T&M Logistics Technical Division

Presentación del tema: "T&M Logistics Technical Division"— Transcripción de la presentación:

1 T&M Logistics Technical Division
©Anheuser-Busch InBev 10/3/2022 Zone: COPEC May results T&M Logistics Technical Division Company Confidential

2 NUESTRA GENTE Plan Engagement

3 Action Log Executive Summary Safety Targets KPI’s Projects
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4 Action Log Executive Summary Safety Targets KPI’s Projects
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5 Action Log – T&M Action Responsible Due Date Comment
Socios Colombia. Coordinate with Patricia Benavidez budget 2018 (margin / VLC), and confirm the split T1x and T2 operations. E. Chica ASAP May : E.Dager with the budget and details ZBB: Review with Finance, the option to apply same criteria of BanColombia contract, to other fleet contracts On going The meeting with Renting was held on June 1, they were told that they should review all the negotiations and eliminate the charges for excess KM. Procurement leads the process. Productivity - Layouts: Confirm the implementation of recommended layouts by DC. A. Gamba Next T&M Evidences of sended information. Do a realistic plan.  COL. Confirmed the saving in April PER ECU: Monitoring FLTs fuel consumption to warranty the saving, DC: Responsible for control adherence to the optimum layout . DTL Support in control and generation of alerts Follow up savings Review time line for Tocancipa Tender Process LO Definition: C&AL LO 1 Ingenieria en manualidades LO 2 Include comparasion AC 2017 vs 2018 Global Brands – confirm the lowest T1 inland logistics cost with BSC and M. Camila. Gamba Review with procurement the model with ET formanagement the Import volatility and administration of sider Close this project with final results and alternative ZBB Travel Package review M. Vélez Jun 2018 Checked with PPM, over execution due to DPO implementation. Pending review of some trips capitalization. Status tier 2 Projects: DC to close, recovery of Portes, Moffet and In house operation in Valle Include estatus Logistics Ranking review of targets C. Murillo Quality, people and safety targets are reviewed and standardized. Following with productivity KPIs – Review targets of all DC. Proposal: arrange by clusters. Include a DPO implementation category.

6 Action Log Executive Summary Safety Targets KPI’s Projects
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7 Looking Forward Concerns
Executive Summary Positive Negative Safety: on record in May with 16 LTIs vs 49 LTI´s May LTIs 67.3% reduction in 2017 and 100% Closure of Credit360 Tier 1 Ending tender process in Perú, Esc1 excluding supplier with very low marging, estimated saving USD(1,3MM) Esc 2 all supplier, estimated saving USD (2,1MM) New FLTs began delivery on may Tier 2: Market Refusals closed in COPEC at 1.65% in May and SL 3.43%. (i) COL: Initiative "Cobro Prime" starts pilot in three zones of Colombia from June 18. Continuos Improvement: KPIs aligned wth Global definition. Good performance in mostly KPIs. Quality, People and safety KPIS standarized. Routines and dashboard GL defined. DPO: Gap in plan execution was closed. Launch of People tool package in third parties in Peru. Safety: 1 fatalities Commuting Tier 1 Parcial team in May-June-July due to vacations, licencies and transitions plans. For7 members only 4 full time. Poor suplier participations in OL tender process in Colombia, only 4 participants for Valle tender. Impact in Perú T1-VLC BGT to LE mainly for promo 3X10 Cristal,m Strike, new comsuption tax. Tier 2: (i) COL: VLC negatively impacted by spot vehicles, vehicles leasing Bancolombia and GAP vs Bottom up. (ii) With the start of Kopps, the recovery for portes is being affected, impacting VLC at USD $ 1.24 Mio. Gabriel Montoya indicated that it should be explained as "Scope Kopps", however we are reviewing with the project the way in which recovery can continue. PER: VLC negatively impacted by decrease in drop size and GAP vs Bottom up. Continuos Improvement: Lack of analysis and monitoring of KPIs. DPO: Low scores in DCs that deliver high volume. Motupe lost qualification level in Milestone 1. Villavicencio and Pascuales have not recovered qualification level in H1 Audits. None of the DCs with sustainability potential have reached sustainability KPI index. Actions Looking Forward Concerns Safety Alignment of DPO Safety Pillar tools. implementation of routinba d einspección in CDS by managers. Constant review of safe delivery habits Tier 1 COL: Finish Valle OL tender procees, Change all Dc to open book negociation PER: Implemantation plan of transport tender. Tier 2: Learning about Peru and Ecuador Operations to support the documentation and definition of policies for DPO Fleet pillar. (i) COL:Moffet project, a meeting was held with the supplier in Bogota and the proposal for a pilot is evaluated. (ii) PER: Simulations are elaborated for the change of freight of the “Empresarios” to mitigate the impact of the reduction of the drop size. (iv) BC in evaluation: COL: Closure of the DC of Curumani and Fonseca attended from Valledupar. ECU closure of Santa Elena DC, consolidation of Loja and Cuenca and construction of a new CD in Machala. Continuos Improvement: Targets review of productivity KPIs to evalute ranking results. Global audit for SuEP. DPO: Weekly reporting and monitoring of DPO self-assessments. Training of new team members. Focus in high-volume DCs Safety: Deploymetn of OLT and OT Program (safety Behaviors) Tier 2: PER: Tendering process is in Stand By, under analysis options for fleet management in Perú (in evaluation by Procurement Renting option), it is need for consolidation and tendering processes. COL: (i) UC with problems in the payment of freights for change to Kopps, generating requests for exceptions. (ii) Failure 4T, is pending to hold a meeting with the legal area and suppliers to make claim process for repair of 3,900 m2 of failures, which if assumed by Bavaria would cost about $ 900 Mio COP. In order to seek to mitigate the appearance of new failures, the installation of perimeter filters in the parking area, road and container yard as well as the construction of “carcamos” in the parking lot and in the empty container yard is contemplated. (iii) ECU Detailed monitoring of the supplier that builds the Yaguachi DC to avoid delays and non-compliance. DPO: Third parties performance in Lima and KKAA Colombia (Almaviva) MARCO t

