Click to edit Master title style. Implementing Best Practices in Transportation Procurement

Click to edit Master title style Implementing Best Practices in Transportation Procurement JMC Steel Group and Chainalytics SCOPE Spring April 23, 2012

Click to Agenda edit Master title style Introduction Best Practices in Transportation Procurement Optimizing Fuel Surcharge Structure Managing Carrier Relationships Under Tightening Capacity Summary and Q&A 2

Who is JMC Steel Group? Largest non-energy tubular manufacturer in North America Revenues: + $1.8 Billion Steel consumption of + 1.6 Million Tons Production capacity of ~2.6 Million Tons Employees total approximately 1,800 Market leader in products accounting for 80%+ of sales Structural Tubing Standard Pipe Electrical Conduit DOM 5% Fence 4% Sprinkler 2% Electrical 12% Portfolio Mix Standard Pipe 21% Other 5% Structural Tubing 51% 4

Delivering Solutions Across North America The JMC Steel Group Three operating divisions 12 Facilities Approximately 2 million tons of pipe and tube each year Delivering solutions across the continent 5

Click Who to edit is Chainalytics? Master title style 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Our Genesis Market Lacked Proven, Focused Supply Chain Analytics Competence Best Analytical Minds in Supply Chain 1 st Named to 100 Great Supply Chain Partners List by SupplyChainBrain; Recognized for 8 Years Running Launch of Freight Market Intelligence Consortium (FMIC) Mike Kilgore named a Pro to Know by Supply & Demand Chain Executive; Jeff Metersky (2006), Gary Girotti (2007), Steve Ellet (2011), and Irv Grossman (2011) also named Pros to Know Established Chainalytics India Private Limited in Bangalore FMIC named Top Supply Chain Innovation by Supply & Demand Chain Executive Named to ARC Advisory s 10 Coolest Supply Chain Boutiques Launch of Sales & Operations Variability Consortium (S&OVC) Strategic Growth via Mergers & Acquisitions Supply Chain Operations (Chainnovations) Packaging Optimization (Adalis Packaging Solutions Group) TODAY Over 80 FTEs Worldwide Our Clients More Than 180 Unique Clients 14 of AMR s Top 25 Supply Chains 57 Fortune 500 Companies 5 of Top 10 Retailers 7 of Top 10 Food & Beverage Manufacturers 5 of Top 10 CPG Companies 6 of Top 10 Forest, Paper and Packaging Companies Our Experience More Than 375 Engagements Empowering Fact-Based Decisions Across Your Supply Chain 6

We Support Click Value-Driven to edit Master Supply title Chain style Decisions Years Supply Chain Design Quarters Packaging Optimization Months Weeks Planning Horizon Sales, Inventory & Operations Planning Logistics Operations Transportation Service Supply Chain When should we buy or make product to make the best use of our capacity? What is the best flowpath? How much and where should inventory be positioned in the supply chain? At what service level can we profitably satisfy demand? Should our warehousing and material operations be insourced or outsourced? How should we transport product through the supply chain? Can we reduce our transport and logistics costs by improving cube utilization? How well do our current operations mitigate repair and warranty costs? How can we increase visibility to stakeholders? 7

What Click did Chainalytics to edit Master evaluate title style at JMC? Intra- Company $4.4 JMC Freight Spend by Category (in Millions) Outbound Agent Warehouse $3.6 Rail $12.7 Inbound $10.7 JMC Aggregate Freight Spend $100M Outbound Flat Bed $72.0 Areas of Focus Performance of current managed freight spend to market Opportunities to improve performance to market Transportation Practices Current and support of best-in-class Transportation Network Overlay Looking for opportunities to leverage continuous moves or dedicated operations to lower freight expense Components Measured to Benchmark Consortium 8

