Agile PLM Customer Success by Value Delivered

2. Title of Presentation Presenter’s Name Presenter’s Title Agile PLM Customer Success by Value Delivered Kerrie Foy-Babbage Agile PLM 12/19/08

3. <Insert Picture Here> • Agile PLM Customer Success • Managing Product Cost and Risk • Ensuring Product Quality and Compliance • Accelerating Innovation

4. Customer Success Stories Included in this Presentation: Note: Each success story has been updated in Q2 during the Value Harvesting effort if there is a note on the bottom of the slide saying “Updated November 2008.” If there is no note, the content has not been updated.

5. Agile PLM Customer Success: Managing Product Cost & Risk • Global leader in secure electronic payment technologies, offering advanced secure electronic transaction solutions • Saves about $10,000,000 a year by eliminating rework, reduced ECO review cycle time from ~30 days to just 1 to 2 days, reduced manual distribution costs by $400,000 • Estimated ROI to be 18 mos., but actual ROI under 7 mos. • HP ProCurve is the world’s #2 networking company • Reduced direct material cost by $970,000 a year due to improved CM cost review process • Achieves $630,000 in year on year savings – 10% improvement in 2.5% annual direct material savings during CM cost review process • Saves $400,000 a year in labor efficiency, reduced ECO cycle time by 50% (from 2 weeks to 1) • Preferred semiconductor supplier of efficient power solutions to customers in the power supply, automotive, communication, computer, digital and consumer, medical, industrial, and military/aerospace markets • Eliminated 6 contactors which saves $400,000 a year, reduced IT Support Costs by $200,000 a year, reduced Change Cycle time from 20 days to 20 minutes, digests acquisitions 3 times faster • Leading global supplier of a range of technology products and solutions for the semiconductor market • Reduced material part cost by 10%, reduced scrap and rework cost by 10% • Saved $675,000 by consolidating IT systems • Eliminated cost of multiple systems • Reduced rework cost by 50% • Reduced rework & errors

6. Agile PLM Customer Success: Managing Product Cost & Risk • Leading international communications and information technology (IT) company serving government & commercial markets • Ensured strict compliance with industry standards and government regulations in over 150 countries • Consolidated supplier base to collaborate more effectively • Leading supplier of consumer products such as scissors, knives, and garden tools. They are classified into four divisions: crafts, garden, house wares, and outdoor recreation • Reduced design errors by 70%, while reducing new product development time From 25 Months to 15 Months • Improved data search and management efficiency by 80%, enabling better decision making • World’s leading supplier of blood processing systems • Realized US$1.9 million cost savings in FY 2005, improved professional resource efficiency by 25% by reducing ECO cycle time • Reduced change package cycle times by more than 30 days, increased the number of documents under control by more than 30% • Leading provider of technology-based learning platforms worldwide • Increased gross margins from 8 to 10 points, decreased inventory from $200 million down to about $52 million, cut air freight charges from $5 million a year to less than $500,000 a year • Reduced charge backs from $12 million to $400,000, slashed excess and obsolete inventory from $36 million a year down to less than $1 million a year • Reduced part cost by consolidation • Reduced complexity, ensured accuracy • Improved visibility into product quality

7. Agile PLM Customer Success: Managing Product Cost & Risk • Leading provider of innovative silicon, systems and software technologies • Saved $25,000 annually by eliminating Lotus Notes, saved $5,000 annually by reducing Siebel Licenses for CARs, • Saved $30,000 annually by having a single data entry point, saved $100,000 a year in warranty accounts • Life Technologies Corporation provides products and services supporting academic, government research institutions, pharmaceutical and biotech companies worldwide • Established a clear audit trail for release and change validation enabling compliance • Enabled greater & faster collaboration while automating & securing process measurement and workflow capabilities • World's #1 fast-food company by sales, with more than 31,800 flagship restaurants serving a wide variety of different tastes and flexible menu items worldwide. • Built secure visibility into products, suppliers and menus with a global platform to capture, share and manage critical product information. • Largest public company in Taiwan and is one of the top three EMS/ODM providers in the world, behind Flextronics and Solectron. • Reduced costs from engineering rework • Increased efficiency with one source for true data • Increased rate of product success • Reduced cost by eliminating errors • Reduced R&D costs by 30%

8. VeriFone Inc. Saves $10 Million a Year By Eliminating Rework, Automating Processes • COMPANY OVERVIEW • VeriFone Inc. is a leader in secure electronic payment technologies, offering advanced secure electronic transaction solutions including hardware and a full range of services for debit, credit, checks, and smart cards. • Industry: High Technology Segment: Computer Peripherals • Revenue: US$ 1 Billion Employees: 2,300 • CHALLENGES/OPPORTUNITIES • Lack of collaboration among 15 dispersed engineering teams • A paper-based system of copying, mailing, and physically storing product documentation drained money and resources. • Manual processes to create items, BOM, and ECO were labor intensive, costly, slow and ineffective • ECO review cycle time was lengthy (2+ weeks) and there was no visibility into the process to address stalls • Data exchange with factory & suppliers was manual, labor intensive, which slowed design changes & resulted in a high rate of errors • Limited factory visibility to pending design changes caused costly rework • No real partnerships with contract manufacturers nor suppliers due to lack of collaboration • No visibility to supplier part obsolescence nor preferred status/allocation on part shortages • SOLUTIONS • Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Product Cost Management • Agile Product Governance and Compliance • Agile PLM Data Mart 3.0 and Agile PLM Dashboards CUSTOMER PERSPECTIVE “The typical product change process took 20 to 35 days, preventing us from getting to market as quickly as we wanted. With Oracle’s Agile Product Lifecycle Management, we have reduced turnaround time to just one to two days.” Ipolani Tano, Vice President and CIO Play Video • RESULTS • Saves about $10 Million a year by eliminating rework • Reduced costly rework by collaborating with CM’s earlier about product changes • Reduced ECO review cycle time from 20 to 30 days to just 1 to 2 days • Reduced manual distribution costs by $400,000 • Estimated ROI 18 mos, but actual ROI under 7 mos. • Improved companywide efficiency and performance by automating data management, streamlining processes, eliminating shipments, and reducing headcount • Built visibility into products to make informed strategic decisions about cost, market launch, etc. • Eliminated price variance among suppliers • Improved ability to analyze costs of both suppliers and CMs - reduced CM overcharges to avg. 5% markup Updated November 2008

9. HP ProCurve Saves Almost $1Million in Annual Direct Material Costs Alone with Agile PLM CUSTOMER PERSPECTIVE “Agile has dramatically improved our quarterly cost review process with our contract manufacturers resulting in hard dollar direct material savings. It has also provided a one stop shop for product data and change information enabling time savings and efficiency.” • COMPANY OVERVIEW • HP Procurve is the world’s #2 networking company. • Industry: EHT Segment: Networking • Revenue: US$1B • CHALLENGES/OPPORTUNITIES • There was no “system of truth” for the product record • Product content information was both fragmented and redundant • Many manual or semi-automated processes that stretched across multiple systems - 8 known disparate systems • Information was entered and re-entered multiple times • Core processes, manual, undocumented, resided in the virtual vault of a handful of employees • Collaboration amongst supply partners (CMs, Suppliers) was non existent • Current Systems were outdated and unsupportable and could not support continued movement to an outsource business model away with operations away from headquarters. • SOLUTIONS • Agile Product Collaboration • Agile Product Cost Management • Agile Engineering Collaboration (integration with ECAD) • RESULTS • Product Cost Management delivered: • $970k direct material cost reduction in year one due to improved CM cost review process • $630k year on year savings – 10% improvement in 2.5% annual direct material savings during CM cost review process • Product Collaboration delivered: • $400k per year in labor efficiency • Reduction in ECO cycle time by 50% (from 2 weeks to 1) • Engineering Collaboration delivered: • 40% reduction in publishing BOM and item information from ECAD. Updated November 2008