8 Action Log Executive Summary Safety Targets KPI’s Projects
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9 Safety - Logistics COPEC
MONTH YDT FY BGT ACT LE 25 19 156 117 386 267 4 13 10 7 31 50 35 14 23 97 71 49 TBD 9710 TDB 37789 9.125 Fatality LTI MDI MTI FAI UA + UC COMMENTS LTI causes analysis (May) The principal causes of LTI are Falling from the same level , coming down from vehicle and cut by glass. Actions: Actualization of PPEs matrix Training in correct use of PPEs Actualization of risk assessment Wet depot inspection routine with T1 Managers Constant review of safe delivery habits MAIN ACTIONS DPO safety pillar Specific plan for DC Tcancipa, CD Cono Norte, Cono Sur and DC Rimac Continuation of standardization of DPO Safety Pillar tools COPEC Logistics T&M

10 Safety COPEC Logistics: LTIs & TRIs evolution
COPEC Logistics T&M 10

11 Cause Analysis (Jun 2018)

12 Safety COPEC Logistics: LTIs analysis (Jun 2018)
May: Control of transport Contractors Road Safety Strategic Plan Training in Defensive Driving Training in cargo handling Implementation of shoes with sharp objects protection Actualization of PPEs matrix Training in correct use of PPEs Actualization of risk assessment Wet depot inspection routine with T1 Managers Constant review of safe delivery habits

13 Safety COPEC Logistics: Operaciones sin LTI (Mayo) – 81 sites
38 15 28 Fonseca 492 San Andrés 477 Riohacha 341 Puente Nacional 320 Aguachica 301 San Gil 280 Santa Marta 270 Neiva 242 Magangue 214 Nariño 195 Unión Caucasia 191 Sincelejo 189 Barrancabermeja 163 Unión Monteria 154 Curumani 128 Armenia 105 Turbaco 86 Autosur Bogotá 85 Cúcuta Local 81 Ibagué 79 Pereira 75 Yopal 67 Girardot 60 Popayán Honda 57 Bucaramanga 45 Barranquilla 43 Villavicencio 40 DC Aguas Calientes 4287 DC Iquitos 401 DC Huancavelica 2525 DC Tumbes 398 DC Tacna 2506 DC Chiclayo 394 DC Huánuco 1609 DC Arequipa 355 DC Pucallpa 1431 DC Tarapoto 345 DC Ilo 1295 DC Cono Norte 343 DC Puerto Maldonado 1245 DC Trujillo 331 DC Ayacucho 907 DC Juliaca 315 DC Huancayo 852 DC Motupe 314 DC Cajamarco 801 DC Cono Sur 294 DC Ancash 575 DC Moyobamba 253 DC Tingo María 523 DC Vegueta 239 DC Chanchamayo 515 DC Rímac 158 DC Satipo DC Cusco 153 DC Tarma DC Nazca 112 DC Yurimaguas DC Ica 108 DC Piura 514 DC Chimbote 89 DC Camaná 455 DC Talara 66 DC Cañete 441 DC Huachipa 420 Otavalo 826 Babahoyo 705 Esmeraldas 582 Cuenca Lago Agrio Loja 552 Cumbayá 491 Dinadec T1 429 Riobamba 382 Latacunga 363 Santa Elena 209 Machala 195 Montecristi 182 Quevedo 174 Pascuales 132 COPEC operaciones 0 LTI

