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i2 Technologies

i2 Technologies. Rix Kramlich Director of Global Web Marketing I2 Technologies – San Francisco. i2 -- A leader in enterprise software. History Founded in 1988 by Sanjiv Sidhu, Chairman HQ in Dallas, TX IPO in April, 1996 – NASDAQ: ITWO As of 12-31-01 Annual revenues $986 million

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i2 Technologies

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  1. i2 Technologies Rix Kramlich Director of Global Web Marketing I2 Technologies – San Francisco

  2. i2 -- A leader in enterprise software • History • Founded in 1988 by Sanjiv Sidhu, Chairman • HQ in Dallas, TX • IPO in April, 1996 – NASDAQ: ITWO • As of 12-31-01 • Annual revenues $986 million • Total assets $1.79 billion • Cash & S-T investments $726 million • Short-term debt -0- • Employees worldwide 4,890

  3. Company Oracle SAP, Peoplesoft, JD Edwards Computer Associates, BMC, Novell Siebel i2 Space Database ERP Enterprise Mgmt. CRM DVCM Few enterprise applications companies have reached $1 billion mark

  4. Traditionally, i2 recognized as the market leader in Supply Chain Management 2000 SCM License Revenue Market Share 24% i2 6% SAP 5% Manugistics 3% J.D. Edwards Source: AMR, 2001

  5. Starting with a better plan 1988 • Constraint-based planning Manufacturer

  6. Optimizing the enterprise 1992 Manufacturer Distributor Factory Warehouse

  7. Achieving Supply Chain Management 1996 Corporation Manufacturer UpstreamVisibility Distributor DownstreamVisibility Factory Warehouse

  8. Closer ties to suppliers and customers 1998 Suppliers and business partners Enterprise Retail outletsand channels

  9. From supply chain to value chain 2000 • More collaboration • Spanning multipleenterprises Supplier RelationshipManagement Supply Chain Management Customer RelationshipManagement

  10. Supporting the value chain 2001 • Content • Common business language • Catalog/Product info • Supplier Information • Platform • Networked • Single integration point

  11. i2 customer success • Over 1,400 customers worldwide • Over 10,000 implementations of products at customer sites • Approximately 60% of business from existing customers • Annual 3rd party audit reports customer value realized • Always striving for improvement

  12. 100% of the top 25 hi-tech OEM’s 15 of the top 18 semi-conductor companies Top 10 Forbes Aerospace & Defense companies Top 5 Fortune 500 consumer electronics companies 6 of the top 9 contract manufacturers 2/3 of the Fortune 500 energy companies 5 of the top 6 automotive companies Top 5 industrial companies 8 of the top 10 global metals companies 3 of the top 4 pharmaceuticals companies 12 of the world’s largest brand names in consumer goods companies (i.e., Coca Cola, Pepsi, Heinz, Lipton, Mary Kay, Nabisco, Phillip Morris and Walt Disney) Breadth and depth of expertise:i2 customers are industry leaders

  13. Not just sales, but focus on “go-lives”for faster time to value 2001 Cumulative business release go-lives

  14. Value already achieved by i2 customers i2 Customers Cumulative Estimated Value* Mission: $75B by 2005 29.9 16.4 $Billions 7.6 3.5 1 0.3 *see www.i2.com for Miller-Williams report

  15. Value basics • Business conditions change, the fundamentals do not change • Reduce inventory • Increase customer satisfaction • Reduce cost of goods • Reduce logistics costs • Improve asset utilization • DVCM focuses on ROCE • ROCE = (revenues – costs) capital employed

  16. Variability in today’s marketThe Primary Force Behind Inefficiency 10kmph 300kmph Dealing with variability requires forward visibility,rapid decision making and execution

  17. Push Push Silos Behave As Decoupled Islands • Inventory • Long freeze Periods • Infrequent communication • Inaccurate information transfer Variability causes most silos to be working onthe wrong stuff

  18. New generation management systems Dynamic Value Chain Management (DVCM) is a business approach to manage variability in the value chain by increasing velocity. Managing variability requires linking decision-making workflows within and across companies, closing the gap between planning and execution to as close as real-time as possible.