10. On Semiconductor Reduces Change Cycle Time from 20 Days to 20 Minutes with Agile PLM CUSTOMER PERSPECTIVE “Agile allows us to accelerate our integration of acquired companies and rapidly leverage cost efficiencies across the product lifecycle.” Charlotte Diener, Chief Integration Officer • COMPANY OVERVIEW • ON Semiconductor is a preferred supplier of efficient power solutions to customers in the power supply, automotive, communication, computer, digital and consumer, medical, industrial, and military/aerospace markets. • Industry: Semiconductor • Employees: ~12,000 • Revenue: US$2.2 Billion • RESULTS • Faster time to market and reduced Change Cycle time from 20 days to 20 minutes • Improved documentation & engineering build cycle time • Eliminated 6 contactors, saving $400,000 a year • Reduced IT Support Costs by $200,000 a year • Reduced quality spills, one time events, and mask re-spins • Sped prototype to volume transfer, and increased productivity of design and product engineering • Improved customer relationships with better alignment of products to customer needs and faster response times • Decreased scrap and launch / prototype inventory • 3x faster acquisition integration • CHALLENGES / OPPORTUNITIES • Growing through acquisition, and lots of legacy systems with proprietary coding schemes making integration of new entities very difficult and high cost to maintain • Many manual processes to keep data in sync • ROI on Engineering is low with many unsuccessful product launches • Cycle time to resolve issues for sustaining products unacceptable • Excessive Respins and Scrap due to date errors getting through the process • Excessive contract labor to translate data • SOLUTION • Implemented Agile Product Lifecycle Management • Agile Product Collaboration to manage collaboration, reduce product cost and new product introduction (NPI) cycle time, improve operational efficiency, and enhance customer service quality. • Future plan to implement to Agile Product Portfolio Management and Agile Product Quality Management. Updated November 2008

11. Brooks Automation Cuts Costs in Product Development and IT Overhead with Agile PLM CUSTOMER PERSPECTIVE “Brooks is at the stage in corporate evolution where system capabilities need to be tightly coupled with human resource capabilities. Agile PLM provides the infrastructure to advance Brooks to the next level of growth and profitability.” Heather Multhaupt, Brooks Automation • OVERVIEW • Brooks Automation, Inc. supplies a range of technology products and solutions to the semiconductor market. In addition to best-in-class hardware products and services, Brooks offers complete, tightly integrated solutions that optimize manufacturing equipment, factory and productivity. • Industry: High Tech Segment: Semiconductor Equip • Employees: 1,700 • Revenue: US$530 million • RESULTS • 10% reduced material part cost • 10% reduced scrap and rework cost • Extended the system to suppliers with product data that enabled critical supplier communication in minutes instead of days • $675,000 saved by consolidating IT systems • Data security and export compliance improved significantly through PLM controlled design review and supply chain collaboration • Digested approx. 25 acquisitions in 1 year with consolidated/integrated product information • Enabled supply chain collaboration in new part release process ensuring target costs are met before part release • CHALLENGES / OPPORTUNITIES • Manage highly configurable engineered product • Improve turn around time for tailored designs and delivered product (engineer to order) • Continuous Cost and Quality improvements • Worldwide engineering design collaboration • IP protection and supply chain inefficiencies • Reduce product costs and quoting cycle time • Integration of acquired Companies • SOLUTION Implemented Agile Product Lifecycle Management to manage Engineer to Order process, efficient design ROHS compliance, design/CAD collaboration, supply chain collaboration, product costs and acquisition integration • Agile Product Collaboration • Engineering Collaboration • Product Cost Management Updated November 2008

12. Bayer Consumer Care Cuts Reworks Cost and Errors in Packaging/Labeling by 50% • COMPANY OVERVIEW • Bayer Consumer Care is among the largest over-the-counter (OTC) healthcare products companies in the world • Serves 120 countries with 14 manufacturing sites in 11 countries • Industry: Consumer Products Segment: Healthcare • Employees: ~6,400 • Revenue: 2007 €2.6 Billion • CHALLENGES/OPPORTUNITIES • Acquisition of Roche Consumer Heath in 2005 required the business to look strategically at an integrated approach to managing the expanding product portfolio complexity • Reduce the multiple IT systems used to manage different segments of product data and related processes and to improve global visibility of new product launches and changes • Improve global visibility and collaboration on product related processes and reduce cycle times. • SOLUTIONS • Deployed Agile PLM to ~1000 users globally • Agile Product Collaboration to manage the product data associated with new products introductions, changes, transfers and discontinuances, and to generate improvements in efficiencies, while continuing to ensure quality and regulatory compliance. • Agile Product Portfolio Management to manage stage-gate new product development activities CUSTOMER PERSPECTIVE “Agile PLM has helped us to achieve our goal - an integrated approach to manage all the relevant data and processes around our products -formulas, labeling information, and packaging specifications.” Craig Morgan, Sr. Dir. Global Product Supply, Bayer • RESULTS • Reduced cycle times for packaging by 1/3 • 50% reduction in packaging/labeling errors and 50% reduction in rework cost • Consistent tracking of ingredient data per country • Improved quality and compliance • Global visibility of data Update November 2008

13. Reed Hycalog Improves CompanywideEfficiency with Agile PLM • OVERVIEW • Reed Hycalog is a leading global manufacturer of high performance drill bit technology for the oil and gas industry. • Industry: Industrial Segment: Oil and Gas • Revenue: US$140 million CUSTOMER PERSPECTIVE “Agile enabled us to rapidly implement a new PLM system that has made us more efficient, and helps us to share information globally in real-time. Without a system like Agile PLM we could not have been so successful.” Gary Freitag, Manager, Manufacturing Engineering • CHALLENGES / OPPORTUNITIES • Rapidly migrate from the legacy PDM system post acquisition • Minimize downtime during relocation of manufacturing • Ability to scale system to keep pace with growth • Provide a single, integrated product view worldwide • Data quality issues from redundant and fragmented databases • Lengthy ECO process due to geographically dispersed teams Results • Fast-track implementation - 500 users worldwide within 6 months • Improved visibility into design and engineering data • Greater efficiency through elimination of errors and rework • Reduced ECO cycle time from weeks to days • Improved responsiveness via “paperless” environment • Higher product quality • SOLUTION • Implemented Agile Product Lifecycle Management: • Agile Product Collaboration to create a single, scalable platform for design of information and changes Updated November 2008

14. Deublin Saves Thousands by Eliminating Multiple CAD Systems and Associated Costs CUSTOMER PERSPECTIVE “The use of AutoVue in our Manufacturing facility eliminated the need to purchase native applications- saving us thousands of dollars.” Erich Loacker, Product Engineering • COMPANY OVERVIEW • Deublin is the world’s largest manufacturer of rotary unions. • Industry: Industrial • Employees: ~125 • Revenue: ~US$45M • CHALLENGES/OPPORTUNITIES • Sharing files globally within the organization without purchasing the native application • Difficulty maintaining revision control of documentation • Identifying the history of changes and the associated documentation • Visibility to Change Orders • Response to Change Orders • Ability to compare Bill of Materials • SOLUTIONS • Implemented Agile Product Lifecycle Management • Agile Advantage 2006 Product Record • Agile Advantage 2006 Quality Management Module • Agile Advantage 2005 Product Compliance Module • RESULTS • AutoVue implementation has eliminated the purchase, maintenance and training of multiple CAD and other native packages on the Manufacturing floor, saving Deublin thousands of dollars. Updated November 2008

15. Harris Achieves a 360-degree View of the Product Record with Agile PLM • COMPANY OVERVIEW • Harris Corporation (Harris) is an international communications and information technology (IT) company serving government & commercial markets in over 150 countries. Harris provides a wide range of products and services for commercial and government communications markets such as wireless, broadcast, and government • Industry: Communication Equipment / High Tech Manufacturing / Aerospace & Defense • Employees: 13,000 • Revenue: US$ 5.3 billion • CHALLENGES/OPPORTUNITIES • Harris had too many suppliers and found it difficult to manage the large supplier base and work closely with its vendors to align strategy, roadmap, and resources around a common goal • Increase collaboration for over 7000 Engineers • Strategy is the right item, right supplier the first time • Take the opportunity to revolutionize and transform Harris’ supply chain • SOLUTIONS • Harris has successfully deployed all Agile PLM modules across the entire Enterprise CUSTOMER PERSPECTIVE “Oracle’s Agile Product Lifecycle Management applications give us a 360-degree view, helping us to use suppliers with higher quality ratings, so we have fewer challenges in the field.” Janice Lindsay, Vice President, Strategic Sourcing, Harris Corporation • RESULTS • Cut Engineering Change Time in Half to Accelerate Time to Market • Ensures compliance with industry standards and government regulations, reducing product risk • Consolidates supplier base to collaborate more effectively, minimizing cost Updated November 2008