14 Safety COPEC Logistics: Operaciones sin TRI o incidentes SIF 71 (Mayo)
25 37 15 San Andrés 477 Riohacha 341 Puente Nacional 320 San Gil 280 Neiva 242 Magangue 214 Fonseca 198 Nariño 195 Unión Caucasia 191 Sincelejo 189 Barrancabermeja 163 Curumani 128 Turbaco 86 Autosur Bogotá 85 Cúcuta Local 81 Ibagué 79 Pereira 75 Yopal 67 Armenia 61 Popayán 60 Girardot Barranquilla 43 Santa Marta 31 Pascuales Esmeraldas Cuenca Latacunga Riobamba Babahoyo Otavalo Montecristi Santa Elena Machala Lago Agrio Quevedo Cumbayá Santo Domingo COPEC operaciones 0 TRI / SIF

15 Action Log Safety Executive Summary Targets KPI’s Projects
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16 VP Logistics Targets Update
©Anheuser-Busch InBev 10/3/2022 Mandatory Slide VP Logistics Targets Update For GLM same as T&M # Target Weight MTD YTD FY Actual Variance 1 Service Level % 20% 4,02 4,58 -0,56 5,04 5,12 -0,08 4.5% 4.50% 2 DPO (# DC) 15% 4 -2 24 VPO (BOPs) (Ramp up) 43% 39% 12,3% 60% 5 Safety (# LTI ) 16 22 -6 98 129 -33 267 386 -119 Actualizar formato Safety Target with challenge - 55% reduction VS Includes Tier 1 and Tier 2 Company Confidential

17 Target Status - DPO Actualizar Target KPI 0,71 0,50 0,42 Weight
May BUD May ACT FY LE 10 out of 14 KPI better than last year Sustainable KPIs - Motupe 10% 0,71 0,50 Sustainable KPIs - Villavicencio 0,42 DPO Scores: 54% of T2 zone volume covered and 2 DC sustainable % of volume 20% 6% 0,4% 54% Sustainable DCs 2

18 New team members have allowed to perform audits as planned
Target Status - DPO Indicators Status Previous Current Phase : H1 Audits Indicator Planned Executed Total Act Comments DCs Reviewed 16 100% New team members have allowed to perform audits as planned % Implementation Plan 41% Actualizar Cronograma planeado Vs CronogrAMA REAL Una sola línea

19 Sustainability KPIs Actualizar DC Villavicencio Motupe Huanuco
Villavicencio Motupe Huanuco Pascuales KPIs Um Past Year YTD Performance 2T Lost Time Injuries # 13 4 1 - 2T Total Recordable Injuries (TRI) 10 5 2T Vehicle Utilisation % 99,42 94,41 87,33 79,23 126,36 129,53 93,90 80,76 2T Capacity Occupation (pck) pck/trip 1.140,99 1.390,91 860,48 1.020,77 875,74 927,59 885,44 893,12 2T Transport Labor Productivity (pck) pck/mhr 37,82 45,80 35,49 26,10 43,67 42,89 26,96 28,32 2T Forklift Network Productivity hl/Flt 13.633,10 15.169,35 17.768,71 17.608,99 10.027,69 7.569,12 16.489,36 18.716,92 2T Warehouse Labor Productivity hl/mhr 9,32 11,85 14,96 15,38 7,90 15,61 14,13 2T Warehouse Quality Index ppm 42,57 138,09 58,21 13,61 73,54 15,87 48,99 Service Level CDP 4,23 6,28 2,54 0,76 2,22 0,77 5,24 3,03 Refusals 1,677 1,77 1,88 1,148 1,09 0,54 2,46 2,18 2T Sales Curve Index 25,34 26,22 22,03 26,78 19,12 26,58 22,12 25,75 2T Absenteeism 1,31 0,73 2,53 2T Turnover 5,38 20,00 1,38 DQI TOTAL Sustainability KPIs 6 7

