Social Supply Chain: Linking Sales Intelligence to Supply Chain and Finance What Do Cloud, Your Demand Plan, S&OP and Sales Pipeline Have in Common? Undoubtedly, you have a lot of good information in your CRM system. But do you know how to best leverage it to manage your entire business, from Sales to Supply to Finance? Join Bruce Richardson, Chief Enterprise Strategist at salesforce.com for the webinar, "Social Supply Chain: Linking Sales Intelligence to Supply Chain and Finance - What Do Cloud, Your Demand Plan, S&OP and Sales Pipeline Your Have in Common?" This webinar will provide guidance on how to fill the "missing link" in your sales and operations planning (S&OP) process-leveraging the intelligence contained in your sales pipeline to inform your consensus demand planning process. This is an important step towards the Social Supply Chain. Bruce will explain how you can: 1. Evolve your operations into a Social Supply Chain 2. Aggregate pipeline information for supply/demand balancing and operations planning decisions 3. Provide visibility and insight into significant pipeline assumptions, expectations and changes 4. Translate pipeline confidence into accurate revenue and margin projections for better Integrated Business Planning (IBP) To learn more about S&OP or IBP please visit: http://www.steelwedge.com/solutions/

1. Single Line of Sight: Plan, Perform, Profit
Social Supply Chain: Linking Sales Intelligence to Supply Chain and
Finance
What Do Cloud, Your Demand Plan, S&OP and Sales Pipeline Have in Common?

2. 2© 2014Steelwedge Software, Inc. Confidential.
Bruce Richardson
Background
Bruce Richardson is an SVP and Chief Enterprise Strategist in the Industry Business
Unit at salesforce.com. He brings with him more than 30 years of experience in the
technology field. In this role, he is responsible for expanding the company’s reach into
the value chain.
Bruce joined Salesforce in October 2011. Bruce’s link to Salesforce began during his
tenure as Chief Research officer at AMR Research. During his 20 year career there,
he led the firm’s coverage of ERP, enterprise applications, virtualization and cloud
computing, visual applications, and the “future of work.” Over that period, the
company grew from a three person startup to become the leader in research and
analysis of enterprise applications and supply chain management.
AMR was acquired by Gartner in December 2009. Bruce graduated from Boston
College. He is a member of the BC Technology council.
Chief Enterprise Strategist
Salesforce

3. 3© 2014Steelwedge Software, Inc. Confidential.
Ed Lewis
Background
With over twenty years of experience leading design, development and marketing of
S&OP and supply chain solutions, Ed is responsible for market assessment,
requirements definition and go to market strategy.
Prior to Steelwedge, Ed was CEO and President of Amitive, Inc. (acquired by GXS)
which he founded in 2004. Under his direction the company grew from start-up to a
leading cloud supply chain planning provider controlling complex supply chains
around the globe.
Prior to launching Amitive, Ed designed and implemented global SCM solutions for
numerous companies, including Mitsui & Co., as a Sales and Operations executive
and consultant. Ed holds a Juris Doctorate from Western State University, College of
Law.
Vice President, Product
Marketing and Planning
SteelwedgeSoftware Inc.
3825 Hopyard Rd
Pleasanton, CA 94588
Tel : (949) 588-1495
elewis@steelwedge.com

5. Safe Harbor
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Thispresentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties
materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed
or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-
looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any
statements regarding strategies or plans of management for future operations, statements of belief, any statements concerningnew,
planned, or upgraded services or technology developments and customer contracts or use of our services.
Therisks and uncertainties referred to above include– but are not limited to – risks associated with developing and delivering new
functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our
operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any
litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively
limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and
successfulcustomer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise
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on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. Thesedocuments
and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Website.
Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available
and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based uponfeatures
that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.

6. Supply Chain? You’re a CRM Company!

7. SCM Evolution Over 30+ Years:
1980s Mini-
Computers
Reign
Custom Systems
MRP II
DRP
Supply Chain Execution
Finite Capacity
Scheduling/
Leitstand
Early 1990s
RISC/Unix
Boxes
First Memory-
resident apps:
Birth of APS
Mid-1990s
Client/Serve
r Computing
First Planning
and Execution
Suites
2000s
Mobile
Native Mobile
Apps
POS, TMS,
Labor, Inventory
Mgmt,
Dashboards,
Catalogs
2014-2017:
Everything is
Connected
Social Business Processes,
The Social Supply Chain
Big Data/Analytics
Internet of Things
1999:
Cloud
Computing
Trading Hubs,
Web Apps for
Procurement,
Transportation,
S&OP

