Page 21 - Onboarding May 2017

CENTRALIZED SUPPLY CHAIN SERVICES, LLC. (ACTIVE PLAN): CSCS 3 YEAR STRATEGIC PLAN AS OF MAY 10, 2017

Mission Strategic Objectives and Organization Goals (What's important now?) KPI
Why do we exist? Financial How will we measure success?
Assure Members receive the benefit of continuously available goods and services at the 1 Develop and implement strategic initiatives that maximize Members' return on investment. Measure Target
lowest sustainable delivered prices, and coordinate with the Brands in their 1.1 Create sourcing value that results in a comparative advantage for our Members by outperforming a modified measurement of PPI correlated to our market basket of goods
ongoing development and innovation in support and promotion of their concepts. Performance against Apple and Pancake PPI 2.96%
1.2 Drive incremental value through the promotion and adoption of existing non-food programs for services, furniture, fixtures, and equipment
Percentage of distributors meeting requirements 100%
1.3 Create value to Membership through the expansion of CSCS services to additional Brands both within DineEquity and externally as appropriate
Meets or Exceeds on all BPM Scorecards 100%
Implementation of key system initiatives based on 100%
technology roadmap
Annual goals to achieve end to end supply chain visibility 100%
accomplished
Process efficiencies resulting in soft dollar savings per $50,000
Core Values year
Number of training events completed each year 50
How will we behave? Member
Member Focused 2 Maximize incremental value by aligning service offerings with Member interests.
Be passionately engaged in our Members' success
2.1 Continually evaluate the scope of the Co-op over the next three years to deliver incremental value for Members.
Integrity 2.2 Improve distribution services to our Members as measured by our distribution network meeting or exceeding contract service requirements regarding fill rates and on-time deliveries.
Be trustworthy and respectful by doing the right thing all the time 3 Strengthen Member relationships through improved communication, feedback, and the sharing of knowledge with and among our Members.

Results Driven 3.1 Improve our communication and reporting tools and processes to more effectively reach our Members with relevant, timely and valuable information.
Demonstrating value through execution of measurable outcomes 3.2 Develop and facilitate the exchange of both quantitative and qualitative information from and among our Members
4 Support the Brands in areas affecting supply chain while protecting Members' interests.
Accountability
Ownership of our daily decisions and actions 4.1 Support the Brands’ strategic initiatives to drive value for our Members through product development, testing, implementation and other supply chain efficiencies

Continuous Improvement
Challenging the status quo through learning, process excellence and innovation

Community
Fostering a culture of teamwork and goodwill Vision
What does success look like?
Internal Creating an unmatched competitive advantage for every Member every day.

5 Align the enterprise technology platform to support strategic business objectives and decision making.
5.1 Enhance enterprise technology to improve processes, collaboration, decision support and supply chain visibility including restaurant, brand, distributor and supplier data.
5.2 Transform our data management tools and capabilities to create end-to-end supply chain visibility that communicates results in a Member-centric perspective
Core Competencies 6 Continually improve our processes to realize efficiencies, drive compliance and adapt to change.
What do we do best? 6.1 Achieve 100% process compliance through measurement of documented key controls.
6.2 Implement process efficiencies that maximize return on Member investment
Industry expertise and market knowledge 6.3 Restructure the Member Services department to support large scale growth opportunities.
Understanding the key cost drivers, both direct and indirect, of the markets and its participants
to facilitate the best business decisions for our Members
Relationship management
Building and fostering relationships with our stakeholders through effective communication
and engagement
Data management and information analysis
Integrating and transforming data into available, relevant and actionable information

Implementation
People and Learning
How we make strategy a habit?
7 Cultivate a culture that creates an engaged, informed and empowered organization that leads to high performance.
Quarterly business reviews will be held with each department to review progress against the
7.1 Increase employee engagement by a measurable amount in each successive year with a target of reduced turnover of key employees plan and re-calibrate where necessary.
7.2 Understand and measure the impact our organization has on the communities in which we serve, and celebrate those achievements.
Organization-Wide Strategies 8 Develop expertise to support our core competencies of industry/market knowledge, relationship and data management.
8.1 Team members engage in continuous learning by completing “learning objectives” developed for each role in the company based on organizational core competencies
How will we succeed? 8.2 Develop Supply Chain initiatives, including programs to leverage academic expertise while provide mentoring opportunities to enhance and share CSCS’ supply chain expertise in the market place
CSCS differentiates through a full-range of services tailored to Members' needs that are
determined through customer intimacy and industry knowledge