1. LUA Conference October 2012 www.tribexconsulting.com Laurie Hester Fernando Ruiz

2. E Agenda • Tribex • Close Circle Budgeting • Questions

3. Who is Tribex? • We are a Global Infor Services Partner • Can find local language speakers for rollouts • Work with Infor worldwide

4. Why Choose Tribex? • Lower margins • Approved by Infor • Tribex run by M3 consultants - we know M3, can better fit resources to your needs. • Updated skills - access to training, certification, CASE, documentation, net changes, etc. • Our Partnership access attracts the best consultants on the market • Account management

5. Why Choose Tribex? • Virtually unlimited resources • We invite only top independent resources to join us • No employee overhead – we can focus on YOUR resource needs, not on managing our own resources • Low overhead – virtual offices, centralized billing

6. Closed Circle Budget (CCB) • Should not a Circle be closed? • Concept of CCB

7. Closed Circle Budget (CCB) - Goal • Financial Budget containing: • Estimated Revenues • Estimated COGS • Estimated Recovery (B – D components)

8. Material plan Closed Circle Budget Not Closed Circle Sales Budget Forecast Price List MRP Calculation Product Costing Financial Budget

9. Closed Circle Budget (CCB) • CCB integrates Demand Planning, Sales Budgeting, Manufacturing Planning and Finance by calculating Planed Product cost based on a sales/budget forecast and MFG cost budget. • The Planned Cost are used to calculate and return COGS to Financial Budget. • Price lists are used on Sales budget so Revenues are part of the final Financial budget as well as COGS • Absorption is transferred also to a Financial Budget

10. Material plan Closed Circle Budget Closed Circle Sales Budget Forecast Price List MRP Calculation Product Costing Financial Budget

13. Financial Budget

14. Financial Budget

15. Financial Budget Connection Resource Driver and Account & Cost Center

16. Financial Budget

17. Sales Budget Price List

18. Sales Budget Price List

19. Sales Budget Price List

20. Material plan Forecast MRP Calculation

21. Material plan Forecast MRP Calculation

22. Material plan Forecast MRP Calculation

23. Material plan Forecast MRP Calculation

24. Product Costing

25. Product Costing CAS250-CAS260 Calculation of Resource Driver units:

26. Financial Budget CAS250-CAS260 Transfer Budget to Costing Component: • Transfer of Actual, Planned or Calculated

27. Financial Budget Product Costing CAS250-CAS260 Transfer Budget to Costing Component:

28. Financial Budget Product Costing CAS210 - units:

29. Financial Budget Product Costing CAS210 - Rates:

30. Financial Budget Product Costing PCS470 E-components: Transfer from Budget

31. Product Costing PCS420 Transfer from Resource Driver to Costingrates:

32. Product Costing PCS200: CostCalculation

34. Closure of Circle

35. Closure of Circle – Transfer of Estimated Revenue and COGS

36. Closure of Circle – Transfer of Estimated Absorption (B, E components)

37. Closure of Circle –FAM Budget

38. Integration with Costing Toolbox • CCB calculate cost (simulated) that is shown in Costing tool box • Comparison between Actual (Based on MFG reporting), Standard & Estimated Cost (Based on CDU’s estimated)

39. Integration with Costing Toolbox

40. Closure of Circle • FAM budget (B and D components) • Sales forecast • MRP using Sales forecast • RDU (ie. Number of hours) from Sales forecast and MRP • Rates combining FAM budget and RDU • Costing rates from RDU (Planned & ACTUALS) • Transfer to Sales Forecast (Price List & COGS) • Transfer to Financial Budget • B and D components • Estimated Revenue • Estimated COGS • Estimated Absorption

41. Questions? …….THANK YOU!