CCR - CONA

Town Hall Update

June 13, 2013

For internal CCR discussion purposes only

Coke One Objectives

1
Sustainable DSD platform needed for CCR:
▪ CCR must replace unsupported BASIS DSD Sales & Distribution
platform with sustainable platform
▪ SAP Sales and Distribution module leverages existing SAP modules
(ex. General ledger, payroll, manufacturing, accounts receivable)

2 Enables System of the Future:

▪ Common business processes and IT systems across system via
multi-tenant environment
▪ Driving common customer experience
▪ Drives scale efficiency through economic participation across
bottlers

3 Coke One best approach for achieving CCR and System of the
Future needs:
▪ Drives overall capability using best in class proven solution
▪ Leverages Company’s investment to date: Existing Coke One IT
organization and system template with 80% fit versus more costly
ground-up build
▪ Alternatives not viable (e.g. not multi-tenant)
For internal CCR discussion purposes only 2
Agenda

• CCR CONA Guiding Principles

• Update on Staffing: CONA IT and Business Team

• Release 1 Debrief

• Release 2 Outline

• Steering Committee and ELT Sponsorship Approach

• Pilot Approach Update

• Q&A
For internal CCR discussion purposes only 3
CONA Key Success Factors for all Participating Bottlers
Collaboration  Coke One and bottlers work together to design common
& Capability processes and a single common IT platform to enhance
operating effectiveness
Team  We need to have the right team from the business and Coke
One
Scope  Mindset to deploy the Coke One model as constructed with a
minimum of variations
 Separation of the Coke One design, build and deploy effort
from any other franchise discussions that periodically occur
between The Coca-Cola Company and bottling partners

Change  Properly prepare people to embrace the system to minimize

Management customer disruption and operations disruption
Time & Cost  Decisiveness and engagement is instrumental to delivering on
time
 Don’t over engineer; target is to optimize IT and operational
costs
 Control project costs by managing scope and time
Quality  Business and IT collaborating through the design, testing and
launch to deploy with a minimal impact to ongoing operations

For internal CCR discussion purposes only 4

CCR Guiding Principles to Bring to Life

Collaboration  Coke One and bottlers work together to design common

& Capability processes and a single common IT platform to enhance
operating effectiveness

 Keep an open mind and avoid ‘ours is the best’ thinking

 We are ‘building a new house’ so be willing to yield on what you know and are
comfortable with in the houses we now live in

 The more common the better for customers and efficient processes

 Balance listening and talking

 Debate, Decide, Do: timely decisions that stick are a key timeline enabler and
require clear governance and appropriate delegation levels for decisioning

 Balance being a governor (your territory) and being a senator with a wider view
of the total solution and operational design

For internal CCR discussion purposes only 5

CCR Guiding Principles to Bring to Life
Team  We need to have the right team from the business and Coke
One

 One Team: CCR/Coke One IT, CCR Business Process, Solutions and Deployment

 Be collaborative and be accountable

 Every thought and voice is important: have the courage to both speak up and
listen/debate

 Opportunity for the Team to develop and then leverage process thinking to bring
efficiency to our operations, increasing our personal toolkits & value

 Identification of correct Business Process Experts, as well as a forward forecast of

BPE time demands to ensure the correct business expertise is reflected in the
solution we are building

For internal CCR discussion purposes only 6

CCR Guiding Principles to Bring to Life
Scope  Mindset to deploy the Coke One model as constructed with
a minimum of variations
 Separation of the Coke One design, build and deploy effort
from any other franchise discussions that periodically occur
between The Coca-Cola Company and bottling partners
Time & Cost  Decisiveness and engagement is instrumental to delivering
on time
 Don’t over engineer; target is to optimize IT and operational
costs
 Control project costs by managing scope and time

 Begin with the premise that we will use the Coke One Template; Be willing to
change processes to fit with the standard model

 Look for existing tools and approaches before inventing new ones

 Balance changes or workaround costs with risk of template expansion costs and
timeline delays

 Resist culture of timeline-only focus

 Be willing to accept higher costs in some areas which are offset by even higher
benefits in others