16. Fiskars Brands Launches Products30 to 40% Faster with Agile PLM CUSTOMER PERSPECTIVE “New Product Development is one of the fundamental business strategies that Fiskars is focused on to maintain brand leadership and drive growth. There are many benefits of the new processes that will assist with our company’s directive of increased new product initiatives and direct collaboration with our suppliers.” Art Fischer, Global PLM Project Manager • COMPANY OVERVIEW • Fiskars Brands is best known for its consumer products such as scissors, knives, and garden tools. They classified into four divisions: crafts, garden, house wares, and outdoor recreation. One of Fiskars’ most popular products is the orange-handled scissors, having sold 870 million. • Industry: Consumer Goods • Employees: 4,300 • Revenue: 535 Million • CHALLENGES/OPPORTUNITIES • Declining Market Share • Managing Marketplace Expectations • Increasing Quality Issues Impacting Brand • Price Competition on Core Products • Increasing Inventory and Obsolete Inventory • SOLUTIONS • Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Project and Portfolio Management • Agile Engineering Collaboration • Agile Enterprise Visualization • Agile Dashboards • RESULTS • Reduce Time to Market by 30 to 40% • Reduce New Product Development Time From 25 Months to 15 Months • Improve New Product Introduction by 40 to 50% • Enhance Design and Quality • Reduction of Design Errors by 70% • Improved Access to Data to Make Decisions • Improve Data Search and Management Efficiency by 80% Updated November 2008

17. Haemonetics Saves $1.9 Million After Implementing Agile PLM CUSTOMER PERSPECTIVE “The transparency that Oracle’s Agile solutions deliver across our globally dispersed organization provides us with a competitive advantage. Agile has helped us not only to improve documentation control, but also demonstrate quality compliance to the regulatory organizations with which we work―a key benefit during in-depth audits.” Pam Spear, Vice President Quality Systems • COMPANY OVERVIEW • Haemonetics Corporation is the world’s leading supplier of blood processing systems. It has been recognized for its product innovation, technical expertise, and operational excellence. • Industry: Medical Device • Employees: 1,900 • Revenue: US$563 Million • CHALLENGES / OPPORTUNITIES • Replace inefficient, manual paper-based processes and decentralized systems to improve collaboration • Enable best-practice integration to improve product development processes and accelerate time to market • Reduce operating expenses with fact-based decision making • Optimize compliance assurance efforts • RESULTS • Saved US$1.9 million in fiscal year 2005 • Improved professional resource efficiency by 25% by reducing ECO cycle time • Facilitated 21 CFR Part 11 compliance • Reduced change package cycle times by more than 30 days • Expanded access to documents and increased the number of documents under control by more than 30% • Provided global visibility to real-time data, including pending changes and product change history • SOLUTIONS Implemented Agile PLM to streamline product development, improve productivity and resource efficiency, and aid decision making: • Agile Product Collaboration • Agile Product Quality Management • Agile Product Cost Management • Agile Product Portfolio Management

18. Leapfrog Dramatically Reduces Cost by Streamlining Supply Chain with Oracle CUSTOMER PERSPECTIVE “The results that we have seen from our efficiency has been strictly from the return on investment from our implementation of our Oracle supply chain applications and also our Agile implementation, and our ability to coordinate with our manufacturers and our customers. Oracle is what we build our business on, and Oracle will continue to be what we build our business on.” Robert Moon, Sr. Vice President and CIO Play Video • COMPANY OVERVIEW • LeapFrog is a leading provider of technology-based learning platforms worldwide. • Industry: Consumer Goods • Employees: ~850 • Revenue: US$500 Million • CHALLENGES / OPPORTUNITIES • Manage costs and gain greater visibility into supply chain • Significantly ramp business processes and systems up and down as seasonal demand shifts to meet consumer needs and avoid costly excess and obsolete goods • Replace failing, manual systems that were consuming resources with robust, automated best practice business processes • RESULTS • Increased gross margins from 8 to 10 points. • Decreased inventory from about $200 million down to an average of $52 million • Reduced charge backs from $12 million to $400,000 • Slashed excess and obsolete inventory from $36 million a year down to less than $1 million a year • Cut air freight charges from $5 million a year to less than $500,000 a year. • SOLUTION • Oracle e-Business Suite • Oracle Supply Chain Management • Agile Product Collaboration • Agile Product Cost Management Updated November 2008

19. Intermatic Enables Innovation and Drives Products to Market Faster with Agile PLM CUSTOMERPERSPECTIVE " Agile PLM enables us to innovate new products, get them to market faster, and utilize a global product network to reduce our costs. These are results that any electronics or high tech company could benefit from." Tim Duitsman, Vice President of Research and Development • COMPANY OVERVIEW • Intermatic is a leader in a range of electronic industries from landscape lighting, timers, wireless home controls, and all-weather industrial electronics. • Industry: High Technology • Employees: 800 • Revenue: US$150 Million • CHALLENGES / OPPORTUNITIES • Shorten the NPD process to drive new products to market faster • Develop additional products within the same R&D budget • Foster innovation throughout the product design process • RESULTS • Boosted productivity by automating a previously slow, paper-based engineering change process • Minimized errors and decreased time to approve engineering changes • Reduced cost of parts and commodities by consolidating vendors, negotiating better pricing, and managing quote packages • Decreased product development cycles to bring next generation products to market faster • SOLUTION Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Engineering Collaboration Source: Duitsman, Tim. Speed, Innovation, and Cost Reduction: Managing the Global Product Network in Electronics with PLM. The Product Record: The Product Network. vol II is 2. 2,8.

20. Emulex Corporation Reduces Cost Enterprise-wide with Agile PLM • OVERVIEW • Emulex is a global provider of enterprise-class solutions and technologies that intelligently connect storage, servers and networks, to ensure data access that's open, secure and adaptable. • Industry: High Tech Segment:: Networking Solutions • Employees: 800 • Revenue: US$483 Million CUSTOMER PERSPECTIVE “Close collaboration with our supply chain partners is critical to our success. By upgrading to Agile 9.2, we've not only had the opportunity to create common processes, which greatly increases the efficiency of our supply chain, but Agile has also worked closely with us to synch our best practices throughout the product lifecycle. This functionality is integral in ensuring that we'll continue to execute our business efficiently, while reducing overall costs." Howard Ross, VP of Customer Engineering • CHALLENGES / OPPORTUNITIES • Had acquired a few companies and wanted to combine their product data into a single repository for visibility across the organization • Wanted to streamline and standardize their product release and change management processes across each of their businesses • Wanted to incorporate best practices into their change management processes • Wanted to collaborate with supply chain partners • RESULTS • Deployed Agile PQM to over 600 internal employees and 6 EMS partners • Improved visibility into product quality processes • Advanced collaboration capabilities, allowing stakeholders in the extended design and supply chain to securely access critical product record data, including bills of material, attributes, manufacturers, configurations, specifications, documents, models, work instructions & revisions. • Improved ability to evaluate and integrate information fed back from its contract manufacturers, reducing time-to-market and increasing productivity. • SOLUTIONS • Implemented Agile PLM to streamline product development, improve productivity and resource efficiency, and enhance product quality: • Agile Product Collaboration • Agile Product Quality Management Updated November 2008

21. F5 Networks Manages Product Variants, Reduces Complexity, & Speeds Time to Market • COMPANY OVERVIEW • Founded 1996 in Seattle, Washington • F5 Networks, Inc. engages in marketing, selling, and servicing products that optimize the delivery of network-based applications, and availability of servers, data storage devices, and other network resources. The company’s products include BIG-IP products that comprise Global Traffic Management and Link Controller; FirePass appliances, which provide SSL VPN access for remote users of IP networks, and applications connected to those networks from various Web browser on any device. • Industry: Technology Segment: Networking • Employees: 1,694 • Revenue: US $650 million • CHALLENGES/OPPORTUNITIES • • Improve external partner access and collaborationby engaging suppliers and contract manufacturers as part of a virtual product network • Reduce system administration overhead and cycle times via deployment of Agile discovery propagation methodology • Reduce product variant management cycle times to accelerate time-to-market for new products • Optimize change release processes to enable early distribution of product information to downstream systems to improve efficiency, reduce costs, and eliminate unnecessary rework • Provide an enterprise class SOA foundation that scales to meet the needs of F5’s rapid growth • SOLUTIONS • Agile Product Collaboration • Oracle Configurator • Oracle EBusiness Suite CUSTOMER PERSPECTIVE “With Agile PLM we don’t have to wait for a CCB meeting to create a change. If it’s hot we get right on it, which drives our change cycle times from weeks to days or hours.” “With early visibility from Agile, our operations teams can avoid the mad rush the used to happen when a change hit ERP.” Richard Swanson,F5 Release Manager • RESULTS • • Optimized workflows to improve resource productivity, change cycle time, and data accuracy. • Reduced engineering change order (ECO) cycle times from weeks to days or less. • Avoided costly change collisions between global sites working on the same product SKU. • Streamlined Agile PLM and Oracle Configurator integration, enabling efficient management of 50 or more variant rules per SKU across tens of SKUs for each new product release. Updated November 2008