8. Poll #1
What is your role?

9. All Business Processes Are Social!
Supply Chain
Sourcing
Logistics
Product Development
New Product Launch
Trade Promotion Mgmt
Talent
S&OP

10. Convergence of structured data from
execution and planning systems and
unstructured data/collaboration used in
real decision-making.
Need a closed-loop “system of
engagement” that captures the major
“events” and the corresponding
commitments and decisions made
internally and with customers, suppliers
and logistics partners.
Tie sales insights to planning.
Use Social Listening tools for demand
sensing and competitive advantage.
#Orders, Shipments, Payments,
Forecasts, Inventory, Shortages in near
real-time …
Defining Social Supply Chain:

11. Here’s What Chatter Looks Like:

12. September 2012:
• Facebook: 900 Million
• LinkedIn: 177 Million
• Twitter: 140 Million
Today:
• Facebook: 1.3 Billion
• LinkedIn: 277 Million
• Twitter: 646 Million
Social Listening for Competitive Advantage:

13. Will We Ever Balance Demand and Supply?

14. Infamous Missed Opportunities

15. Still Haven’t Learned Our Lesson!

16. And Still It Continues.

17. It’s Only Going to Get More Complicated.

18. How Can We Sense and Shape Demand?
Connected
Customers
Serve Customers
Everywhere
Connected
Service
Sell 1:1
from
Anywhere
Connected
Sales
Market 1:1 in
the Digital
World
Connect
Customers
Everywhere
Connected
Marketing
Connected
Products
Connected
Employees

19. Poll #2
Is your CRM data integrated into
your planning process?

20. That’s Why We’re Partnering with

21. Product Customer Supply Source
Attribute 1, 2, 3, n Attribute 1, 2, 3, n Attribute 1, 2, 3, n
Hierarchy
Attributes
All
BU
Series
Family
Sub Family
Product
All
Geo
Country
Region
Territory
Customer
All
Supply
Region
Supply Site
Supply Resource
Ensure Time to Value with the Cloud.

22. Demand Visibility & Sales Pipeline
Bridges
the Planning Gap
between CRM & ERP
ERP
TIME >
SALES>
Existing Business
Account Management &
Reoccurring Business
Pipeline
Forecast
New Business
+ Close Trends
Pipeline Fill
New
Business
SFDC
Sales Pipeline Bridge Links Sales Opportunities to Drive Operations Plan

23. Delivering on the Promise of S&OP:
Steelwedge
S&OPis about human
collaboration.
Interaction and teamwork
“Network effect”
Key to S&OP successis
technology adoption.
Inclusive
Valuable to all participants
…Butmost technologyon the
markettoday is not fit for S&OP.
Made for functions, not cross-functional
Designed for the wrong user
Closing the Gaps in S&OP Study 2013: CSCO
Insights
After 30+ years of S&OP, only
11% rate themselves as
Excellent or World-Class.
83% were only using
spreadsheets & limited tools.
46%
37%
Mostly Spreadsheets
Some Tools, More Needed

24. There’s a Lot More to Come!

25. © 2014Steelwedge Software, Inc. Confidential.
Single Line of Sight: Plan, Perform, Profit
What do Cloud, Your Sales Pipeline and Your
Demand Plan Have in Common?

26. © 2014Steelwedge Software, Inc. Confidential.
Sales Pipeline Bridge

27. © 2014Steelwedge Software, Inc. Confidential.
Challenges: CRM Data for Demand Planning
CRM contains valuable Demand Planning
data ... but most often is not integrated.
System of Record for the Sales organization.
Provides most up-to-date information on
current Opportunities.
No direct translation between CRM data and
demand planning terms. Often maintained at
an aggregate level - family, sub-family.
Volume
Orders
Vague
opportunities
Time
M01 M02 M03 04 M05 M06 M07 ... M12 M13
Translation to Demand Planning terms required to
unlock the value in CRM data : value to volume,
quarter to month, product group to sub group etc.
Statistical forecast alone insufficient for Opportunity
driven business models (CTO, ETO, MTO, Projects).
Forecast

28. © 2014Steelwedge Software, Inc. Confidential.
Steelwedge Sales Pipeline Bridge
Forecast Opportunity Forecast Opportunity
Sales Manager
AccountManager in Steelwedge
• Review:
• Backlog
• Shipments
• Prior Forecast
• Link to SFDC Opportunities
• Revise Field Sales Forecast
Sales Manager in Steelwedge
• Review ConsolidatedSales Forecast
• Link to SFDC Opportunities
• Analyze Exceptions
• Approve Plan
Account Manager
Sales Pipeline Bridge
OpportunitiesForecasts
AccountManager in Salesforce.com
• OpportunityManagement
• Review ConsensusSales Forecast
Sales Manager in Salesforce.com
• Review ConsensusSales Forecast
• Forecast Reports and Analysis