For internal CCR discussion purposes only 7

CCR Guiding Principles to Bring to Life
Change  Properly prepare people to embrace the system to minimize
Management customer disruption and operations disruption
Quality  Business and IT collaborating through the design, testing and
launch to deploy with a minimal impact to ongoing operations

 Educate First, Train Second; day-in-the-life approach to all positions impacted

focusing on specific daily activities, as well as reports and tools now used to
manage

 A beautiful, efficient but ineffective design that craters on deployment is a net

failure for all involved

 Organizational communications plan to keep the business informed of progress

especially during SDLC cycles that require less business engagement

 User acceptance testing and end-to-end reviews are essential to quality and
deployment; ensure solves between software landscapes

 Implement new process ahead of new technology where possible

 Be accurate and transparent on status: can only solve design or deployment issues
we see and talk about

For internal CCR discussion purposes only 8

Your Role as a CCR Member on the Team
BPD
CONA IT Deployment
Team
Business
Process
Team
Director
(Uniform Process
Map Level 1)

Together, responsible
for the success of the
CONA implementation

BPL
BPD
Process & SoF and
Solutions
Business
Business Functional
Process
ProcessLead
Build Team
(Uniform Process
Director
Connections
Map Level 2)
(Uniform Process
Map Level 1)

For internal CCR discussion purposes only 9

Agenda

• CCR CONA Guiding Principles

• Update on Staffing: CONA IT and Business Team

• Release 1 Debrief

• Release 2 Outline

• Steering Committee and ELT Sponsorship Approach

• Pilot Approach Update

• Q&A
For internal CCR discussion purposes only 10
Organization and Governance
Business Engagement in the Solution

BPD Accountable for process design and performance at the

Business Process
Director enterprise level (Eight Uniform Process Map Level 1)
(Uniform Process Map
Level 1)

BPL Defines the strategy and objectives for each of the sub
Business Process
processes Uniform Process Level 2’s
Lead
(Uniform Process Map
Level 2)

BPE Under direction of the Business Leads, provides business

Business Process
advice on solutions and test designs for Uniform Process
Expert
(Uniform Process Map Map Levels 3 & 4
Level 3&4)

For internal CCR discussion purposes only 11

Organization and Governance
Core Accountabilities and Time Estimates
Core Accountabilities Estimated Resource Allocation
• Owns the process at the enterprise level that spans across functions

BPD
Business
• Responsible to inform functions and gain alignment to process
changes
• Reports functionally with
dotted line to CONA
• Time required varies by
• Providing the overall strategic direction of process
Process • Sponsoring and prioritizing major improvement initiatives stream
Director • Developing and obtaining approval for required operating & capital • Weekly CONA meetings,
(Uniform Process budgets monthly Steering Committee
Map Level 1) meetings, engagement in
• Appointing and empowering Business Process Leaders (BPLs)
Technical Release phases
• Gathering forward functional requirements

• Manage one or more L2 sub-processes under the direction of the BPD • Full Time

BPL
Business
• Interact with functional representatives on process or systems designs.
• Manages BPE engagement through the 5 Technical Release phases
• Weekly routines as defined by BPD

Process Lead • Interact with Change Management and L&D as required

(Uniform Process • Appointing and empowering Business Process Experts (BPEs)
Map Level 2)
• Gathering forward functional requirements

BPE • Defining business requirements as part of the technical release

cycle
• 30%-80% involvement in
Technical Release cycle
Business • Testing process and software designed as an output of the
Process • Periodic routines as defined by
requirements definition BPL
Expert
(Uniform Process
Map Level 3&4)

12
For internal CCR discussion purposes only
CCR CONA Project Staffing
CONA Business Lead
(Cottrell)

Deployment Team Project Mgr. (Ziegler)

Business Deployment Planning Director

(Davis) Business Process Solutions Design Team

Chg. Mgmt. (Colquett) L&D (Teachey) BPD: MTO (Oehlke) 3 BPLs 7-10 BPEs

PSS** (Miller) Finance:SOF/CONA** (Haught) BPD: OTC (Higginbotham) 5 BPLs 10-20 BPEs

PSS** (Comito)
Finance:SOF/CONA** (Forsyth) BPD: FTD (Parker) 4 BPLs 4-6 BPEs
PSS** (Giuliani)

