Quality Systems Summary scoring is conducted in above areas factor into numeric calculation for determination of performance maturation. Assessment Areas 1-5 Rating Scale: 1. Commitment to Continuous Improvement 2. Performance and Results 3. Management Systems and Planning 4. Support for New Product Development 5. Process Quality Management 6. Mfg. Capability & Improvement Process 7. Subtler Relationship and Control 8. Financial and Material Control 9. Quality Systems Summary scoring is conducted in above areas factor into numeric calculation for determination of performance maturation. CMP System Progression: CMP 1.0: Strategy; Design CMP 3.0: Management CMP 4.0: Deployment CMP 5.0:Improvement: Monitor Supplier progression through the CMP System is a basis of determining maturity and certification. CMP System Progression: CMP 1.0: Strategy; Design CMP 3.0: Management CMP 4.0: Deployment CMP 5.0:Improvement: Monitor Supplier progression through the CMP System is a basis of determining maturity and certification. Certification is based on: 1. Supply Chain Council SCORcard Performance Metric Gap Closure 2. Supply Chain Performance Maturation Areas 3. CMP System Progression Requirements Certification is based on a scale linked to the Capability Maturity Model Integration (CMMI ) model. Certification is based on: 1. Supply Chain Council SCORcard Performance Metric Gap Closure 2. Supply Chain Performance Maturation Areas 3. CMP System Progression Requirements Certification is based on a scale linked to the Capability Maturity Model Integration (CMMI ) model.

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12 Objective: Develop for internal performance management and to provide to Customer performance differentiating scorecards (and dashboards ) for strategic purposes and compliance with applicable Business Platforms Objective: Develop for internal performance management and to provide to Customer performance differentiating scorecards (and dashboards ) for strategic purposes and compliance with applicable Business Platforms Performance Benchmarking Scorecards

13 CMP 5.0 Sustainability GreenSCOR™ Scorecard (SCOR Best Practice) Objective : Aligning business strategies with resources to promote conservation and energy efficiency and optimization of supply chain operations for low carbon environment and development of a Sustainability Plan within context of overall Supply chain Excellence. Objective : Aligning business strategies with resources to promote conservation and energy efficiency and optimization of supply chain operations for low carbon environment and development of a Sustainability Plan within context of overall Supply chain Excellence. X ActivitiesExample of Metric AREAS Plan  Compliance cost  Emissions cost per unit Source  % of orders received with correct packaging  % of suppliers with current EMS system Make  Energy cost as a % of production cost  Waste produced as % of products produced Deliver  Fuel cost as % of delivery cost  % of carriers meeting environmental criteria Return  Products returned as % of products delivered  Return products disposed of versus remanufactured Enable  Facility energy cost as % of total cost  Down time due to non-compliance issues Major SCOR MetricsUnitsBasis Carbon EmissionTons CO₂ Unit of measure currently used for green house gas emissions and is a measure of the climate impact from CO₂ and other global warming air emissions Air Pollutant EmissionsTons or kg Includes emission of major air pollutants (Cox, NOx, Sox, Volatile Organics [VOC] and Particulate) Liquid Waste GeneratedTons or kg Includes liquid waste that is either disposed of or released to open water or sewer systems (these emission are generally listed on water emissions permits Solid Waste GeneratedTons or kgThe total solid waste generated by the process

14 The CMP 5.0 Supplier Lean Scorecard developed following the In-Plant Assessment is customized entirely to the Supplier’s requirements. While the SCORmark™ and GreenSCOR ™ scorecards are required, the Supplier Lean and Strategic Scorecards are recommended. The CMP 5.0 Supplier Lean Scorecard developed following the In-Plant Assessment is customized entirely to the Supplier’s requirements. While the SCORmark™ and GreenSCOR ™ scorecards are required, the Supplier Lean and Strategic Scorecards are recommended.

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16 Dashboard LevelsManaged ByViewed By DMSCASupplier Sponsoring Corporate Member Corporate Members Dashboard 1 - CMP Progression CMP 1.0 X-XXX Dashboard 2 - SCORcard ™ Metrics CMP 3.0 X-XXX Dashboard 3 - Customer Critical CMP 4.0 X-XX- Dashboard 4 -Process Critical KPIs CMP 5.0 X-XXX Dashboard 5 - Supplier Strategic KPIs CMP 5.0 XXXX- Performance Dashboards are deployed throughout the CMP. Corporate Sponsors can view a CMP Supplier’s Dashboard throughout the process. Other Corporate Members can view selected Dashboards. In CMP 5.0, Suppliers assume management control of their own Dashboard Performance Dashboards are deployed throughout the CMP. Corporate Sponsors can view a CMP Supplier’s Dashboard throughout the process. Other Corporate Members can view selected Dashboards. In CMP 5.0, Suppliers assume management control of their own Dashboard

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For more information, contact: David Burton Diverse Manufacturing Supply Chain Alliance 1700 Rockville MD, Suite 400 Rockville, MD (o) (o) (m) 18