  19. How does i2 deliver DVCM?i2 Five.Two

  20. i2 modular solutions fall intofive solution areas i2 solutions • i2 Business ConfigurationManager • i2 Supplier Relationship Management • i2 Supply Chain Management • i2 Customer Relationship Management • i2 Common Integration Services

  21. DVCM expands i2’s opportunity beyond planning In the Past • In the Past: These applications were very different • i2 focused mainly on planning • Because planning functionality was most valuable, sustained high ASPs • i2 expected others to fill in gaps Plan Now Transact Plan • Now: Boundaries are blurring • ERP trying to fill gaps, but too late, too slow & too expensive • i2 extending offerings in transaction & execution for “complete solution” • Early adopters doing CDP’s Execute Transact Execute

  22. Opportunities for value much largerthrough dynamic value chain management Across value chain partners Value (lower inventory, higher customer service, lower cost) Across divisions Process integration Super-efficientdivision Functional(within a division) Super-efficientcompany Super-efficientvalue chain (dynamic valuechain mgmt) Functional (within a division) Across divisions Across value chain partners Data/transaction integration

  23. Customers CRM(Collaboration, Catalog, Pricing, Configuration, Order Management) SCM SRM(Sourcing, Negotiate, Contract, Collaboration, Order Management) Suppliers Introducing i2 Five.Two Division 1 Division 2 Division 3

  24. i2 Five.Two Key Capabilities at a Glance • Distributed sales order management • Multi-divisional and multi-enterprise order brokeringand management • Inventory visibility • Multi-divisional and multi-enterprise inventory visibilitytied to real time execution • Distributed purchase order management • Integrated sourcing, negotiation, transaction management, collaboration with embedded content • Supply chain event management • Event monitoring, visibility and resolution

  25. i2 Five.Two Key Capabilities at a Glance • Redesigned user interfaces • A common UI and integrated workflows across all solutions • Tailored to functional roles • Service-based architecture • Enables highly scalable deployments of i2 solutions in a distributed environment • New integration architecture

  26. i2 Five.Two Key Capabilities at a Glance • TradeMatrix Open Commerce Network • Ease of supplier on-boarding • Hosted services • Value Chain Accelerator program—value chain solutions delivered over TradeMatrix OCN, and includes on-boarding of trading partners • Partnering with Service Providers (Sprint) • New and enhanced industry Best Practices Configuration (templates) • Pre-packaged role-based workflows, integration, configuration and scenarios • Flexible and configurable based on business rules

  27. Case Studies

  28. HP • Business Problem • Lack of visibility in decision making across the value chain • High inventories and long lead times due to non-responsive value chain • i2 Solution • Value Chain Hub • Integrated multi tier forecasting, ordering and VMI/SMI workflows • Why i2? • Proven Scalability and References • Intuitive and easy to use solution • Flexibility to model complex value chain relationships • Part of an integrated DVCM offering • Industry templates for rapid implementation

  29. Home Depot • Business Problem • Inability to sell configurable products to unique customer requirements within the store • Lack of Visibility and Collaboration between customers, vendors and service providers (delivery and installation) • i2 Solution • Multi enterprise, Distributed Order Management with Content and Attribute based configuration • Why i2? • Rapid On-Boarding of supplier content • Distributed-Services Based Architecture • Pro-active alerts and monitoring across value chain • Highly scalable solution • Part of an integrated DVCM offering

  30. In Closing

  31. Summary • i2 has long been a recognized leader in our markets • i2 is committed to customer success & value • DVCM presents next big opportunity for customers & i2 • i2 is a leading supporter & enabler of DVCM • We are executing on our plan – 4Q01 results showed turnaround

  32. Q&A

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