1. | Building the Effective Enterprise Customer Stories about Business Process Management (BPM) Richard Day – Senior Product Manager, QAD Chuck Macke – Director of IT, Ralcorp Frozen Bakery Products Doug Geyer – Business Process Consultant, Mueller Industries

2. | Building the Effective Enterprise 2 The following is intended to outline QAD’s general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, functional capabilities, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functional capabilities described for QAD’s products remains at the sole discretion of QAD. Safe Harbor Statement Customer Stories about Business Process Management (BPM)

3. | Building the Effective Enterprise 3 ■BPM overview ■Ralcorp Frozen Bakery Products ■Mueller Industries ■Summary ■Questions Presentation Agenda Customer Stories about Business Process Management (BPM)

4. | Building the Effective Enterprise BPM Overview Customer Stories about Business Process Management (BPM)

5. | Building the Effective Enterprise 5 Maps to Navigation Customer Stories about Business Process Management (BPM)

6. | Building the Effective Enterprise 6 Select Menus to Explicit Processes Customer Stories about Business Process Management (BPM)

7. | Building the Effective Enterprise QAD Business Process Management May, 2013 Chuck Macke

8. | Building the Effective Enterprise 8 ■A Leader in Private Label Frozen Bakery Products ■Channels  Food Service  Retail  In-Store Bakery ■Products  Cookies (#1)  Pancake / Waffle (#1)  Refrigerated Dough (#1)  Bread / Biscuits Who is Ralcorp Frozen? Customer Stories about Business Process Management (BPM)

9. | Building the Effective Enterprise 9 ■Trouble with master data ■How to “herd the cats?” ■Enter Data Source One (DS1) Previous Workflow Experience Customer Stories about Business Process Management (BPM)

10. | Building the Effective Enterprise 10 Previous Workflow Experience Customer Stories about Business Process Management (BPM)

11. | Building the Effective Enterprise 11 ■Replace DS1  Avoid DS1 upgrade & ongoing maintenance  Still need to know who’s got the ball  With BPM we gain concurrency  QAD is single source of the truth  Apply to other processes without (much) programming ■Lean Culture  Process is everything!  Need metrics to support problem-solving Why QAD BPM? Customer Stories about Business Process Management (BPM)

12. | Building the Effective Enterprise 12 Why QAD BPM? Customer Stories about Business Process Management (BPM)

13. | Building the Effective Enterprise 13 Ralcorp BPM Timeline Customer Stories about Business Process Management (BPM) End DateActivity 9/15/12Early Adopter Agreement 10/1Upgrade Progress,.Net, Java 10/31Install Q-Xtend 10/31Complete Configured Screens 11/21Complete BPM Workshop Dec/Jan(Mostly) Hiatus FebPractice Installs, Documentation, Training 3/11Go-Live – ISB Finished Goods TBDGo-Lives – All Finished Goods, Raw, WIP

14. | Building the Effective Enterprise 14 Item Maintenance Under BPM Customer Stories about Business Process Management (BPM)

15. | Building the Effective Enterprise 15 Item Maintenance Under BPM Customer Stories about Business Process Management (BPM)

16. | Building the Effective Enterprise Item Maintenance Under BPM 16

17. | Building the Effective Enterprise 17 ■Now  Process owners know “who’s got the ball”  Data mining to support problem-solving  Process participant work list  Retire the DS1 system!  In summary, faster to market! ■Future  “Heat Maps”  User-friendly metrics Anticipated Benefits Customer Stories about Business Process Management (BPM)

18. | Building the Effective Enterprise 18 ■Q-Xtend expertise needed ■Java programming ■Training ■Metrics ■Standard work, prototype, and continually improve Lessons Learned Customer Stories about Business Process Management (BPM)

19. | Building the Effective Enterprise BPM Implementation at Mueller Industries, Inc. Doug Geyer – Internal Business Process Consultant Approach and Lessons Learned

20. | Building the Effective Enterprise 20 ■Introduction to Mueller Industries, Inc. ■Why BPM at Mueller? ■Our BPM approach ■Lessons learned/benefits ■Next steps Agenda BPM Implementation at Mueller Industries, Inc.