22. LSI Achieves Cost Savings Enterprise-wide with Agile PLM CUSTOMER PERSPECTIVE “Agile PQM has driven a change in perspective! The Business now has a view of Quality not available before. Agile is one of the few systems users actually like!” Dave Cunningham, Director, Quality & Six Sigma, LSI Logic – Engenio Storage Group From an Agility 06 Presentation • COMPANY OVERVIEW • LSI Corporation is a leading provider of innovative silicon, systems and software technologies that enable products which seamlessly bring people, information and digital content together. • Industry: Semiconductor • Employees: 6,200 • Revenue: US$2.8 Billion • RESULTS • Saved $25,000 annually by eliminating Lotus Notes • Saved $5,000 annually by reducing Siebel Licenses for CARs • Saved $30,000 annually by having a single data entry point • Saved $19,000 annually by reducing the effort to gather Quality Reports • Saved $100,000 a year in warranty accounts • Saved $73,000 a year by reducing field support • Raised customer satisfaction scores • CHALLENGES / OPPORTUNITIES • Build system to manage, track, and monitor thousands of unique customer configurations • Replace 8 disparate quality tracking systems • Automate and improve corrective action feedback • Provide visibility into quality record for products • Automate assembly of the quality record for a product – took 3-4 days and was inaccurate • SOLUTIONS • Agile Product Collaboration • Agile Product Quality Management

23. Invitrogen Standardizes and Ensures Compliance to Minimize Product Risk CUSTOMER PERSPECTIVE “Agile’s Program Management functionalities along with life sciences domain expertise has enabled us to promote accountability for completing deliverables, executive level visibility into programs portfolio and real time decision support that will allow us to make smarter, more timely decisions.” Elaine Snowhill, VP Program Management • COMPANY OVERVIEW • Invitrogen® (Life Technologies Corporation) provides products and services supporting academic, government research institutions, pharmaceutical and biotech companies worldwide • Industry: Medical device • Employees: 4,300 • Revenue: US$1.4 Billion • CHALLENGES / OPPORTUNITIES • Improve visibility into real-time portfolio of programs across business areas, executive level and collaboration teams to decrease time-to-market • Establish audit & change control capabilities to effectively manage compliant collaborations • Optimize product lifecycle decisions and processes to drive revenue growth • RESULTS • Created standardized and repeatable NPI process • Promoted standardization across multiple sites and users by establishing a single repository of the most updated product content. • Established a clear audit trail for release and change validation enabling compliance with regulatory requirements • Enabled greater & faster collaboration while automating & securing process measurement and workflow capabilities • SOLUTION • Implemented Agile Product Lifecycle Management • Agile Product Collaboration to create a single product record for all product data • Agile Product Portfolio Management to automate cross-enterprise process workflow for unique business areas, enable reporting and ad-hoc analysis at the project, program, and portfolio levels

24. McDonald’s Builds Visibility to Minimize Risk and Speed Product Launches with Agile PLM for Process • COMPANY OVERVIEW • McDonald's is the world's #1 fast-food company by sales, with more than 31,800 flagship restaurants serving a wide variety of different tastes and flexible menu items worldwide. • Industry: Food and Beverage • Employees: 390,000 • Revenue: US$23.7 Billion CUSTOMER PERSPECTIVE “Agile continues to impress us with their understanding of the business and how quickly sometimes our needs change. It is to their credit that we have been able to quickly and successfully modify the implementation plan to accommodate an important incremental function or business need. They have performed as true business partners instead of software vendors.” --Catherine Adams, Corporate Vice President Worldwide Quality, McDonald’s • CHALLENGES / OPPORTUNITIES • Expand visibility throughout the global organization and extended supply chain • Clarify and standardize the design, development and commercialization process • Speed up new product introductions by improving communication and coordination between business units and cross-functional teams • Automate the process to ensure quality in new products & manage conformance to design • RESULTS • Global Visibility: Agile Prodika provides visibility into products, suppliers and menus with a global platform to capture, share and manage critical product information. • High Productivity: Using Agile Prodika, McDonald’s increased collaboration and coordination throughout supply chain to streamline new product development and speed time to market. • Improved Product Quality: Agile Prodika provides an automated process to ensure that quality is designed into products and produced to conformance. • SOLUTION • Implemented Agile PLM for Process to support best-in-class Menu Management, Product Management, and Supplier Management capabilities across the company’s network.

25. Foxconn Reduces Costs by Minimizing Rework with Agile PLM CUSTOMER PERSPECTIVE “I have more confidence in data integrity using Agile.” “Based on a typical transaction, my average impact to job efficiency has improved.” Anonymous responses to a customer survey, Foxconn users • COMPANY OVERVIEW • Foxconn is the largest public company in Taiwan and is one of the top three EMS/ODM providers in the world, behind Flextronics and Solectron. • Industry: High Technology • CHALLENGES / OPPORTUNITIES • Provide visibility into product information throughout lifecycle to avoid seeing actionable data too late in process • Speed time to market and reduce high labor costs due to intensively manual, error-prone processes • Integrate supply chain partners for real-time visibility to accelerate change management • RESULTS • Shortened time to market and time to volume through improved product development times • Reduced costs from engineering rework • Improved communication among customers, partners, and peers • Increased efficiency with one source for true data • SOLUTION • Agile Product Collaboration to manage changes to bills of material and engineering change orders across the global supply chain

26. Micron Increases Rate of Product Success with Agile PLM CUSTOMER PERSPECTIVE “With Agile PLM, Micron is building a solid foundation for our product development process. As a trusted partner, Agile has played a key role in helping us execute throughout the product development process. By having increased visibility into our product portfolio, we are bringing to market the highest quality and innovative products that meet customer demand.” Dean Klein, Vice President of Market Development • COMPANY OVERVIEW • Micron Technology, Inc. is a global semiconductor company providing solutions such as Flash Memory and image sensors for today’s advanced computing, networking, and communications products. • Industry: Semiconductor • Employees: 22,800 • Revenue: US$5.8 Billion • CHALLENGES / OPPORTUNITIES • Expand Manage high growth and fast product proliferation • Encourage collaboration between the departments during new product development • Improve communication of NPI information across the company • Build a project tracking system more directly connected to deliverables • RESULTS • Increased rate of product success by managing its increasingly complex product portfolio and optimizing company’s product selection process. • Increased visibility into product portfolio enables the company to bring the highest quality and innovative products to market. • Improved product development processes by securely sharing product information throughout the enterprise and consistently manage product data. • SOLUTION • Agile Product Collaboration to secure IP and product data • Agile Product Portfolio Management to optimize business processes and product selection

27. Philips Sonicare Reduces R&D Costs by 30% with Agile PLM CUSTOMER PERSPECTIVE “Our inventory performance over the last year since we really started using Agile has gone up almost 100% in terms of inventory turns.” Mark Johnson, Vice President, Supply Chain Operations • COMPANY OVERVIEW • Philips Oral Healthcare has become one of the most successful businesses in Royal Philips Electronics, one of the world's biggest electronics companies and Europe's largest • Industry: Consumer Goods • CHALLENGES / OPPORTUNITIES • Increasing product diversity and supply chain complexity • Bill of Materials increased 350% • New Product Programs increased 4x • Number of suppliers doubled • Overcome inefficiencies in product development and life cycle management that slowed products to market • Create formal support for marketing claims that differentiates Sonicare from competition • RESULTS • Complete product record from concept to end of life within Agile • Reduced manufacturing and R&D costs by 30% • Improved inventory performance - Inventory turns increased 100% in a year after implementation • Cycle times, change control, raw material releases now accurately measured and reduced to hours • Research documentation associated with marketing claims now within product record • SOLUTION • Implemented Agile Product Lifecycle Management • Agile Product Collaboration to manage product development, speed products to market, capture innovative investments faster, and focus on measurable results.