Major Click Finding: to edit Procurement Master title Opportunity style Re-Evaluate Fuel Surcharge Program Much of the TL industry has moved to mileagebased surcharge programs JMC s FSC program placed them at a disadvantage to the market; 5.4% over on average lane Price disadvantage was more pronounced as fuel prices continued to rise JMC program accelerated more than market average Used transportation procurement event as an opportunity to establish a new FSC program Example Load Base Rate Miles Example Load $ 1,302 737 $1.77/mile MBBC Model Market LH FB JMC Base Rate $ 1.212 $ 1.20 Escalator $ 0.059 $0.069 -$0.079 Increment/Mile $ 0.010 1% on base rate Correlating FSC to Mileage-Based Surcharge Drives Carrier Operating Efficiency Market Market JMC % JMC Cost / (Savings) per % Variance to Total Fuel CPG Surcharge/Mile Surcharge/Load Surcharge Surcharge/Load Load to JMC Market $ 2.86 $ 0.277 $ 204 22% $ 286 $ 82 5.4% $ 3.00 $ 0.301 $ 222 24% $ 312 $ 91 5.9% $ 3.25 $ 0.343 $ 253 27% $ 352 $ 99 6.3% $ 3.50 $ 0.385 $ 284 30% $ 391 $ 107 6.7% 9

Best Practices in Transportation Procurement Click to edit Master title style Frequency Go to market on a schedule known to you and your partner carriers Annually Every 18 Months Every Two Years Carriers WILL (understandably) build a risk premium into rates when they do not know when the next opportunity for review will occur How often do you renegotiate or seek new bids from carriers? Source: Chainalytics FMIC January 2012 TL Questionnaire 11

Best Practices in Transportation Procurement Click to edit Master title style Methodology: Multi-Round Bid Lanes and volumes exposed to all participants All standardized accessorial and FSC agreements predefined Services and special equipment requirements fully defined and visible at lane level where applicable Carriers provide rate and volume capability Lane level Origin facility level Global constraint Shipper awards on targeted planned volumes and intended splits at the lane level Percentage based lane splits Load count based splits 12

Best Practices in Transportation Procurement Click to edit Master title style Methodology: Multi-Round Bid Less than 10% non-incumbents invited to event Used as an opportunity to incent carrier behavior Carriers performing well on KPI/Performance Metrics receive same or more volume Underperforming carriers have less volume awarded Carrier s historical % of spend frequently protected However, be prepared to allow significant lane level churn in awards It s a highly fragmented market for both shippers and carriers Carrier s strong lanes this bid cycle may differ from last bid cycle Use optimization tool if the network is large or constraint scenarios are complex Avoid the temptation to award existing incumbent carrier at the lane level if another established carrier who knows your business is providing a more cost effective rate or volume commitment 13

Best Practices in Transportation Procurement Click to edit Master title style Fuel Surcharge Treatment DOE Diesel Projections vs. Actual Market Rates Fuel is unpredictable. Implement fair and equitable FSC programs. 14

Fuel Surcharge Programs Click to edit Master title style Chainalytics FMIC Membership Establish a known base fuel cost Escalator based upon existing and/or planned improvements in overall fleet MPG targets $0.01 per mile is the typical surcharge Percentage based is still the norm in Intermodal May consider FSC minimums in the case of Short Haul activity 15

Click What to happened edit Master at title JMC? style Historic base rates were essentially at market when compared to similar FMIC shippers Fuel surcharge program was % revenue based and analysis indicated that this led to an all-in market position of roughly +6% on $75MM annual outbound flat bed spend What we did at JMC: Developed Formal Procurement Strategy Defined Strategic Carrier Management Program Established Procurement Compliance Framework Conducted Transportation Network Procurement Event Implemented Rates and Commitments 3 Months 1-2 Months 1-2 Months 17

