© The Delos Partnership 2007 page 1 Ryvita Proposal for develop Sales Forecasting and Sales and Operations Planning process.

© The Delos Partnership 2007 page 2 We provide knowledge and experience in Vision development, Strategic Planning, Business Management and Change Management through Public and in-house workshops Public and in-house workshops Facilitation events Facilitation events Hands-on pragmatic consulting Hands-on pragmatic consulting Leading to better business performance We provide knowledge and experience in Vision development, Strategic Planning, Business Management and Change Management through Public and in-house workshops Public and in-house workshops Facilitation events Facilitation events Hands-on pragmatic consulting Hands-on pragmatic consulting Leading to better business performance VISIONVISION VISIONVISION STRATEGYSTRATEGY STRATEGYSTRATEGY TASK TEAMS WORKING SOFTWARE DETAILED POLICIES AND PROCEDURES DETAILED ROLES CULTURECULTURE DETAILEDKPISDETAILEDKPIS Account Management Customer Service

© The Delos Partnership 2007 page 3 Current Situation 1.Ryvita are a market leader in their sector of the foods market, supplying major supermarkets on a regular basis. 2.With continued product development the range has increased steadily to around 200 products. 3.In order to manage the increasing complexity and the impact on capacity, a formal Sales and Operations Planning process has been established and real results are beginning to be seen from this. 4.However, the systems support for this is reliant on multiple spreadsheets. There are no computer based [MRP or Capacity Planning] systems. 5.A project to implement a forecasting and replenishment planning process is in its early stages. Progress is being held back because: There is hesitancy around further systems implementation given the difficulties experienced with the implementation of Navision A clear need to manage capital expenditure carefully The pressure of day to day activities preventing time to be spent on developing the systems 6.An outline User Requirements Specification has been prepared to support the acquisition of the Forecasting and Planning system.

© The Delos Partnership 2007 page 4 Ryvita’s perceived requirement 1.Put together a robust case for the acquisition of the right software to manage the forecasting and replenishment of finished goods stocks. 2.Develop appropriate supply/capacity planning tools to support the management of internal capacity, third party suppliers and procurement of key raw materials. 3.Continue to develop a robust integrated Sales and Operations Planning process with which to manage the business. 4.Free up time currently devoted to manipulating spreadsheets to making more analytically based decisions that will save Ryvita time and money.

© The Delos Partnership 2007 page 5 Delos approach to problem The following outlines our generic approach to helping clients develop Forecasting and Sales & Operations Planning (SOP)

© The Delos Partnership 2007 page 6 Elements of our approach 1.We use consulting or facilitation to help identify issues, provide practical experience and guidance, and technical help on how to manage the key business processes. 2.We provide workshops which describe how processes, systems, organisation and culture should be developed and integrated, which support “culture change” 3.With this knowledge our clients – through project teams and task teams - are better equipped to develop the processes, systems and organisation themselves.

© The Delos Partnership 2007 page 7 Where would we add value to Ryvita? 1.Ryvita would benefit from having an independent review of the User Requirements report to ensure that the requirements are in line with “best practise”, are reasonable [not just wish lists] and would be sufficient to provide a proper Invitation to Tender document to software companies. We have extensive experience in this within our group. We will give pragmatic guidance in this area on: What to look for Which Software companies are likely to fit your needs Advise likely costs. 2.We could also help Ryvita during the selection process, in order to ensure that the software solution will really meet their needs. 3.We would also help in ensuring that a best practise Sales Forecasting and Demand Management process is developed, once the system is acquired. 4.Once this is implemented, we would then follow this through with a formal review of the Sales and Operations Planning process, in order to identify how and where the process might be further developed in order to get more benefit to Ryvita’s business targets.

© The Delos Partnership 2007 page 8 Proposal to Ryvita 1.Spend a day reviewing current ways of working, by interviewing those involved in the forecasting and planning process. 2.Review the current User Requirement Report and provide recommended solutions in terms of Forecasting/Replenishment planning software that will meet your requirements 3.Assist in reviewing responses from software companies, and providing recommendations on most appropriate solution. 4.Assist in putting together a project plan, together with charter, resource requirements, outline timetable and proper cost/benefit analysis. 5.Provide a workshop to assist in developing and designing the Sales Forecasting process, to be followed by detailed facilitation if required on developing the process. 6.Carry out a review of the Sales and Operations Planning process, and recommendations on areas for improvement. 7.Continued facilitation on development of the planning processes, as required.

© The Delos Partnership 2007 page 9 Costing for Programme from Delos ElementItemNumberCost perTotal Stage 1Review of existing systems, processes and data – Richard Watkins and Gordon Hammond Interview with sales, marketing, finance, and supply chain planning personnel Critique URR, and provide recommendations on appropriate forecasting/Distribution planning solutions. 2 days£ 1,500£ 3,000 Stage 2Assist in review of responses and recommend software partner. Work to prepare Project Plan, charter and cost benefit analysis to support the case. 3 days£ 1,500£ 4,500 Above costs exclude VAT and expenses – charged at cost. Mileage Charged at 60 p per mile.

© The Delos Partnership 2007 page 10 Costing for Programme from Delos ElementItemNumberCost perTotal Stage 31 x 2 day workshop to help design the detailed process Support from Delos Associate on writing up processes and developing detailed training material 2 days 10 days £ 4,250 £ 800 £ 8,500 £ 8,000 Stage 4Review of Sales and Operations Planning process Further facilitation of development as required 2 days 5 days £ 1,500 £ 3,000 £ 7,500 TOTAL COST IF ALL STAGES CARRIED OUT£ 34,500

© The Delos Partnership 2007 page 11 Key Assumptions for support from Delos 1.Consulting days by Delos Partners - £ 1,500 per day on-site. 2.Workshops - £ 4,250 per day for up to 12 delegates with 2 tutors to include preparation. 3.Consulting days by Delos Associates for detailed process and software development - £ 800 per day. 4.Expenses charged on an as incurred basis at cost for travel and accommodation. VAT charged where applicable. Mileage charged at £ 0.60 per mile.

© The Delos Partnership 2007 page 12 Some of our clients… The Delos Partnership

© The Delos Partnership 2007 page 13 Delos Team – as required PersonExperience Richard Watkins [lead]Implemented Sales Forecasting and Operational planning systems in ICI; 16 years education and facilitation experience with companies in FMCG, Chemical and industrial companies Gordon HammondImplemented Operational Planning systems, 17 years education and facilitation experience in industrial companies

© The Delos Partnership 2007 page 14 References PersonContact Number Mark Bass – Head of Supply Chain Sanofi Aventis Pharmaceuticals Ari Vartiainen – Demand Manager – Twinings Mark Easton Supply Chain Manager – Maxxium Limited Jan Frydenlund – Director of Sales and Operations Planning Levi’s EMEA +32 (2) Ian Ainsworth – Commercial Director Yoplait Dairy Crest Chris Laidlaw – Head of Global Supply Chain Norgine Limited [33] (1)

© The Delos Partnership 2007 page 15 Case Studies Details available from our Website at : The real beauty of Delos’ technique is that they teach you how to do it, but don’t do it for you. The key selling point was the fact that the plan could be adapted along the way, which you normally don’t get in a large company – its normally one model fits all

© The Delos Partnership 2007 page 16 Case Studies Details available from our Website at : One of our biggest benefits is that BNFL now has achievable plans and tools to help it achieve them. The best thing that they did was relate the practical education exercises to our business – so that the delegates could really understand their individual roles within the system and the changes that were required.