S1-S6 fulfillment

1. Integrated system business increases relevance & strengthens differentiation with focus accounts

INTEGRATED SYSTEM BUSINESS INCREASES RELEVANCE &
STRENGTHENS DIFFERENTIATION WITH FOCUS ACCOUNTS
E
P
C
• BIM Design Services
• Libraries and plug-ins
• Contract Management
• Automatic Material Take-Offs
• Cutting, Kitting, Preassembly
• On-site training
Focus applications where we can
win:
E&I supports
├
Piping & HVAC supports
├
Integrated Floor Systems
├
Access platforms
├
Cable & pipe penetrations
├
Addtn’l app’s specific to
ALS ensures a complete offer for
our focus applications in the
different target segments
Partner
+
├
regions
PMO serves as operational backbone to provide tailored systems beyond standard
solutions
BIM is the method to enable
workflow integration along the
value chain of our clients
FOR FOCUS ACCOUNTS
Engage focus accounts
at senior management level
ISB
Supplier
-
O
• TCO Transparency over complete
lifecycle
• Documentation enabling
• operations
Value engineering
SYSTEMS
Provide total solutions combining
Products, Services and Software
Direct
relationship
INTEGRATED
Partner from Owner throughout
Engineering, Procurement and
Construction
Sell
products
Provide
solutions
Segment specific market reach
structure ensuring ISB deployment
& resulting in improved account
engagement
ISB NS tracking definition:
ISB Sales = (IS+FP+OS) NS + other BUs NS capped at 30% of BU INS NS of Focus E&I accounts + Focus E&I projects + CL
A focus projects of core business.
No minimum threshold on ISB Sales – focus accounts are the leading dimension and ensure repeatability & scalability
Integration to Project Business
of business

2. We Address the complexity by mirroring the epc structure and building capture teams

WE ADDRESS THE COMPLEXITY BY MIRRORING THE EPC
STRUCTURE AND BUILDING CAPTURE TEAMS
HILTI Capture Team
Lead (CTL) manages
the integration of
all activities
parallel to the
construction process
through a structured
and disciplined
approach - Capture
Team Selling.
The Capture Team Lead
owns the project and
acts as the Single
Point of Contact for
it.
*Interactions between HILTI Capture team members and the customer contacts vary with Project
Integration to Project Business

3. Account development and capture team selling work hand in hand to increase engagement

ACCOUNT DEVELOPMENT AND CAPTURE TEAM SELLING WORK
HAND IN HAND TO INCREASE ENGAGEMENT
S1
S2
Phases
INVESTMENT STUDY
Driven by
Owner(s)
Consultant(s)
Details
Project feasibility
study
Addressable
HRP
FRONT END
ENGINEERING
DESIGN (FEED)
S3
S5
S4
TENDERING /
BIDDING
DETAILED DESIGN
CONSTRUCTION /
EXECUTION
Consultant /
Potential EPC
Owner (s)
Awarded EPC
Contractors
EPC(s) / Subcontractor(s)
Conceptual /
preliminary design
Bids submitted to
owner for revision
and negotiation
EPC does detailed
engineering of the
project
EPC, and
contractor do
execution, deliver
and install
equipment
Upfront Standards and / or Specifications
Generate sales (convert standard or
specs, reverse eng’g, non spec’d products
CAPTURE TEAM SELLING
ACCOUNT DEVELOPMENT
Integration to Project Business

4. Outcome by stages of the project workflow

OUTCOMES2 BY STAGES OF THE
PROJECT WORKFLOW
S4
Typical
project
phases
Time
period
Stake
holder
SFDC
CPM
logic
(Front End Engineering Design phase
(FEED))
S1
S3
(EPC award & Detailed Design
phase)
S5 (Construction & Execution phase)
1-3
years
1-2 years
<1
year
1-3 years
Owner
Specifier account (EPC/FEED contractor)
Owner
Sold-to account (EPC/Subcontractor)
Acquisition
Specification Opportunity Lead
Discovery
Development
Decision
Lead
Project order execution
Sales Opportunity
Discovery
Development
Decision
Capture Team
Opportunity
won
Customer Service
CPD (Sales team)
PM (Marketing)
Legal
CPM (Sales team)
PMO (Engineering)
Finance
BD (Sales team)
PB FFM/MM (Operations)
Project at SFDC
created;
Project RoadMap
Draft of
developed
Specification or
LOD calculation
Portfolio concept
approved
uploaded;
Project
Project Supply
profitability
concept prepared;
confirmed
Logistics
Tender
capabilities
requirements
overviewed:
reviewed &
warehouse,
approved
transportation,
Contract terms
structure
reviewed &
Production
approved
capacity and
product basket
overviewed Integration to Project Business
Outcome
Customer orders
placed at SAP| PO for
production confirmed
by VP (guarantee
letter/ signed spec
etc.)
Production Planned
Raw materials
purchased
X6 materials reserved
from stock
Delivery schedule
confirmed
Warehouse &
Transportation
capability confirmed
S6
Customer PO at SAP
No blocks from CC/CS side for delivery to
customer
Materials produced
Materials supplied from 3rd party suppliers
Materials reserved at warehouse & packed for
delivery
Transport ordered for delivery
Docs confirmed
Goods delivered to Customer
Docs signed & NS achieved
Payment received
Materials for S6 (maintenance and repair)
confirmed by PM and MM
SFDC … Salesforce.com
S1 … Investment phase (Feasibility study)
CPM … Construction Project Management
S3 … Tendering & Bidding phase
EPC … Engineering, Procurement, Construction
S6 … Project end & Review phase
FFM … Fulfilment Manager/Specialist
* Default chance of success in

