Spare parts hub Harmonization

1. Spare parts hub Harmonization JP Cabrera Updates: V1: 16/05/2008 V2: 20/05/2008 V3: 06/06/2008

2. Summary: Mission Project Team Project Deliverables Project process structure Processes in scope High level IT and Masterfiles definitions Project Workplan Detailed Planning Project Costs Open Action list

3. Acer and Packard Bell want to take substantial advantages of repairing the Packard Bell products in the Acer Repair Centers. To do so, the implementation of PLS in Angers is a pre-requisite, to enable the RC to order spare parts for repair. The dependency between the two projects requires that this project Team delivers the fully integration of PLS in Angers for the 1st of August. Mission

4. Project Team Structure Functional Orgchart Piloting Committee IT Experts Project leaders Business Experts

5. Project Deliverables

6. The Team commits to deliver: A presentation up-to-date with: a project charter, a detailed planning with owners, dates, completion status costs of the project status of the project actions list for open questions and escalations PLS implemented in Angers: Process study Process changes in Angers (and Esplex), where required Adjustments and ‘Add Ons’ in PLS where required Data elements migrated from current tools to PLS Interfaces with existing tools and applications Implementation and deployment CSS Field Service Delivery functionalities implemented Best capabilities in screening and recovery are implemented.

7. Project Process Structure

8. The Piloting Committee meets every Friday for workshops synchronization , high level escalations and structural decisions The PLS and CSS experts train the project members, help to set-up the prototypes, help to specify the new activities, propose solutions to use the max of applications functionalities The Project Leaders contribute to the project, by organizing the meetings with the business experts, facilitating the communication between the members, following the progresses and escalating the difficulties to an upper level. They warrants the tasks in their scope are due on time. The Business Experts have to specify their new way of working by adapting their processes using the existing functions of PLS and CSS, requiring an adaptation of the application when mandatory, formalizing the new processes in a document (form for specifications), writing the new procedures and instructions, formalizing the inconsistencies when testing (form for UAT replication). They commit to deliver the tasks in their scope in due time, and ensure that their activity can start smoothly at the GO-LIVE. The Project Manager drives the project, gives the visibility on the achievements, liaise with the IT Workshop for synchronization, ensure that the deliverables follow the plan, and assists the members when facing issues

9. PROCESSES IN SCOPE

10. Process overview Process analysis

11. HIGH LEVEL ITand Masterfiles definitions

12. Current PB Information Systems architecture in scope

13. Mid term PB Information Systems architecture DWH PDB GNSD Xelus PLS PBBV 4 PBOMS Portal 5 BizTalk PIBB2B (ex CSA) RL (RLCS) 6 8 CSS PBBV (Interventions) PSFT CVS Sonsys (Call center) 7 2 1 7 PB TPM CSS Acer NS (Repair Center) 3 KB

14. SIR passed to BTK with Service Type BV and TPM destination. BTK will transform message (P/N+S/N, warranty condition, error codes,…) and route to right CSS: CSS BV for all countries with only PB TPM service that receives current PB message, or CSS Acer NS for countries where ACER RC is available. To adapt capacity, Acer RC can pass intervention to local “PB” TPM that remains managed and paid by PB. To allow existing PB applications continue using PDB, the new products supplied by Acer Supply Chain will have S/N records pushed from GSND to PDB. To allow Acer applications accessing PB SN information PDB will be exposed as a Web Service to CSS and PLSIn the transformation an Acer SN will be created Joining PB P/N and PN S/N, and vice versa. PB TPM and ASP will continue placing orders through the PIB section in CSA portal. The basket is pushed into PLS portal that will manage the spare part orders onwards. RLCS functionality will be supported through a slight modification in the PLS RL module. RPA Matching information will be passed from PLS RL to CVS IN addition to the current way to place an RPA ( that should be renamed RMA) through the CSV file, the TPM and ASP will be offered the possibility to create a case in CSS PBBV ASP Module. This will allow to validate warranty claim and get problem information beforehand Mid term PB Information Systems architecture

15. Overview of Acer EMEA CS Systems CSS Call Center / Repair Center ASP Authorized Service ProviderDCS Dealer Care SystemsDPS Demand Planning SystemSIC Service Information CenterAFR Annual Failure Rate SystemEMS Escalation Mgmt SystemAAW Acer Advantage WarrantyPLS Parts Logistics SystemPLM Product Life Cycle MgmtITW International Traveler WrntyESR EMEA Service Reporting Infrastructure & Technology Microsoft .NET Framework 1.1 & 2.0 Smart Client, Infragistics, Crystal SQL Server 2000 SP3 -Cluster Windows 2003 Server SP1a Acer 710 servers As of Jan 2008