20 DPO Means Actualizar (*) As per Global Calibration

21 Safety DPO safety pillar implementation
May Milestone COPEC CO PE EC Total 49,7% 66,4% 52,0% 57,1% 55,1% Mejorar 48,7% 58,4% 52,9% 58,5% 60,8% Sostener 43,6% 54,9% 42,7% 53,6% 47,4% Fundamentales 51,5% 71,3% 54,6% 55,7% 61,0% Actualizar PE: Mejorar desempeño CDs Cono Norte, Cono Sur, Rimac CO: Mejorar desempeño CD Tocancipa EC: Mejorar Desempeño CD Babahoyo DPO Safety Pillar Implementation

22 COPEC promedio de calificación por nivel
Safety DPO safety pillar self assessment - Avance COPEC COPEC promedio de calificación por nivel Actualizar Sep Oct Nov Dic Ene Feb Mar Abr MAy Milestone 38,0% 53,7% 64,4% 67,0% 65,8% 66,4% 55,3% 56,0% 49,7% 40,5% 44,5% 59,3% 61,2% 58,9% 58,4% 55,7% 55,6% 48,7% 33,4% 36,9% 54,2% 55,2% 54,9% 50,9% 48,5% 43,6% 39,2% 44,6% 68,4% 71,5% 70,2% 71,3% 56,6% 67.72% 51,5% Safety Pillar Anexo para gestión Mayo: Estandarizar los requerimientos de cada numeral de DPO. Implementar estándar de carga y descarga Plan especifico CD Tocancipa Next steps DPO Safety Pillar Implementation

23 VPO Dashboard Actualizar
Autoevaluación Mayo Ecuador- Perú alineada a auditoria.

24 VPO -Status Meta H1 Actualizar
Autoevaluación Mayo Ecuador- Perú alineada a auditoria.

25 Action Log Safety Executive Summary Targets KPI’s Projects
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26 ©Anheuser-Busch InBev
10/3/2022 Mandatory Slide & Format Logistics Dashboard Jun YTD Jun 2018 2017 Pillar KPI UOM BU AC Var LE FY ACT Safety Better World LTIs T1  # 109 75 34 426 LTIs T2 # 277 192 85 168 Green Logistics Ton CO2/ khL sold 4,32 0,00 -- DPO DPO Qualifications  DC 24 4 VPO Score 60% Quality  T1  ppm 295,06   274,9  T2 265,59   179,1 Service Level  Total %  4,5 4,5   0 4,89    CDP  % 5,29   5,29  5,79  Productivity  Plant Network Productivity Hl/mh 8,30 7,889  Weight per Shipment Tonsper truck 30,69  30,69 0   29,48 Gross Fleet Productivity* 27,81  --  Average Distance Trip  KM/Trip  266,95  266,99 0,04   262,79  Warehouse Labor Productivity 10,46  10,46   10,13  Transport Labor Productivity pck/mhr 35,2    31,95 For GLM use same as T&M *New KPI the results and targets are under construction Comments: All the KPIs are aligned with global definitions Pending DC templates for GFP PNP due to Colombia. And WPS due to Peru and Ecuador. ADT due to Colombia and Peru. Pending Action Plan with causes analysis and actions. Company Confidential