5. Main activities & Responsibilities of PB Log along the Project Workflow v.2.0

Pre-read
MAIN ACTIVITIES & RESPONSIBILITIES OF PB LOG ALONG
THE PROJECT WORKFLOW V.2.0
Typical
project
phases
Time
period
TIER 1 по согласованию VP, обязательное добавление в SFDC
S4 (EPC award & Detailed Design
S2 (Front End Engineering Design phase
S1
S3
S5 (Construction & Execution phase)
phase)
(FEED))
1-3
years
1-2 years
<1
year
1-3 years
Stake
holder
Owner
Specifier account (EPC/FEED contractor)
Owner
Sold-to account (EPC/Subcontractor)
SFDC
CPM
logic
Acquisition
Specification Opportunity Lead
Discovery
Development
Decision
Lead
Discovery
Development
Decision
Spec
achieved
Responsible
CPM (Sales team):
Development of
dedicated owners
Strategy of
dedicated owners
Sales opps
realization –
80% SoW from
early HRP, mRub
Vendor list
presence
Strategy for
each project
(capture plan
resp)
Project
profitability
Capture Team
Outcome
PB FFM
Supply solution concept
(PFU; Delivery; System
etc;);
Confirmation of execution
scenarios with crossfunction teams (Logistics,
Services, Backoffice);
Contract Management
(Logistics + Services);
PM
Portfolio (including pricelist);
Specials element
management;
Obsol re-use (monitoring,
discount, motivation PMO);
Frequently used materials
confirmation;
Project at SFDC;
Draft of Spec|Portfolio concept
uploaded at SFDC;
Supply concept preparation;
PMO
Design &
engineering;
Solution
confirmation
according portfolio
and including VASC
services;
Finance
LOD calculations;
Project
Profitability
calculation;
Legal
Contract terms
review;
Risk assessment;
Project
profitability
Spec approve
Contract|Tender
terms confirmed
Integration to Project Business
Project order execution
Sales Opportunity
Opportunity
won
ММ + PB FFM*
PM+ММ+PB FFM*
MM
PM
SFI Process;
SFI Process;
Stock
Obsol management;
availability;
Portfolio
PO management;
management;
PB FFM
SFI Process;
Delivering input for final offer
calculation in controlling;
Overall accountability for escalation
management (capacity constraints,
etc.);
Project coordination between functions
(Sales, Back-office)
Gather specific logistics requirements
via logistics project business
checklist (e.g., labelling, packaging,
# deliveries, unloading, timing,
etc.);
Check internal capacities and proactively proposes alternatives
(resources, storage, transport,
PREFAB);
Raw materials purchasing process
start;
Production Planning;
Delivery Schedule confirmed;
Supply solution approved;
PB FFM
Manage SFM (Shop Floor Meetings)
Contact for customer for
operational details (e.g.,
delivery planning, jobsite
logistics, …) and internal
interface for WM, TM, Prefab,
Specials
Project coordination between
Onsite Project Manager/E&I/Sales
and Logistics functions (backoffice project coordination for
logistics/ fulfillment
activities);
Visit project sites together
with sales-force (if required
but recommended);
Ensure correct order entry,
manage order changes, CCN’s,
escalation;
Overall accountability for the
last mile delivery control and
monitoring;
MM (Local, RCDS, SITPP)
Manage project stock to
ensure that service and
inventory targets are met
Monitor and communicate all
stock shortages ensuring
that appropriate actions
are taken
Coordinate different MO/Hub
MM’s for purchasing &
Fulfilment with PB FFM|OM
History adjustment
accountability
Backorder management
Stock available;
Reservation of materials;
Success Project’s Products|Services delivery execution;
SFDC … Salesforce.com
S1 … Investment phase (Feasibility study)
CPM … Construction Project Management
S3 … Tendering & Bidding phase
EPC … Engineering, Procurement, Construction
S6 … Project end & Review phase
FFM … Fulfilment Manager/Specialist
* Default chance of success in
S6