28. QUALCOMM Manages Product Cost and Risk with Agile PLM • COMPANY OVERVIEW • QUALCOMM Incorporated develops and delivers innovative digital wireless communications products and services worldwide. • Industry: Semiconductor • Employees: 15,400 • Revenue: US$11.1 Billion CUSTOMER PERSPECTIVE “Agile provides us with the advanced engineering and collaboration features that will ensure we continue to be at the forefront of wireless technology.” Norm Fjeldheim, Sr. Vice President and Chief Information Officer • CHALLENGES / OPPORTUNITIES • Improve a slow product development process due by centralizing scattered product information across global manufacturing sites • Lower the costs of data integration failures & errors • Create a system with user-specific secure, regulated, global access to data • RESULTS • Ensured regulatory compliance with secure product data and enhanced history tracking • Reduced cycle time from days to minutes for data iterations with contract manufacturers • Saved money and time by eliminating suspect data, failures, and errors with one true source for all product information • Provided global, 24/7 accessibility to product information • SOLUTION • Global deployment of Oracle 11i E-Business Suite including Advance Planning and Supply Chain products, Siebel CRM and PeopleSoft HCM • Agile PLM to over 6,500 external and internal users in all 6 business units worldwide

29. Agile PLM Customer Success: Ensuring Quality & Compliance • Leading a contract-manufacturer of disposable medical products • Improved 88% improvement in NCMR closure by 88% and & improved CAPA closure by 60% • Reduced audit time by 50% due to fast & reliable retrieval of records in compliance with 21 CFR Part 11, and passed 3 FDA Audits in 2 years with zero observations • One of the top 2 leading mobile phone ODM companies in Taiwan specializing in the marketing, research, development, manufacturing and global logistic service of mobile phones • Optimized collaboration and communication across the entire supply chain • Sped time-to-market for entire product portfolio, and ensured compliance to stringent environmental regulations by managing hazardous material content in products • Leading global provider of Solid State technologies and solutions tailored to meet the high-performance, high reliability needs of original equipment manufacturers (OEMs). • Ensured compliance with all regulations and standards to do appease and anticipate client needs including US ROHS, China ROHS, European ROHS, Japanese ROHS, Halogen-free, REACH, etc • One of the top largest contact lenses manufacturer with 60 million lenses produced a month in 96 countries • Accelerated complaint resolution by reducing the average number of days to close complaints by 30%, which also significantly reduced the number of complaints open more than 30 days • Reduced monthly reporting time from 3 days to 1 day, and with Analytics, it is cut to only 1 hour, which drastically improves decision-making • Enforced quality by automating reports • Increased capacity for fast change • Ensured compliance to avoid recall

30. Medical Device, NA West Avail Medical Products Cuts Audit Time in Half with Agile PLM • COMPANY OVERVIEW • Avail Medical Products Inc. is a contract-manufacturer of disposable medical products worldwide • Industry: Medical Device • Employees: 3,200 • Revenue: US$244 Million CUSTOMER PERSPECTIVE “An important and exciting next step in Avail's ability to accurately speed communication and collaboration across all stages of the project management process and provide the highest level of service possible to our customers. Product development time, product change management, even the continuity of supply throughout volume production can be significantly enhanced with this implementation." J. Randall Keene, President • CHALLENGES / OPPORTUNITIES • Create accountability for managing issues to closure by centralizing the collection of quality control data from 6 locations using 6 different methods • Automate the manual processes making performance comparisons between facilities with numerous scattered electronic & paper-based systems • Create robust audit & change control capabilities for compliance with 21 CFR Part 11 • RESULTS • 88% improvement in NCMR closure & 60% improvement in CAPA closure • 50% reduction in audit time due to fast & reliable retrieval of records in compliance with 21 CFR Part 11 • 3 FDA Audits in 2 years with zero observations • Companywide visibility into customer issues & product discrepancies • SOLUTION • Implemented Agile Product Lifecycle Management • Agile Product Collaboration to manage product data • Agile Product Quality Management to manage Quality System Procedures (SOP’s): Non-Conforming Material Reports (NCMR), Corrective and Preventive Action (CAPA), Customer and Field Complaints

31. Arima Communications Speeds Time to Market for Entire Portfolio with Agile PLM • COMPANY OVERVIEW • Arima Communications, specializing in the marketing, research, development, manufacturing and global logistic service of mobile phones, is one of the top two leading mobile phone ODM companies in Taiwan. • Industry: High Technology • Employees: 1,100 • Revenue: US$571 Million CUSTOMERPERSPECTIVE “We’ve achieved such dramatic success in a short period due to our operational philosophy, which is to focus on innovation, quality and sharing. Agile directly supports these core values.” Jimmy Su, Chief Information Officer • CHALLENGES / OPPORTUNITIES • Streamline product development process to keep up with market’s fast growth and outburst of new product - In just 3 years, Arima has produced over 30 million mobile phones for world-famous customers, incl Sony Ericcson and NEC • Lack of an automatic process to provide quick customization and global logistics solutions • RESULTS • Optimized collaboration and communication across the entire supply chain – from design to new product introduction to ramp to volume and end of life • Sped time-to-market for entire product portfolio • Ensured compliance to stringent environmental regulations by collecting, tracking, analyzing and reporting on hazardous material content in products. • SOLUTION • Implemented Agile Product Lifecycle Management • Agile Product Collaboration to standardize its new product development process • Agile Product Governance & Compliance to meet environmental regulations

32. STEC Cuts Quotes to Sample Time by a Dramatic 93% CUSTOMER PERSPECTIVE “The speed of the new custom product introduction is very, very important. Agile has helped us tremendously, we've been able to take the NPR process from 14 days, down to 48 hours. ” Steve Bergeron, VP Quality Assurance Play Video: STEC Realizes Promised Value of Agile PLM Play Video: STEC Backs ‘Green’ Initiatives with Agile PG&C • COMPANY OVERVIEW • STEC, Inc. is a leading global provider of Solid State technologies and solutions tailored to meet the high-performance, high reliability needs of original equipment manufacturers (OEMs). • Industry: Storage Segment: Solid State • Employees: 350 Agile Users (? Total employees) • Revenue: US $250M • CHALLENGES/OPPORTUNITIES • Global collaboration with distributed design/mfg facilities • Improve speed for custom device samples to customers • Improve design information accuracy with mfg release to Asia • Implement sourcing practices to reduce product cost • Design products for worldwide substance compliance • The PLM deployment must be on time and budget • SOLUTIONS • Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Product Governance & Compliance • Agile Product Quality Management • Agile Portfolio & Program Management • Agile Product Cost Management (in deployment) • RESULTS • Reduced quote to sample time 93%, 14 days to 2 days • Enabled real time product collaboration between US design and Penang manufacturing • Green product design enabled • STEC ensures compliance with all regulations and standards to do business including US ROHS, China ROHS, European ROHS, Japanese ROHS, Halogen-free, REACH, etc. • 6 months to deploy all modules Updated November 2008

33. CooperVision Cuts Monthly Reporting Time from 3 Days to Just 1 Hour with Agile PLM • COMPANY OVERVIEW • Coopervision is among the top largest contact lenses manufacturer with 60 million lenses produced a month and operating in 96 different countries. CooperVision is a business unit of The Cooper Companies, Inc. (NSYE: COO) • Industry: Medical Equipment & Supplies • Employees: 2,591 • Revenue: US$800 million • CHALLENGES/OPPORTUNITIES • • Consolidate multiple paper-based and electronic systems to manage quality and regulatory compliance data • Comply with a regulatory environment addressing companies as a whole instead of standalone sites, with a scalable system • Utilize existing capacity by transferring products to different sites • Improve internal collaboration among divisions • Improve product quality on a global basis • SOLUTIONS • Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Product Quality • Agile Product Portfolio Management • Agile Analytics CUSTOMER PERSPECTIVE“The Agile PLM solution has not only addressed our immediate quality and compliance needs, but has provided us with a roadmap for the future. Oracle has become a trusted advisor in helping us innovate, meet our high quality standards more efficiently.”Christine Moench, Vice President Regulatory Affairs and Quality Assurance • RESULTS • Redirected four resources for complaint processing • Reduced monthly reporting time from 3 days down to 1 day, and with Analytics, it is cut to only 1 hour • Improved executive quality visibility and tracking across sites • Improved focus on corrective actions • Accelerated complaint resolution by reducing the average number of days to close complaints by 30%, which also significantly reduced the number of complaints open more than 30 days. • Increased focus on quality: Data analysis via Agile PLM enables CooperVision to take more targeted corrective actions. Updated November 2008