Site Lead (PENDING) Finance: SSvs: (Dobson) BPD: PTP (Scalf) 2 BPLs 1-2 BPEs

IT Local Infr. (PENDING) CustCare Equip* (Frankham-Smith) BPD: RTR (Lagrange) 3 BPLs 4-7 BPEs

Integration (PENDING) CustCare Call Ctr* (Crowl) BPD: HR (Duncan) 1 BPLs 1-3 BPEs

Master Data (PENDING) HR* (Thompson) BPD: ISM (Keever) 1 BPLs 2-4 BPEs

As Is Process Mapper Sales* (Sweeney) BPD: MDM (Whalen) 6 BPLs 5 BPEs

Business Process Solutions Team will assist with deployment activities

* Deployment is also a BPL ** Deployment is also SoF rep

13
For internal CCR discussion purposes only
Organization: BPL’s

CONA Business Lead

MTO: (Cottrell)
Debbie Brock, Commercial
Bob Sweeney, Regions Sales
Lori Crowl, Call Center Project Mgr. (Ziegler)

OTC:
Business Process Solutions Design Team
Dana Tripodi, Settlmt./Billing
John Cocquyt, Full Service Vend. BPD: MTO (Oehlke) 3 BPLs 7-10 BPEs
Kevin Hagan, Pricing
Mike Wasson, Distribution
Michael Afshar, Int. Order Mgmt. BPD: OTC (Higginbotham) 5 BPLs 10-20 BPEs

FTD: BPD: FTD (Parker) 4 BPLs 4-6 BPEs

R. Frankham-Smith, Equip. Service
Tom Brandenburg, Warehouse Mgmt. BPD: PTP (Scalf) 2 BPLs 1-2 BPEs
Meghan Trotter, Haulage
John Karafanda, FTD Planning-ABP
BPD: RTR (Lagrange) 3 BPLs 4-7 BPEs

PTP:
BPD: HR (Duncan) 1 BPLs 1-3 BPEs
Kathy Cline-Doten, Procurement
Stephanie Harty, Accts. Payable
BPD: ISM (Keever) 1 BPLs 2-4 BPEs
RTR:
Sally Forsyth, ABP, Controlling BPD: MDM (Whalen) 6 BPLs 5 BPEs
Ina Haught, Fin Acctg, Inv. Mgmt.,
Period Closing, Project
System
John Phillips, Corp/Mgmt Reporting
Continued next page

For internal CCR discussion purposes only 14

Organization: BPL’s

CONA Business Lead

(Cottrell)

Project Mgr. (Ziegler)

Continued from last page

Business Process Solutions Design Team

BPD: MTO (Oehlke) 3 BPLs 7-10 BPEs

HRM:
Chris Thompson, all levels BPD: OTC (Higginbotham) 5 BPLs 10-20 BPEs

ISM:
BPD: FTD (Parker) 4 BPLs 4-6 BPEs
Pending, all levels.

MDM: BPD: PTP (Scalf) 2 BPLs 1-2 BPEs

Mark Fernandez, Customer
Cindy Worley, Equipment BPD: RTR (Lagrange) 3 BPLs 4-7 BPEs
Lisa Wandrick, Material/Raw & Semi Fin.
Jeremy Linman, Material/Fin. Goods BPD: HR (Duncan) 1 BPLs 1-3 BPEs
Cindy Scalf, Vendor
Kathy Knighton-Rondon, Finance BPD: ISM (Keever) 1 BPLs 2-4 BPEs

BPD: MDM (Whalen) 6 BPLs 5 BPEs

For internal CCR discussion purposes only 15

  Names through PSL / MGR only
 Work in progress
CONA - Organization
General Manager
Administration
Coke One NA
Support
Reinhard Meister

Engagement &
Process & Solution Build & Delivery Operations & Security Strategy & Planning Shared Service Group
Deployment Group
Group Director Group Director Group Director Group Director Director
Director
Mark Lynch Bob Shank Katie Horne Rob Hadley Scott Armstrong
Brett Findley