27 Quality Revisar si hay comentarios sino quitar Blocking Failures T1
Mandatory Slide & Format Please add your zone as top row and countries beloe that row, Quality Blocking Failures T1 LY AC MTH BU MTH AC AC - BU AC - LY YTD LY YTD BU YTD AC COPEC CO PE EC WQI T1 268,5 331,9 265,0 -66,9 -3,5 183,1 302,4 255,3 -47,1 72,2 227,0 385,5 439,6 54,2 212,6 177,1 429,7 406,5 -23,2 229,4 404,1 365,2 127,4 -237,8 -276,7 243,5 213,8 118,9 -94,9 -124,6 50,6 41,9 0,0 -41,9 -50,6 11,6 64,4 32,6 -31,9 20,9 WQI T2 197,6 283,1 202,9 -80,2 5,2 199,1 297,3 275,1 -22,2 75,9 215,4 348,8 326,6 111,2 294,9 440,6 431,6 -9,0 136,7 233,4 286,8 122,5 -164,2 -110,9 141,5 196,4 142,1 -54,3 0,6 30,0 62,5 -62,5 -30,0 6,9 117,9 99,7 -18,2 92,8 DQI T2 45,77 696,00 257,17 -438,83 211,40 44,20 254,50 -441,50 210,30 91,31 202,20 -493,80 110,89 90,34 169,93 -526,07 79,59 284,13 -411,87 329,87 -366,13 374,83 -321,17 363,49 -332,51 Revisar si hay comentarios sino quitar Targets are aligned with global definition Targets are aligned with global definition Corregir WQI con versión KPI 8 New KPIs since may. Working with operations to standardize the measurement and follow up.

28 Warehouse Tier 1 DCBL LY AC MTH BU MTH AC AC - BU AC - LY YTD LY
Mandatory Slide & Format Please add your zone as top row and countries beloe that row, Warehouse Tier 1 DCBL LY AC MTH BU MTH AC AC - BU AC - LY YTD LY YTD BU YTD AC COPEC 5,25 3,03 4,49 1,46 -0,76 4,47 2,79 5,43 2,64 0,95 CO 6,35 3,60 5,30 1,70 -1,05 5,22 3,05 6,69 3,64 1,48 PE 3,21 2,11 2,20 0,09 -1,01 3,25 2,36 2,99 0,63 -0,27 EC 5,61 2,74 5,89 3,15 0,28 4,45 5,79 1,35 PNP T1 7,56 8,26 8,41 0,15 0,85 7,61 7,85 7,78 -0,07 0,18 5,81 6,03 -0,31 0,22 5,90 5,95 5,88 -0,08 -0,03 10,23 11,12 12,76 1,64 2,53 10,31 10,91 11,15 0,24 0,84 14,54 15,52 17,22 2,68 13,55 13,38 14,14 0,76 0,60 FNP T1 16.381 17.292 16.820 -472 439 15.448 15.930 -451 482 15.536 16.021 14.716 -1.305 -820 14.323 14.894 14.491 -403 169 16.558 18.244 18.243 -1 1.685 16.615 18.271 16.957 -1.315 342 20.223 20.684 24.454 3.770 4.231 17.570 17.825 20.694 2.868 3.124 Action plan per country is requested

29 Warehouse Tier 2 WLP T2 LY AC MTH BU MTH AC AC - BU AC - LY YTD LY
Mandatory Slide & Format Please add your zone as top row and countries beloe that row, Warehouse Tier 2 WLP T2 LY AC MTH BU MTH AC AC - BU AC - LY YTD LY YTD BU YTD AC COPEC 9,97 10,68 11,44 0,76 1,47 9,86 10,06 10,24 0,18 0,38 CO 8,88 9,61 9,58 -0,03 0,70 8,83 8,71 9,17 0,47 0,34 PE 9,99 10,35 13,13 2,78 3,14 10,13 10,56 10,45 -0,11 0,32 EC 17,55 19,15 16,62 -2,53 -0,93 15,94 16,50 16,23 -0,27 0,29 FNP T2 14.759 15.556 14.966 -589 207 13.777 14.939 14.334 -605 557 14.547 15.086 13.808 -1.278 -739 13.218 14.190 13.655 -535 437 15.123 16.261 16.144 -117 1.021 14.988 16.467 15.401 -1.066 413 14.525 15.363 16.050 687 1.525 12.623 13.569 13.984 416 1.362