34. Ballard Accelerates Time-to-Market by Streamlining Processes with Agile PLM • COMPANY OVERVIEW • Ballard Power Systems, with partners Ford & Daimler Chrysler, is a world leader in developing and manufacturing zero-emission proton exchange membrane fuel cells for transportation, stationary and portable applications. • Industry: Industrial Manufacturing • Employees: 485 • Revenue: US$65M • CHALLENGES/OPPORTUNITIES • Remain on the leading edge of the fuel cell industry and foster market adoption • Improve operational efficiency to reduce costs and accelerate time-to-market for fuel cell products • Position the company for significant product volume growth • Increase access to product data and improved data accuracy and currency • Enable users to create product change requests directly, accelerating the approval process and reducing delays • SOLUTIONS • Implemented Agile Product Lifecycle Management:: • Agile Product Collaboration • Agile Product Quality Management • Hyperion Planning • Hyperion Analyzer CUSTOMER PERSPECTIVE “Agile’s scalable, flexible system will allow us to meet the changing demands of the organization as we prepare for significant product volume increases” Paul Louw, Manager, Design Services & Configuration Management • RESULTS • Implemented Agile to create a central repository for product data • Streamlined the end-to-end process from product design through manufacturing, accelerating time-to-market • Increased the company’s ability to react to changing markets by enabling it to modify or create new products quickly to meet market demands Updated November 2008

35. Conexant Ensures Quality and Compliance with Agile PLM CUSTOMER PERSPECTIVE Excerpt from an Agility 06 presentation: “Special thanks to Agile [now Oracle] for their quick support during the most critical implementation times.” Steven Bergeron,Vice President Quality & Reliability Assurance • COMPANY OVERVIEW • Conexant Systems, Inc. provides semiconductor solutions for broadband communications for digital home information and entertainment networks. • Industry: High Technology • Employees: 1,100 • Revenue: US$571 Million • CHALLENGES / OPPORTUNITIES • As theresult of a spinoff and merger, Conexant’s core processes were held on different platforms, which caused companywide inefficiencies and interfered with new product introductions. • New environmental regulations such as Pb-Free, RoHS, Green initiatives added manual, error-prone, costly work to ensure compliance. • RESULTS • Consolidated product information to one source for secure, companywide access and collaboration. • Accelerated time-to-market with full visibility into product and components throughout the lifecycle. • Ensured compliance against global regulations to avoid business interruptions like recalls, citations, etc. • Saved money & time by reducing errors & improving quality. • SOLUTION • Implemented Agile Product Lifecycle Management • Product Collaboration • Product Portfolio Management • Product Quality Management • Product Governance & Compliance • Engineering Collaboration

36. Inventec Appliances Corp. Ensures High Quality with Agile PLM • COMPANY OVERVIEW • Inventec Appliances Corp. (IAC) manufactures and sells cable and wireless communication and personal assistant products including PDA, smart phones, MP3 Players, GPS, Network Client, Routers/Switches, VoIP, Bluetooth, and many others. It is headquartered in Taiwan and exports products globally. • Industry: High Technology • Employees: 850 • Revenue: US$2.9 Billion • CUSTOMER PERSPECTIVE • Right choice with selection of Agile • Long term partner providing solution for growth • Real benefit for investment, Good people to trust • Low maintenance cost Excerpt from a presentation at Taiwan Customer Day 2005:“Agile Experience at IAC” • CHALLENGES / OPPORTUNITIES • Establish a single, secure global system to store all product information, so little multi-site collaboration • Build a competitive edge by improving efficiency, speeding time to market, growing customer satisfaction, and quickly resolving problems • Organize the product development process– improve a low product definition accuracy, minimal reuse of material/IP, and lack of project visibility • RESULTS • Improved collaboration with a globally accessible, secure, common product record system containing all projects • Faster time-to-market and time-to-volume with a standardized product development process and engineering change workflow with a well defined phase/gate project control • Ensured high product quality with automatic Problem Report/CAR process • More flexible & extensible material classification • Improved document consolidation & management • SOLUTION Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Product Portfolio Management • Agile Product Governance & Compliance

37. Agile PLM Customer Success: Accelerating Innovation • Global leader in telecommunications and Internet technologies operating in 130 countries. • 50% design time reduction (18-24 mos to 9-12 mos), 50% reduction of cost break even point • 65% reduction of inventory, 75% reduction in planning cycle time • Higher reuse of common components and circuitry, greater supply chain visibility • Leading designer, manufacturer, and distributer of gaming devices and computerized monitoring and accounting systems for gaming industry worldwide. • Accelerated unit volumes from 1,500 to 2,000 units per year to 11,000 to 12,000 gaming units each year. • Rationalized 600 suppliers down to 200, with 80 core suppliers using Agile directly. • Global designer and manufacturer of minimally-invasive devices for correction of heart and vascular defects. • Accelerated product development by 76% more change orders a month, 83% faster (Grew from 12 CO’s a month, 26 days long; to 50 CO’s a month, less than 5 days long) • 20-40% reduction in effort and time for processes supported by Agile • Leading supplier of consumer products such as scissors, knives, and garden tools. They are classified into four divisions: crafts, garden, house wares, and outdoor recreation • Reduced design errors by 70%, while reducing new product development time from 25 Months to 15 Months • Improved data search & management efficiency by 80%, enabling better, faster decision making • Released 95% of documentation • Sped ECO cycle time 70% • Reduced sourcing cycle time by 30%

38. Agile PLM Customer Success: Accelerating Innovation • Leading provider of satellite and other wireless communication products, serving both government and commercial markets • Improved operational efficiency by 30% • Reduced phase one NPI by 44% and cut ECO cycle time from 5 days to 2 or fewer • Decreased time-to-market by 10% • Phoenix Systems is a global leader in the design and manufacture of highly rugged electronic components and systems for Original Equipment Manufacturers • 75% reduction in change management labor effort • ECO Cycle time reduced 68%; from 28 days to 9 days • Industry leader in data center networking solutions and services that enable organizations to manage their most vital information assets • Doubled new product introduction: Launch twice as many new products in half the time • Reduced ECO review cycle times • Pillers Sausages & Delicatessens is one of North America’s largest producers of European sausages and delicatessen meats delivered through grocery and foodservice channels. • Consolidpated Implemented process and technology to effectively manage new product introductions: Reduced number of active projects, Improved product launch cycles • Reduced ECO cycle time 50% • 9 divisions have unified processes • Minimized error to focus on innovation

39. Agile PLM Customer Success: Accelerating Innovation • Massive manufacturer of processed food products, including ketchup, sauces, frozen food, soups, and pasta meals • Reduced specifications and rationalized SKUs, resulting in 30% reduction in SKUs • Reduced labeling cycle from 45 to 7 days, speeding new product introductions • Leading storage company that provides backup, recovery, and archive solutions, offering a range of disk, tape, and software solutions for information technology departments in various organizations to protect, retain, and access their digital assets • Reduced time to complete business processes from weeks to days, and days to minutes • Automated the flow of product data worldwide • Global leader in commercial vehicle and special transmissions, off-road drivelines and axles systems, chassis technology, and steering systems. • 97% reduction in time to communicate changes from development to manufacturing • Enabled distributed product development and improved SCM communication, and increased engineering data re-use to reduce costs • World’s largest beverage company with more than 450 brands. It’s products are sold in over 200 countries, and include soft drinks, bottled water, energy drinks, juices, teas and coffees. • Improved system-wide collaboration with suppliers and bottlers • Retired 30+ applications used by R&D and Quality, and established secure global visibility of specs and formulas • Increased time-to-market in each geographic market • Reduced change management cycle time • Improved development cycles by 86% • Increased manufacturing efficiency by 3% to 98%