P&S SAP Development Infrastructure

Engagement & Communication Manager
Commercial Saurabh Parikh Dir Support
Deployment
Steve Hall PSD ABAP Dev (~4) Director
Leads
PSLs (4) Mgr SAP Mangd Srvcs
Directors (2)
PSCs (tbd) Mgr Infra Ops Master Planning &
SAP BASIS Experts (2) Release Mgmt Director
BI & MDM Brian Toms
Infra Engineer
Mindy Caldwell Dir Sr PMs (3-4)
Process & Solution Network Expert
P&S Architects (2)
Deployment Ops Experts (2)
Supply Chain Lead (1)
PSLs (4) Control & Compliance
Rajen Raval PSD PSLs (6)
PSLs (2) Director
PSCs (tbd) Mobile Application Support Michelle Moore
Build Director Sr Analysts (3-4)
Deployment Enablement Manager
David South Dir
BPM Lead Service Mngmt Expert
Dev Leads (2)
P&S TK Mgr ABAP & Config Cons. Vendor & Contract
Controlling & HRM L&D Lead PI & Middleware Cons. Management Manager
Baron Jordan PSD Master Planning BI & Data Cons.
Integration
PSLs (4) Mobile Consul.
Hemant Kochhar Dir
PSCs (tbd)
PI/EDI Dev lead
3rd Party Dev Lead
Master Data
P&S Data Dev lead
Maintenance
Finance & Procurement Director
Carl Carlson PSD MD Experts (8)
PSLs (4) Delivery Mgr (2)
PSCs (tbd)
Access Mgmt
David McClure
Mgr SAP Security
P&S Mgr IDM
Integration SAP Security Expert (5)
Ira Wall PSD IdM Expert (2)
PSLs (3) GRC Expert
PSCs (tbd) Security Tool Expert Legend
Hired
Posted
The Coca-Cola Company - Confidential Future 16
Agenda

• CCR CONA Guiding Principles

• Update on Staffing: CONA IT and Business Team

• Release 1 Debrief

• Release 2 Outline

• Steering Committee and ELT Sponsorship Approach

• Pilot Approach Update

• Q&A
For internal CCR discussion purposes only 17
Coke One will be enhanced over a series of releases
More than we
Full Operational have today
Support
Minimum Threshold 20%
Capability to Support
Operations

Forward Enhancements
Transitioning Territories

Full Scale Deployments

Proof of Concept
80%

Prioritization
of
requirements
will be
critical,
especially
for Releases
2&3 Coke One Release Release Release Release
“Out of 1 2 3 4
the Box”
2013 2013-2014 2015 2016

For internal CCR discussion purposes only 18

CONA Solution Development update – June 7
• Design phase completed by >80% – open items to be finalized by June 21
• Bottlers agreed to start Build phase
• Release 1 timing and scope (Business Critical Gaps) is confirmed for end of
November 2013
• Release 1 enables the Proof of concept of a DC
2012 2013 2014
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Establish
Gap
Gap Identification
Identification &
& Business
Prioritization
Prioritization Value
2 Drivers
Requirements
Requirements
1 Release 1
Timeline
3
Design
Design

da
y Config & Build

Unit
Unit Testing
Testing 5
Integratio
Integratio
To

E2E
E2E
n
n Testing
Testing Release
Available
&
Packaging

Pilot
Pilot

‘Fit/Gap’ ‘The What’ ‘The How’ ‘Built as Asked’ ‘Quality Tested’

For internal CCR discussion purposes only 19

CONA R1.0 - Design Validation with CCR, CCBCU,
CCBCC and Swire
CONA R1.0 Design Validation Highlights & Key Actions: 200+ Enhancements!

• Design >80% Complete with Agreement to Build across all Bottlers

• Build work will start June 10

• Complete by 21 June:
• Design for Escalation Items;
• Resolve COPA - CMA Mapping with CBS
• Complete CAM/FSV (MEI/Movilitas and Commissions)
• Pricing, Promotion and Rebates and Off-Line Pricing (TPM/Movilitas)
• Pallet Label Standardization (Human Readable)
• Design for MDM/BI/Security/Infrastructure Lag Items
• CONA R1.0 Roadmap (Key Items include; Voice Pick, T&E, Planning and
Reporting Tools)
• Testing Plan
• Revised Estimates
• Follow-up “SWAT Teams” for:
• VERTEX
• Customer On-Boarding
• System Performance
• CAS