21. | Building the Effective Enterprise 21 ■ Founded in 1914 ■ Headquarters in Memphis, TN  USA, Mexico, UK, China ■ Net Sales of $2.19 B in 2012 BPM Implementation at Mueller Industries, Inc.

22. | Building the Effective Enterprise 22 Mueller Locations BPM Implementation at Mueller Industries, Inc.

23. | Building the Effective Enterprise 23 ■ Plumbing Products (Wholesale & Retail) Standard Products Division BPM Implementation at Mueller Industries, Inc. ■ Wholesale – “Commodity” - Manufacture, Distribute ■ Retail – Breadth of Offering - Mfg, Buy/Sell, Distribute

24. | Building the Effective Enterprise 24 ■ Engineered Components Engineered Products Division BPM Implementation at Mueller Industries, Inc. ■ OEM Heating & Cooling, OEM Gas Appliances, and Engineered Tube

25. | Building the Effective Enterprise 25 ■ Brass Rod and Forgings Industrial Products Division BPM Implementation at Mueller Industries, Inc. ■ Various Industrial and Automotive Applications

26. | Building the Effective Enterprise 26 ■Multiple Businesses / Customer Types ■Many Process Variations ■Different Rules ■Multiple Process Owners ■Mueller has been looking for ways to embed process differences into our QAD toolset and try to minimize customization Why BPM at Mueller? BPM Implementation at Mueller Industries, Inc.

27. | Building the Effective Enterprise 27 ■Determined Applicability at Mueller ■Identified Candidate Processes ■Performed In-Depth Process Reviews ■Implemented.Net UI and Q-Xtend for Development ■Started with Standard New Part Template ■Modified Processes ■Tested ■Trained /Rolled Out Our BPM Approach BPM Implementation at Mueller Industries, Inc.

28. | Building the Effective Enterprise 28 ■Will your company accept the tool for all processes? ■Clean up your processes first! ■Identify need ■Identify how you really perform the process ■One size may not fit all Lessons Learned BPM Implementation at Mueller Industries, Inc.

29. | Building the Effective Enterprise 29 ■BPM helps engage all levels of users into work flow ■BPM provides work flow visibility ■QAD brought standard process templates, which were a good/adaptable starting point ■BPM provides the ability to develop and implement JIT concepts to the back office ■Process Modeler is an easy tool which enhances documentation & training ■QAD installation and support was/continues to be outstanding BPM Benefits BPM Implementation at Mueller Industries, Inc.

30. | Building the Effective Enterprise 30 ■New Supplier Process ■Accounting Processes  Manual Journal Entries  Month End Reconciliation ■Sales Order Administration ■Expansion of the New Part Processes Next Steps BPM Implementation at Mueller Industries, Inc.

31. | Building the Effective Enterprise 31 Summary Customer Stories about Business Process Management (BPM)

32. | Building the Effective Enterprise 32 ■Wave of global customer visits in June ■Review & give feedback on completeness  Capabilities  Processes  Your requirements ■Drive future BPM development ■Interested, contact  Richard Day: rpd@qad.comrpd@qad.com  Robert Cramer: rac@qad.comrac@qad.com QAD BPM Customer Visits Customer Stories about Business Process Management (BPM)

33. | Building the Effective Enterprise 33 ■Two great customer successes ■QAD BPM – Ready to use now Summary Customer Stories about Business Process Management (BPM) Navigate your journey to “The Effective Enterprise” with QAD BPM

34. | Building the Effective Enterprise 34 ■Attend these related sessions (or watch the replay):  The Power of Business Process Management  QAD BPM Training - Thursday & Friday ■Stop by the Solutions Expo ■Interested in BPM contact:  Richard Day – rpd@qad.comrpd@qad.com  Robert Cramer – rac@qad.comrac@qad.com Next Steps While at Explore Customer Stories about Business Process Management (BPM)

35. | Building the Effective Enterprise 35 ■Chuck Macke: cmacke@ralcorpfrozen.comcmacke@ralcorpfrozen.com ■Doug Geyer: dgeyer@muellerindustries.comdgeyer@muellerindustries.com ■Richard Day: rpd@qad.comrpd@qad.com ■Robert Cramer: rac@qad.comrac@qad.com Questions & Answers Customer Stories about Business Process Management (BPM)

36. | Building the Effective Enterprise www.qad.com ©QAD Inc. 2013 36