40. Alcatel-Lucent Achieves a 100% Virtual Enterprise with Agile PLM • OVERVIEW • Alcatel Lucent is a global leader in telecommunications and Internet technologies operating in 130 countries. • Industry: High Tech Segment: Telecommunications • Employees: 77,000 • Revenue: Euro 17.8 billion CUSTOMER PERSPECTIVE “We have integrated Agile into Engineering, Service, Ops, Purchasing in a way to build highly complex assemblies within our Virtual Operations Model. We can not imagine running a Virtual Operations business with out Agile.” Brad Magnani, Director, Manufacturing Technical Operations Networking Division • CHALLENGES / OPPORTUNITIES • Continue success in economic hard times for telecom companies • Navigate unpredictable demand and business environment • Deliver on idea of new virtual operations model • Reduce working capital and break-even point • Increase supply chain flexibility • Improve Time-to-Market and customer satisfaction • RESULTS • 100% virtual enterprise • 50% design time reduction (18-24 mos to 9-12 mos) • 50% reduction of cost break even point • 65% reduction of inventory • 75% reduction in planning cycle time • Higher reuse of common components and circuitry • Greater supply chain visibility • Closed loop execution of global processes • SOLUTION • Implemented Agile Product Lifecycle Management • Agile Product Collaboration (PC) to improve data and specification management, support globalization efforts, speed products to market, and reduce cycle time and inventory costs. • Agile Product Cost Management (PCM) to manage EOL and supply risks, improve part cost visibility, and optimize BOM costs. Updated November 2008

41. Bally Drives Profitable Product Innovation and Rationalizes Supplier Base by Over 50% • COMPANY OVERVIEW • Founded 1932 in Chicago • Bally Technologies, Inc. engages in the design, manufacture, distribution, and operation of gaming devices and computerized monitoring and accounting systems for gaming industry worldwide. It primarily offers gaming devices for land-based, riverboat and Native American casinos, video lottery, and central determination markets, as well as specialized system-based hardware and software products. • Industry: Technology Segment: Casino Gaming • Employees: 2,814 • Revenue: US $948 million • CHALLENGES/OPPORTUNITIES • • Reduce communication errors and improve data exchange accuracy by engaging suppliers and contract manufacturers as part of a virtual product network • Reduce product development cycle times to accelerate time-to-market for new products • Establish a single source truth for product information • Optimize change review and approval processes to improve resource utilization, efficiency, and data accuracy • Provide an enterprise class architecture that scales to meet the needs of Bally’s rapid corporate growth • SOLUTION • Implemented Agile Product Lifecycle Management: • Agile Product Collaboration • Agile Product Portfolio Management • Agile Product Quality Management • Agile PLM Data Mart • Agile PLM Business Intelligence CUSTOMER PERSPECTIVE “Our suppliers are using Agile effectively for accessing the latest revisions of drawings and specifications, which helps us reduce errors and rework costs.” “We now deliver our products with fewer onsite customers issues. By getting the product right from the outset, we significantly improve our time to market and time to deployment.” Doug Mack, VP Operations • RESULTS • • Optimized workflows to improve resource productivity, change cycle time, and data accuracy. • Reduced mean number of CCB signatures from 34 signatures down to 7. • Improved communication with suppliers via real-time change notifications. • Accelerated unit volumes from 1,500 to 2,000 units per year to 11,000 to 12,000 gaming units each year. • Rationalized 600 suppliers down to 200, with 80 core suppliers using Agile directly. Updated November 2008

42. AGA Medical Speeds Time to Close Product Change Orders by 83% CUSTOMER PERSPECTIVE “The FDA and Notified Body Auditors were astounded by what we were able to achieve with Agile PLM. They had never seen a company able to move from paper to electronic with such success. Agile PLM has helped us do some amazing things in a very short amount of time.” Wendy Schweigert, Quality Assurance Manager • COMPANY OVERVIEW • AGA Medical designs and manufactures minimally-invasive devices for correction of heart and vascular defects. • Industry: Life Sciences Segment: Medical Device • Employees: 400 Worldwide • Revenue: US$150 million • CHALLENGES/OPPORTUNITIES • Executing Change Quickly/Efficiently Prohibited by Paper-based System • Averaged 12 product change orders (COs) completed per month, 26 days from submit to closed • Controlling Paper (Rev) Used on Floor – Labor Intensive, Risky • Change Impacts - Limited Visibility of Critical Information • Change History For Process & Complete Product Tree • Active Deviations to Current Approved Build • Non-conformance Incidents and Yield Problems • Corrective Action / Preventive Actions • Approved Manufacturers • SOLUTIONS • Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Quality Management • Agile Product Portfolio Management • RESULTS • Implemented Agile PLM in only 4 months • Accelerated product development by 76% more change orders a month, 83% faster • Grew from 12 CO’s a month, 26 days long; to 50 CO’s a month, 4.5 days long • 20-40% reduction in effort and time for processes supported by Agile • Received high praise from FDA and auditors for significantly reducing their on-site audit time • Engineer adoption 100%; fast, simple • 100% electronic procedure used by all employees Updated November 2008

43. Fiskars Brands Launches Products30 to 40% Faster with Agile PLM CUSTOMER PERSPECTIVE “New Product Development is one of the fundamental business strategies that Fiskars is focused on to maintain brand leadership and drive growth. There are many benefits of the new processes that will assist with our company’s directive of increased new product initiatives and direct collaboration with our suppliers.” Art Fischer, Global PLM Project Manager • COMPANY OVERVIEW • Fiskars Brands is best known for its consumer products such as scissors, knives, and garden tools. They classified into four divisions: crafts, garden, house wares, and outdoor recreation. One of Fiskars’ most popular products is the orange-handled scissors, having sold 870 million. • Industry: Consumer Goods • Employees: 4,300 • Revenue: 535 Million • CHALLENGES/OPPORTUNITIES • Declining Market Share • Managing Marketplace Expectations • Increasing Quality Issues Impacting Brand • Price Competition on Core Products • Increasing Inventory and Obsolete Inventory • SOLUTION • Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Project and Portfolio Management • Agile Engineering Collaboration • Agile Enterprise Visualization • Agile Dashboards • RESULTS • Reduce Time to Market by 30 to 40% • Reduce New Product Development Time From 25 Months to 15 Months • Improve New Product Introduction by 40 to 50% • Enhance Design and Quality • Reduction of Design Errors by 70% • Improved Access to Data to Make Decisions • Improve Data Search and Management Efficiency by 80% Updated November 2008

44. Analogic Corporation successfully deploys Agile PLM in 12 weeks • COMPANY OVERVIEW • Analogic is a leading designer and manufacturer of advanced health and security systems and subsystems sold primarily to Original Equipment Manufacturers (OEMs). Analogic is recognized worldwide for advancing the state of the art in Automatic Explosives Detection, Computer Tomography (CT), Digital Radiography (DR), Ultrasound, Magnetic Resonance Imaging (MRI), Patient Monitoring, and Advanced Signal Processing. • Founded 1967 in Peabody, MA • Industry: Technology Segment: Medical Device • Employees: 1,700 • Revenue: US$413.5 million • CHALLENGES/OPPORTUNITIES • • Quickly implement powerful product record management solution • • Coordinate key manufacturing plans and streamline operations • • Improve ECO cycle time to enable faster time to market • • Improve collaboration across internal divisions and supply chain partners • SOLUTIONS • Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Product Quality Management • Integrated with PeopleSoft ERP CUSTOMER PERSPECTIVE “The deployment of Agile Product Collaboration across the company decreased our change management cycle time by up to 70 percent – creating a major positive impact on our time to market.” Thor Wallace, CIO, Analogic • RESULTS • Deployed Agile PLM in 12 weeks • Surpassed ECO cycle time goal, achieving up to 70% improvement • Improved quality and visibility, achieving notable cost reductions • Reduced time to market for critical security equipment in high demand • Integrated supply chain with manufacturing processes, enabling three companies to collaborate as a single integrated manufacturer • Increased manufacturing capacity, ramp to production, and product quality Updated November 2008