For internal CCR discussion purposes only 20

Agenda

• CCR CONA Guiding Principles

• Update on Staffing: CONA IT and Business Team

• Release 1 Debrief

• Release 2 Outline

• Steering Committee and ELT Sponsorship Approach

• Pilot Approach Update

• Q&A
For internal CCR discussion purposes only 21
CONA – Integrated timeline

Release 1.0 Notes:

June 3 Begin the build phase (preparation and manual config)  Release 1.0 deployment windows will
June 6, 7 Formal design approvals and phased formally closed
be added for next version
 Any development for R1.0 pilot must
June 3-14 Continue work on design exceptions and escalations
follow R1.0 release schedule
June 10-14 DSD and FSV Review  Risk: Window is rapidly closing on
June 18, 19 MDM Design Review development for a pilot location
 Risk: Design review sessions are
June 20 BI Design Review
currently planned after the design
June 21 Design exception approvals by this date cut-off
Release 2.0 (Draft)  R2.0 milestones are draft for this
version; will turn to planned after
June 10 – July 4 CONA develops recommendation for R2.0 scope
review this week
July 11 Send R2.0 proposed scope to SOC and BPTC for review  Note the overlap of R1.0 and R2.0
July 18 Finalize R2.0 scope with the BPTC work; all participants (Bottlers and
CONA) should begin resource
July 22 Begin requirements phase
planning now
22
For internal CCR discussion purposes only
CONA – Integrated timeline

Build R1.0 Test Cases Test & Remediate

Build R1.0

C C C
Draft Roadmap P 2.0 Requirements P Design P Build 2.0
Build R2.0 Test Cases

Release 1.0 Notes:

June 3 Begin the build phase (preparation and manual config)  Release 1.0 deployment windows will be
added for next version
June 6, 7 Formal design approvals and phased formally closed  Any development for R1.0 pilot must
June 3-14 Continue work on design exceptions and escalations follow R1.0 release schedule
 Risk: Window is rapidly closing on
June 10-19 • CAM/FSV and MDM/BI Reviews
development for a pilot location
June 10-21 • CONA R1.0 Roadmap – Bottler Review and Input  Risk: Design review sessions are
currently planned after the design cut-off
July Prep for Sept Execution Testing Strategy; Test Plans and Scripts

June 21 Design exception approvals by this date  R2.0 milestones are draft for this version;
Release 2.0 (Draft)
will turn to planned after review this week

June 10 – July 4 CONA develops recommendation for R2.0 scope  Note the overlap of R1.0 and R2.0 work;
July 11 Send R2.0 proposed scope to SOC and BPTC for review all participants (Bottlers and CONA)
should begin resource planning now
July 18 Finalize R2.0 scope with the BPTC

July 22 Begin requirements phase; Workshops July 22-Aug 2nd

23
For internal CCR discussion purposes only
Agenda

• CCR CONA Guiding Principles

• Update on Staffing: CONA IT and Business Team

• Release 1 Debrief

• Release 2 Outline

• Steering Committee and ELT Sponsorship Approach

• Pilot Approach Update

• Q&A
For internal CCR discussion purposes only 24
Steering Committee and ELT Sponsorship Approach

1
Marrying Steering Committee Management Routine to the Functional
Connection Need
 Review of objectives of Steering and Functional Connection Points
 Developing the cadence of management routines

2
Enabling ELT Process Stream Sponsorship
 Review of objectives
 Developing the cadence of management routines

25
For internal CCR discussion purposes only
Organization and Governance
Connecting Process Ownership to our Functional Organization
Functional Intersection
Process
HR, Finance &

David Preston
Brands

Debbie Brock
Commercial
Lead check

Steve Forrest
NFS
In Process
NRS

D. Rice
PSS

N. Todd
Cust. Care

M. Duncan
HR
Dawn Kirk
Region

T. Hensler
Finance
in with CCC includes
Functions Shared
Monthly Services.
1
Market to Order Business Process Director
Eight Coke One DSD Processes

2
Forecast to Deploy Business Process Director

3
Procure to Pay Business Process Director

4
Order to Cash Business process Director

5
Record to Report Business Process Director

6
Human Resource Management Business Process Director

7
Information Systems Management Business Process Director

8
Master Data Management Business Process Director

Innovate to Market (build out over time)