16. MASTERFILES IT Tasks Scheduling

17. Solution to manage the central remote stocks (to be discussed) Supplier Forecast ASP Mgmt Vendor ASP Shipments End Customer Quality PLS BV CSS BV Defective Out Stock Out Intervention Plan/ Demand Easy Xelus Dhl Swap Auto Allocation Shipment Based on the Order Consign Pick/Pack/ Ship to Customer Swap MRQ Sale / Market Return DSG D1 / SonSys Diff. Loc Same. Loc MMI / SDO People Soft

18. Activity Flow - DHL (Similar to Easy Repair Flow – PLSBV) Supplier Shipment from Supplier Allocate/ Generate Picklist from DHL Whs Receipt of Defective Place order to Supplier From PSFT / PLS Advex Order to PB PLS (Angers) DHL DHL Receipt in DHS Whs PLS (DHL) Bad to Bad Stock Transfer to Main Whs in Angers Receive Defective from Customer & make entry in PLS Ship to Customer and generate the UPS Label ?sce type CSS (FSD) Assign the new monitor part # Case Sync Case Type = Advex Swap Auto upload from CSS to generate Advex order based on intervention Close the case De Asset the case, move to Awaiting Defective FSD has to log into PLS to check for the stock information Need to check with CSS team – as this happens without Stock movement – they need to do some adjustment Sonsys (CC) Case Creation with Defective Part # Finance PB Finance needs to map the flow – to complete the financial transactions

19. Project Workplan

20. Prototype, Process spec. Adapt proc. & instructions Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Adapt proc. & instructions Adapt proc. & instructions Prototype, Process spec. Adapt proc. & instructions Test & corrections, training Test & corrections, training Developement Business Specifications Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Test & corrections, training Prototype, Process spec. Test & corrections, training Test & corrections, training User Acceptance Test Test & corrections, training Test & corrections, training Adapt proc. & instructions Adapt proc. & instructions Test & corrections, training Prototype, Process spec. Prototype, Process spec. Test & corrections, training Prototype, Process spec. Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Prototype, Process spec. Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Adapt proc. & instructions Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Prototype, Process spec. Plan and analyze Go Live & ramp up Go Live & ramp up Logistics Hub Harmonization ROADMAP Approved By: Author: Jean-Pierre Cabrera Reviewed By: Not authorized Version: 1.4 Implementation Plan March 2008 August 2008 Workstream Sub Workstream June 2008 July 2008 Leader Expert April 2008 May 2008 Xavier PO Creation François Receiving and bining Regis Frederic New Supply Mgt Detailed Business specifications Product and Supplier Master files set-up and maintenance Xavier François Sales Order entry Jean-Pierre Order Management Chrystelle Order mgt Jean-Pierre Chrystelle Jean-Pierre Substitution mgt Chrystelle Customer and Service Partners Master files set-up and maintenance Prepare test scenarii Jean-Pierre Chrystelle MRQs Chrystelle Nella Intervention Management Easy repair Chrystelle Nella Jose Monitors Nella Chrystelle Other types Nella Regis Problem replications Spares parts Shipments Pick Pack Ship Arnaud Jean-Pierre Customs & transport Luc Material transfers (DHL–Modus–DSGI) Etienne Xavier Regis RPA Bad Virginie RPA Good Regis Frederic Transfer (DSGI) Reverse logistics Etienne Xavier Monitors Easy repair Regis Thierry Screening and routing Integrated Testing environnement Part 2 Regis Thierry Xavier Scrap Etienne Integrated Testing environnement part 1 Resell Benoit Xavier Return to Vendor Repair François Xavier IT Synchronization Credit François Xavier System access + Systems / IT Migration Finance

21. Project Planning Overview Detailed Project Planning

22. Project Costs

23. The costs are not completely defined Costs overview: Investments for PLS implementation at Angers: 139k€ equipments boxes shelves Extra Human Resources: 90K€ extra resources needed to replace people working on the project for day to day activities extra resources needed to manage the changes (shelves, boxes, labelling) extra resources needed when training the operators to the new processes extra resources needed for the ramp-up period, when the standard level of productivity is not reached again Travels: 15K€ Investments, due to the new lay-out 80K€

24. Open Actions

25. Open actions Visibility

26. End