45. Intier Automotive Seating Increases Productivity and Cuts Costs with Agile PLM CUSTOMER PERSPECTIVE “Fast Implementation, adaptability, functionality, ease of use – I just love the Agile solution.” Barb Evenden, Senior Buyer • COMPANY OVERVIEW • Intier Automotive Seating is a leading automotive supplier and a member of the Magna Family of Companies • Magna is the number four automotive supplier worldwide, with 243 manufacturing locations and 63 research & development centers in 24 countries • Industry: Automotive • Revenue: USD$ 22.8 Billion • CHALLENGES/OPPORTUNITIES • Lack of visibility and cost control • All tasks managed manually on spreadsheets • Limited visibility into the product record • No means to collaborate internally • No method to manage supplier communications • Difficult to use PDM systems • SOLUTIONS • Agile Product Collaboration • Agile Product Cost Management • Agile Enterprise Visualization • Agile Engineering Collaboration • RESULTS • Reduce Sourcing Cycle Time – Down By 30% - “Has allowed us to cut turnaround time significantly” • Tighter Cost Control • Commodity Buying Strategy • Higher Productivity – “We are saving time, getting the job done faster, and saving the company money” • Stronger Supplier Alliances • Competitive Edge – “The ability to integrate engineering, sourcing, and spend data in order to automate purchasing activity and improve overall cost management.” Updated November 2008

46. SiGe Semiconductor Increases Release of Documents by 85% with Agile PLM CUSTOMER PERSPECTIVE “Prior to Agile, only 10% of documents were released. Today, 95% of documentation is released. Kathy Lee, Software Systems Manager • COMPANY OVERVIEW • SiGe Semiconductor designs and delivers radio frequency solutions (RF) for voice, data and video • Industry: Semiconductor • Employees: 125 • Revenue: US$69M • CHALLENGES/OPPORTUNITIES • Length of change order cycle time is too long • Difficulty maintaining revision control • Lack of ability to find history of change and related documentation • Product Introduction time too lengthy • Documentation scattered throughout company • Hindered ability to track Quality corrective actions • SOLUTIONS • Implemented Agile Product Lifecycle Management • Agile Advantage: Agile Product Record • Agile Advantage: Agile Product Quality • RESULTS • 95% of documentation is now released • We can introduce products more quickly • Agile formalized the NPI process Updated November 2008

47. ViaSat, Inc. Drives Product Innovation and Improves Time-to-Market by 10% • COMPANY OVERVIEW • A provider of satellite and other wireless communication products, ViaSat serves both government and commercial markets. Products include satellite networks and antenna systems, tactical datalink terminals (MIDS), information security for military networking, tactical mobile IP networking, communication microprocessor chipsets, and communication simulation and training systems. • Founded 1986 in Carlsbad, CA • Industry: Technology Segment: Communication Equipment • Employees: 1,850 • Revenue: US$575 million • CHALLENGES/OPPORTUNITIES • Centralize product data management across multiple locations, providing increased visibility into product records for geographically-separated engineering teams • Reduce engineering cycle times to accelerate time-to-market for new products and enable rapid corporate growth • Eliminate error-prone, time-consuming manual processes including preparation of bills of materials (BOMs) and engineering change approvals • SOLUTIONS • Implemented Agile Product Lifecycle Management: • Agile Product Collaboration • Agile Product Governance and Compliance • Agile Product Quality Management • Integrated with OrCAD for Designers • Integrated with Oracle ERP CUSTOMER PERSPECTIVE “Over the years as ViaSat grew, communication became more difficult. The key value of Oracle’s Agile Product Collaboration is bringing our seven different locations together so we can collaborate. Now all departments can access engineering information so we can keep everyone on the same page and prepare for what’s ahead.” Brandon Johnson, Engineering Director • RESULTS • • Improved operational efficiency by 30% • Reduced phase one NPI by 44% and cut ECO cycle time from 5 days to 2 or fewer • Decreased time-to-market by 10% • Enabled compliance with WEEE & RoHS • Eliminated manual processes • Improved engineering efficiency through integration to CAD • Extended the system to suppliers, providing them with detailed build instructions and real-time changes • Provided error-free transition to manufacturing Updated November 2008

48. Phoenix International Speeds ECO Cycle Time by 68% CUSTOMER PERSPECTIVE “Agile PLM has allowed us to increase supplier collaboration, improve efficiency and quote turn-around time by providing a centralized repository for quotes and contracts.” Dion Weinberger, Business Systems, Phoenix International • COMPANY OVERVIEW • • Phoenix International is a leader in the design and manufacture of highly ruggedized electronic components and systems for Original Equipment Manufacturers. The company was founded in 1987 in Fargo, North Dakota. • Industry: Industrial Equipment • Employees: 725 employees including over 200 Engineers • CHALLENGES/OPPORTUNITIES • • Enhance global competitiveness • • Improve product quality • • Increase employee efficiency • Reduce rework, material scrap and inventory obsolescence • SOLUTION • Implemented Agile Product Lifecycle Management • Agile Product Collaboration • Agile Product Quality Management • Agile Product Cost Management • Agile Product Portfolio Management • Multi Org RESULTS Increased employee efficiency • 75% reduction in change management labor effort • ECO Cycle time reduced 68%; from 28 days to 9 days • Centralized product information Reduced rework, material scrap and obsolescence • Agile contributed to: - a 54% reduction in scrap - a reduction in design related rework - a reduction in obsolescence Improved product quality • ERP integration with 100% BOM accuracy Updated November 2008

49. Brocade Doubles Product Launches in Half the Time by Improving Visibility with Agile PLM CUSTOMER PERSPECTIVE “We introduce two times as many products in half the time.” Bob Linscomb, Manager, Document Services “Everyone - Brocade, CM’s, ODM’s - are all on the same page for product changes.” Joseph Barrows, Manager, Configuration & Data Management • COMPANY OVERVIEW • Brocade is an industry leader in data center networking solutions and services that enable organizations to manage their most vital information assets. • Industry: High Technology • Revenue: US$ 1.2 Billion Employees: 2,759 • CHALLENGES/OPPORTUNITIES • Accelerate time to market due to intensive manual, error-prone processes • Centralize multiple sources of product data scattered throughout the company and partner slowing product development • Difficult to track change order cycle time metrics and cost impact • ECO review cycle time was lengthy and there was no visibility into the process to address stalls • Data exchange with CM partners was very manual and labor intensive, which slowed design changes and resulted in a high rate of errors • Limited CM visibility to changes order cut-ins caused costly rework and configuration errors • SOLUTIONS • Implemented Agile Product Lifecycle Management: • Agile Product Collaboration • Agile Product Governance and Compliance (planned go live in 2009) • RESULTS • New Product Introductions doubled in half the time • Reduced costly rework by collaborating with CM’s earlier about product changes • Reduced ECO review cycle times • Improved companywide efficiency and performance by automating data management, & streamlining processes. “Agile is the one place for product data” • Improved ECO cost, disposition and inventory impact visibility by collaborating with CM’s and Partners Updated November 2008

50. Piller Sausages & Delicatessens ImprovesProduct Launch Cycles with Agile PLM for Process • COMPANY OVERVIEW • Piller Sausages is one of North America’s largest producers of European sausages and delicatessen meats, including Black Forest ham, air-dried salamis, poultry, beef, liver spreads, and snack foods delivered through grocery and foodservice channels. The company is family owned and operated and headquartered in Waterloo, Ontario. • Employees: 300 • CHALLENGES/OPPORTUNITIES • Manual new product development process resulted in long cycle times, missed launches, and lost sales. • Label compliance issues led to recall and rework • Inability to verify and trace nutritional information effectively • Abundance of nonintegrated disparate systems with a lack of common business processes • Outdated business systems unable to support company growth into new markets and geographies • SOLUTIONS Implemented Agile Product Lifecycle Management for Process • Agile Product Data Management for Process • Agile Formulation and Compliance for Process • Agile Product Supplier Collaboration for Process • Agile New Product Development and Introduction for Process • Launched Agile PLM implementation in 2007 • Implemented across 4 divisions/plants and one DC CUSTOMER PERSPECTIVE Phase 1 – Focus on consolidating specifications and processes for easier reuse and recall of product information. - Supply Chain Relationship Management - Electronic Questionnaires - Global Specification Management - New Product DevelopmentPhase 2 – Compliance screening and formula optimization. • RESULTS • Implemented process and technology to effectively manage new product introductions: - Reduced number of active projects - Improved product launch cycles • Central specification management system for ingredients, formulas, and nutrition: - Single version of product data “truth” - Easier retrieval of spec information • Initiated electronic supplier questionnaire and portal collaboration Updated November 2008