26
For internal CCR discussion purposes only
Organization and Governance
Function Attendees
CCR CONA Steering Committee: Leads G. Cottrell, M. Wright, T. Davis
Functional Oversight and Next Level
Product Supply Darin Rice
Decisioning
Commercial John Oehlke/Debbie Brock
Management Routine Finance Tom Hensler
 Monthly cadence, two weeks before Customer Care: all areas Nikki Todd
L-2 Transformation Updates National Retail Sales Mel Landis designee
Responsibilities Region Sales Dawn Kirk

Decisioning/Consulting National Food Service Steve Forrest

 Systems or Process Design Franchise Leadership Paul Wood

Human Resources/Labor Relations Matt Duncan
 Deployment Strategy & Field Impact
Shared Services Steve Vaughan
 Tactical Go/No Go Deploy Decisions
MDM Carolyn Carl
 Project Cost/Timeline Adjustments Internal Controls Lara O’Hara
 Intersection with Other CCR Projects Legal Travis Cresswell
 Resource Needs Tax Neelu Daswani

 Communications Strategy CONA Rob Hadley

Change Management Rob Colquett
 ELT Escalation Matters
L&D Doug Teachey
Inform
Strategy and System of the Future Michael Mathews
 Above Items Back to Your Functions Sales Ops Projects Rep Pending
 Other Functionally Driven Initiatives
27
For internal CCR discussion purposes only
Organization and Governance

Objectives of the Connections:

• BPD’s notify Functions of architecture
decisions or debate points
• Functions notify BPD’s of any capability
initiatives that might intersect CONA
Functional Connections are Same as the Steering Members

Accomplish both through Monthly Steering Meeting cadence:

• BPD’s attend Steering Meeting
• Steering sent Weekly Status Report by L-1 Process Stream to inform on major items
and determine of more time needed in Functional Staff Meetings
28
For internal CCR discussion purposes only
Steering Committee and ELT Sponsorship Approach

1
Marrying Steering Committee Management Routine to the Functional
Connection Need
 Review of objectives of Steering and Functional Connection Points
 Developing the cadence of management routines

2
Enabling ELT Process Stream Sponsorship
 Review of objectives
 Developing the cadence of management routines

29
For internal CCR discussion purposes only
Proposed Process Stream Executive Sponsorship

Process Stream Exec Sponsor Biz Process Dir.

Market to Order Julie Francis John Oehlke

Order to Cash Mark Rahiya Suzy Higginbotham
Forecast to Deploy Rick Frazier Lance Parker
Procure to Pay Stacy Pugh Cindy Scalf
Record to Report Duane Still Thomas Lagrange
Human Resource Mgmt. Carolyn Jackson Matt Duncan
IT Service Mgmt. Tom Miller Kim Keever
Master Data Mgmt. Brian Wynne Charlie Whalen

Deployment James Sewell Troy Davis LT

.1 7 E ing
5 t
Monthly Exec Sponsor/BPD Meeting: fr om n Mee
t
xc erp matio
• Coaching on architecture process questions E sfor
n
• Coaching on deployment questions Tra
• Build/Architecture proposals, decisions, issues
• Alignment questions with functions or other process streams

30
For internal CCR discussion purposes only
Proposed Process Stream Executive Sponsorship

Do not copy or distribute - For discussion purposes only

Confidential and Restricted
| 31
Agenda
• CCR CONA Guiding Principles

• Update on Staffing: CONA IT and Business Team

• Release 1 Debrief

• Release 2 Outline

• Steering Committee and ELT Sponsorship Approach

• Pilot Approach Update

• Q&A
Do not copy or distribute - For discussion purposes only
Confidential and Restricted
| 32
Agenda
• CCR CONA Guiding Principles

• Update on Staffing: CONA IT and Business Team

• Release 1 Debrief

• Release 2 Outline

• Steering Committee and ELT Sponsorship Approach

• Pilot Approach Update

• Q&A
Do not copy or distribute - For discussion purposes only
Confidential and Restricted
| 33
CCR - CONA
Town Hall Update

June 13, 2013

For internal CCR discussion purposes only