29. © 2014Steelwedge Software, Inc. Confidential.
Best Practice CRM/Pipeline Integration
Objective: Integrate CRM Pipeline data into the Demand Planning process
Key Considerations
• CRM use case in Demand Planning;
• Information only
• Active part of the unconstrained forecast
• Business Rules and Criteria to include CRM data;
• % probability
• sales stage
• big deals
• exceptional demand
• Configure to Order attach rates for product options
• Conversion Rules
– Revenue to Volume
– Time Phased Data e.g. quarters to months
• Manual Opportunity override, inclusion or adjustment

30. 30© 2014Steelwedge Software, Inc. Confidential.
Insert SPB screenshots here
Link to
ESOP
Opportunity Pipeline via
Sales Pipeline Bridge
on
Opportunity Pipeline for S&OP Planning

31. 31© 2014Steelwedge Software, Inc. Confidential.
2.42 Acct Mgr RE Laptops Max Stores-M
Opportunity Pipeline via
Sales Pipeline Bridge
on
Opportunity Pipeline Detail

32. 32© 2014Steelwedge Software, Inc. Confidential.
Confirmed S&OP Sales Plan

33. 33© 2014Steelwedge Software, Inc. Confidential.
S&OP Success with Steelwedge
Demand
Planning,
SCM/APS
Systems
ERP, Financial,
& Transactional
Systems
SAP, Oracle, etc.
Industry
Data
Single Cross-Functional
Planning Environment
Interactive planning for:
• All S&OP Stakeholders
• Plan Review
• Overrides
• Assumptions
• Scenarios
• Consensus Process
• Pre-S&OP
• Executive S&OP
• Audit Trail
Systems Landscape
Product / Sub-Family
Customer
Revenue
Product / Family
Territory / Region
Revenue
Product / Family
Promotions
Revenue
Product / Family
Region
Units & Revenue
Product
Stock Locations
Units and Inventory
Family / Series
Territory / Region
Revenue, Margin & Cash
Family / Series / BU
Geo
Revenue, Margin & Cash
Product
Production Site
Units and Capacity
Family / Series / BU
Geo
Revenue, Margin & Cash
Family / Series / BU
Geo
Revenue, Margin & Cash
Planning TermsStakeholders
Account Managers
Sales Managers
Marketing
Demand Planners
Supply Planners
Production Planners
Finance
Executives
Customers
Suppliers
Cross-functional
Planning
Environment

34. © 2014Steelwedge Software, Inc. Confidential.
Managing the Translation between Functions
Sales, Marketing,
Product Management,
Demand Planning
Demand
Inventory, Production,
Procurement and
Allocations
Supply
Profit & Loss,
Balance Sheet
Finance
Executive
Dashboards
Executive

35. © 2014Steelwedge Software, Inc. Confidential.
Planning
Dashboard
Steelwedge Enterprise
Enabled Excel
Slice of view
(hierarchy)
Time series of
key figures
Planning data
for review and
updates
Planning Views Combine Planning, Analytics in Familiar UI
Capture institutional
knowledge /
assumptions

36. © 2014Steelwedge Software, Inc. Confidential.
SteelwedgeProduct Brief: Sales Pipeline Bridge
Sales Pipeline Bridge
Challenges
• Statisticalprojections alone are
insufficient for Opportunity driven
business (CTO, ETO, MTO).
• Opportunity data is higher-level,
aggregate data. Not directly useful for
Demand Planning
• Translation to Demand Planning terms
required
 Value to Volume
 Quarter to Month
 Family to Product
Solutions
• Intelligent filtering and translation of sales
opportunities into the demand
management process render an accurate
view of demand.
• Provides systematic way to manage sales
forecasts based on opportunities period
to period
Key Features
• Intelligent opportunity
filtering and translation
• Recognizes and transforms
CRM and SFA data
• Correlates to ERP and SCM
data
• Dramatic forecast
improvement and enterprise
alignment.
© 2014Steelwedge Software, Inc. Confidential.
1 Click
Hyperlink back to the
SFDC CRM
2 Step
Threshold filtering for up
to six filters on opportunity
selection
Quick Facts:
Executive S&OP
S&OP
Sales
S&OP
Operations
S&OP Collaborate
S&OP
Insight
S&OP
Apps

37. © 2014Steelwedge Software, Inc. Confidential.
Appexchange Listing

38. © 2014Steelwedge Software, Inc. Confidential.
Appexchange Listing – Sneak Peek

39. © 2014Steelwedge Software, Inc. Confidential.
Q&A

40. © 2014Steelwedge Software, Inc. Confidential.