30 Transport T1 WPS LY AC MTH BU MTH AC AC - BU AC - LY YTD BU YTD AC
Mandatory Slide & Format Please add your zone as top row and countries beloe that row, Transport T1 WPS LY AC MTH BU MTH AC AC - BU AC - LY YTD BU YTD AC COPEC 29,55 30,84 30,48 -0,36 0,93 29,38 30,35 30,25 -0,09 0,88 CO 29,33 30,34 31,33 0,99 2,00 29,13 30,12 0,71 1,71 PE 29,88 31,34 30,03 -1,31 0,15 30,16 30,49 30,02 -0,47 -0,14 EC 29,40 31,16 29,49 -1,66 0,09 28,16 30,62 29,26 -1,37 1,09 ATCT YTD LY 0,87 0,96 1,34 0,38 0,47 1,03 0,95 1,29 0,34 0,25 0,64 1,05 1,37 0,32 0,72 0,94 0,43 1,38 0,75 1,48 0,73 0,10 1,27 1,24 0,49 -0,02 0,61 1,00 -0,04 0,35 0,70 1,19 0,19 ADT 256,6 266,7 263,8 -2,9 7,2 248,0 267,3 3,5 19,3 290,4 296,2 297,2 1,0 6,9 275,4 302,6 307,9 5,3 32,5 255,2 249,6 269,0 19,4 13,8 245,2 243,2 258,1 14,9 12,9 183,5 227,8 177,5 -50,3 -6,0 183,0 214,3 186,5 -27,8 GFP (Dedicated) 25,89 27,31 1,42 25,34 -25,34 20,93 25,08 4,15 21,75 -21,75 38,87 38,02 -0,85 36,04 -36,04 33,05 33,92 0,86 28,69 -28,69 Under constructions. It must be reported the next month by DC templates. The target were defined per country according to Global.

31 Transport T2 TLP LY AC MTH BU MTH AC AC - BU AC - LY YTD LY YTD BU
Mandatory Slide & Format Please add your zone as top row and countries beloe that row, Transport T2 TLP LY AC MTH BU MTH AC AC - BU AC - LY YTD LY YTD BU YTD AC COPEC 31,95 32,56 32,61 0,05 0,66 31,87 32,07 32,67 0,60 0,80 CO 32,68 32,99 34,04 1,06 1,36 33,24 35,34 2,66 2,10 PE 33,66 34,80 32,81 -1,98 -0,85 32,98 33,48 31,32 -2,16 -1,66 EC 26,71 27,83 27,49 -0,35 0,78 25,38 27,67 26,21 -1,46 0,83 Cap. Occupation 965,08 970,72 1.008,23 37,51 43,16 928,67 954,75 1.011,40 56,65 82,73 1.077,56 1.095,00 1.149,24 54,24 71,67 1.025,83 1.080,14 1.158,68 78,55 132,85 826,99 833,25 862,90 29,65 35,91 824,84 817,16 863,74 46,58 38,90 899,33 881,24 871,25 -9,99 -28,08 839,65 875,47 846,17 -29,30 6,51 Market Refusals 2,24 1,82 1,65 -0,17 -0,59 2,51 1,93 1,90 -0,03 -0,61 2,33 1,88 0,03 -0,43 2,49 1,95 1,91 -0,04 -0,57 1,80 1,41 -0,39 -0,83 2,63 1,98 -0,07 -0,72 1,67 1,44 -0,23 -0,46 2,23 1,74 1,83 0,09 Service Level CDP 4,58 4,02 -0,56 5,81 5,12 5,04 -0,08 -0,77 5,45 5,47 -0,40 6,80 6,73 6,67 -0,06 -0,13 3,98 3,68 3,10 -0,58 -0,89 4,83 3,45 3,36 -0,09 -1,47 2,60 3,29 2,34 -0,95 -0,26 4,50 3,27 2,89 -0,38 -1,61 In general, the results of the KPIs are good and aligned with the goal. TLP: Mainly affected in Peru due to the reduction of drop size CO: Ecuador presents a low result for the inclusion of small vehicles in PIFO to serve the historic center, in Pascuales and Montecristi MR: The poor performance of the first months was corrected. Only Ecuador has a small deficit vs the accumulated goal.

32 Action Log Safety Executive Summary Targets KPI’s Projects
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33 Layout Optimization Colombia: Saving in April USD 3.450
Mandatory Slide & Format Please add your zone as top row and countries beloe that row, Layout Optimization Colombia: Saving in April USD 3.450 Bucaramanga and Tibasosa reduce FLTs in may, Tocancipa, Barranquilla, Valle y Medellin will be reduce in May with delivery of the new FLTs Peru: The requested changes were sent to DCs .