Click What to edit were Master the results? title style Baseline Round 2010 Base Spend Fuel @ DOE $3.976/gallon Total All In @ DOE $3.976/gallon Loads Lanes 1 59,997,284 $ 21,574,747 $ 81,572,031 47,799 868 2 59,994,870 $ 21,574,747 $ 81,569,617 47,799 1,180 Savings Solution Fuel @ DOE $3.976/gallon Total All In @ DOE $3.976/gallon Description Unawarded 2010 Baseline 2010 Baseline % 2010 Baseline + Fuel Date Scenario Round Solution Spend 03/11/11 01 1 $49,023,703 $15,029,845 $64,053,548 Round 1: Unconstrained 0 $10,973,582 18.3% $17,518,483 21.5% 03/12/11 02 1 $55,837,016 $15,029,845 $70,866,861 Round 1: No Brokers 4 $4,160,268 6.9% $10,705,170 13.1% 03/12/11 03 1 $55,127,913 $15,029,845 $70,157,758 Round 1: Grow and Maintain Only 0 $4,869,371 8.1% $11,414,273 14.0% 03/14/11 04 1 $52,583,430 $15,029,845 $67,613,275 Round 1: Limit Brokers - 50% Spend + Cap TPSL 0 $7,413,854 12.4% $13,958,756 17.1% 04/07/11 05 2 $50,370,273 $15,029,845 $65,400,118 Round 2: Unconstrained - Round 2 Rates Only 0 $9,624,598 16.0% $16,169,499 19.8% 04/07/11 06 2 $55,523,215 $15,029,845 $70,553,060 Round 2: Carrier Capacity Constrained 0 $4,471,655 7.5% $11,016,557 13.5% 04/07/11 07 2 $58,802,400 $15,029,845 $73,832,245 Round 2: No Pure Brokers Carrier Capacity Constrained 4 $1,192,470 2.0% $7,737,372 9.5% 04/07/11 08 2 $57,903,155 $15,029,845 $72,933,000 Round 2: Grow and Maintain Only - Capacity Constrained 1 $2,091,716 3.5% $8,636,617 10.6% 04/13/11 09 2 $57,677,525 $15,029,845 $72,707,370 Round 2: Forced 22 Carriers at 50% of Historic Spend 1 $2,317,345 3.9% $8,862,247 10.9% 04/13/11 10 2 $57,650,996 $15,029,845 $72,680,841 Round 2: Scenario 09 + Limit to 75 Carriers 1 $2,343,875 3.9% $8,888,777 10.9% 04/13/11 11 2 $57,808,340 $15,029,845 $72,838,185 Round 2: Scenario 09 + Brokers 25% Facility Cap 2 $2,186,531 3.6% $8,731,432 10.7% 04/13/11 12 2 $57,713,128 $15,029,845 $72,742,973 Round 2: Scenario 09 + Rank 4 25% Facility Cap 1 $2,281,742 3.8% $8,826,644 10.8% 04/15/11 13 2 $57,808,339 $15,029,845 $72,838,184 Round 2: Pure Brokers and Rank 4 25% Facility Cap 1 $2,186,531 3.6% $8,731,433 10.7% 04/20/11 14 2 $59,281,882 $15,029,845 $74,311,727 Round 2: Scenario 13 + Various 1 $712,988 1.2% $7,257,890 8.9% 06/15/11 15 2 $59,195,185 $15,795,339 $74,990,524 Round 2: Scenario 11 + FINAL ADJUSTMENTS 0 $799,686 1.3% $6,579,094 8.1% 2010 Baseline + Fuel % Base rates came in at 1.3% savings to baseline (which were essentially at market ) All-in savings with re-bid base rates and new FSC program projected at 8.1% savings JMC estimated savings after post bid-adjustments $6 Million 18

What were the major challenges? Click to edit Master title style Supply and Demand Cycle We undertook this procurement event at the start of 2Q 2010. 20

What were the major challenges? Click to edit Master title style Organization and Carriers Organization Skeptical of multi-round procurement event Belief that business was unique or fundamentally different Strongly held belief that modification of FSC program was a deal breaker Carriers Had not historically dealt with procurement events with JMC Steel Group Many smaller carriers were passing FSC to owner/operators as is. Without business process change the reduction in FSC might be problematic Many smaller carriers had low technology sophistication. Using a web-based procurement portal required more carrier support than usual Some felt empowered to not play ball due to the demand cycle 21

What were the major challenges? Click to edit Master title style JMC Perspective Scope and breadth of our data Initial usage of TMS data to drive a procurement event Defining the right solution mix Reliance on top few carriers vs. opportunity with new carriers Implementing new rates and FSC into our TMS Measuring the results Easy on FSC impact Challenging on linehaul rates 22

Click to edit Summary Master title style Go to market on a routine, scheduled basis Use the procurement event as the primary tool for awarding good carrier behavior Keep FSC escalators aligned with fair fleet average MPG targets Fair and equitable treatment of carriers during pricing review is the surest hedge against inevitable demand spikes in the carrier market View procurement process as a healthy part of your relationship with your partners and carriers 24

Click to edit Master title style Questions?

Click to edit Master title style Tony Heldreth Vice President, Logistics JMC Steel Group tony.heldreth@jmcsteel.com 312-275-1608 Mike Eaton Principal, Transportation Practice Chainalytics meaton@chainalytics.com 678-384-3613