34 Tocancipa, Resultados proceso licitatorio
El Operador logístico seleccionado como proveedor 1; CA&L (COMPAÑÍA DE ALMACENAMIENTO Y LOGÍSTICA) El proveedor ganador por ofertar la mejor Tarifa dentro del proceso. El Operador logístico seleccionado como proveedor 2; INGENIERÍA DE MANUALIDADES. El proveedor ganador por ofertar una de las mejores tarifas dentro del proceso. Proveedor nuevo con un portafolio fuerte a nivel de estandarización de procesos, implementados en otras compañías. Se identifican fortalezas que brindan oportunidades de desarrollarlo y fortalecerlo con experiencia en nuestros procesos . Comparativo Costos (MM) proceso aplicados en la operación logística de Tocancipa Tarifa vigente hasta marzo 2017; 123,95 ($/Cj) mas servicios complementarios, tarifa estimada total; 162 ($/Cj) Tarifa vigente abril-noviembre 2017; 172,09 ($/Cj) todo incluido, Tarifa utilizada para calculo de BGT Tarifa renegociada diciembre 2017; 180,09 ($/Cj) mas servicios complementarios, tarifa estimada total; 202,49 ($/Cj) Tarifa nueva licitación ; 156 ($/Cj) proveedor 1 mas servicio complementarios proveedor 2; tarifa estimada total; 207,72 ($/Cj)

35 Operación Medellin. Operación Valle. Proyecto NORTHFACE.
Proceso licitatorio culminado como resultado el proveedor Ganador fue SEDIAL (SERVICIOS DE DISTRIBUCIÓN ALMACENAMIENTO Y LOGÍSTICA S.A.). La toma de la operación ya fue realizada y están pendiente cierre de Gestión de contratos. Operación Valle. Proceso de licitación de Operación Logística. Proceso Iniciado con el siguiente cronograma:

36 T1 own Op. transfer to carriers
Jul-Dic 2018 Escenario 1 Total Impact VLC ZBB Cash Flow Consideraciones T1Tariff Negotiation Incluye las sinergias del Resultados iniciales del proceso de licitación $121K $121K T1 own Op. transfer to carriers Resultados de proceso de licitación en rutas donde opera T77 $494K $174K $320K Por Operación con NAO (65 camiones) : $295K se encuentra en sinergia 2018 ZBB considera la estructura operativa para administrar 65 vehículos NAO opportunity $440K $790K ($350) Other opportunities $240K $240K Solo incluye negociación de GPS T1 y T2 Lay Offs ~ Layoffs incluye 71 people ($630K) ~ Costos de reubicación estimaciones iniciales ($2.75M) (1.9M) ($1.9M) Relocation ($2.75M) ($2.75M) Divestments $43M $43M $26 M Land (Ate) + $ 17M Pariachi TOTAL $1.3M ($30K) $ M

37 Resultados preliminares Licitación T1 – Perú - Escenario 1
Transportistas cuya propuesta contiene márgenes <=1% fueron descartados Flota de Transportes Santa Ana por confirmar.

38 T1 own Op. transfer to carriers
Jul-Dic 2018 Escenario 2 Total Impact VLC ZBB Cash Flow Consideraciones T1Tariff Negotiation Incluye las sinergias del Resultados iniciales del proceso de licitación $386K $386K T1 own Op. transfer to carriers Resultados de proceso de licitación en rutas donde opera T77 $650K $330K $320K Por Operación con NAO (65 camiones) : $295K se encuentra en sinergia 2018 ZBB considera la estructura operativa para administrar 65 vehículos NAO opportunity $750K $1.1M ($350) Other opportunities $240K $240K Solo incluye negociación de GPS T1 y T2 Lay Offs ~ Layoffs incluye 71 people ($630K) TBC ~ Costos de reubicación estimaciones iniciales ($2.75M) TBC ($1.9MK) ($1.9M) Relocation ($2.75M) ($2.75M) Divestments $43M $43M $26 M Land (Ate) + $ 17M Pariachi TOTAL T77 deja rutas estratégicas como Planta San Mateo $2.1M ($30K) $ M

39 Resultados preliminares Licitación T1 – Perú - Escenario 2
Transportistas cuya propuesta contiene márgenes <=1% fueron descartados Flota de Transportes Santa Ana por confirmar.

40 Impacto en Portes – Salida Kopps

41 PERU: BC Cierre de CDs - Resultados
La información fue revisada en función de los datos entregados por Juan Camilo Guerra