SAP for FashionChina Partner Enablement

Marco De Lorenzo

Director Consumer Industries (CP/Retail/Wholesale)

Industries & Solutions Group

SAP Asia Pte Ltd.

Shanghai, 22nd September 2009

© SAP 2008 / Page 2

Industry Overview

Buying agentssource products onbehalf of retailersand brands

Factory agentsestablish relation-ships betweenmanufacturers,brands and retailers

Trading houses

Assist in contractualnegotiations

On-site supervisionof production andquality control

Ensure timelyshipping

Agents

Specialize inoperations such asdyeing, cutting,embroidery, laundry

Cut, make and trim(CMT) completegarments

Provide/purchaseraw materials

Subcontractors

OEM (OriginalEquipmentManufacturers)

ODM (OriginalDesign Manuf.)

OBM (OriginalBrand Manuf.)

Produce ownbrands, privatelabels

Own or controlfactories in

various countries

Balanceworkload &manageconstraints

Manufacturers Retailers

Third-partylogistics (3PL)service providers

Importers

Provide servicessuch as shipping,custom clearing,warehousing,distribution

Own/licenseintellectualproperty ofbrands anddesigns

Create their owndesigns, specifyor source rawmaterials

Buy FOB (FreeOn Board) fromAsia

Controlmarketing anddistribution

Brands

Textile & fibermanufacturers

Produce fibers,yarn, fabric andtrims

Leather, rubbersuppliers

Raw MaterialSuppliers

The Fashion Value Chain

Deptm. Stores

Specialty Retailer

Corner Stores

Merch. Chains

Flagship Stores

Factory Outlets

Introduce privatelabels at lowerprice points tocompete withbrands

Apparel and Footwear Industry RetailIndustry

TextileIndustry

Weaving MillsSpinneriesTanneries

Brands (owners, marketers, licensees of branded apparel and footwear)Manufacturer / Subcontractor / Supplier / WholesalerSourcing Agents / Trading Houses / Intermediaries

Menswear, womenswear, casual &formal wear, lingerie, swimwear,home textiles, shoes, accessories,leather goods, jewelry, eyewear,time pieces, …

Suits, shirts, ties, blouses, jeans,uniforms, caps, socks, curtains,bags, suitcases, watches, …

Retailers

Value Chain

Characteristics

Intense Competition among Companies

Apparel and Footwearmanufacturers are beingeliminated unless theprovide value-add to retailsupply chain

Retailers who arecustomers have becomecompetitors as well

Over the past 20 years, Kurt SalmonAssociates (KSA) has seen many brandslose their leverage to ever more powerfulretailers. In recent years, retailprofitability has surged ahead as retailersenjoy the benefits of consolidation,private branding, direct sourcing andgreater consumer touch

© SAP 2007 / Page 4

Supply chains ofmost apparel firmsare widelydistributed

They frequentlyshifting with laborcosts and politicalpreference programs

Globalization of the Supply Chain

0%

5%

10%

15%

20%

25%

89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04

U.S. Apparel Import Market Shares1989-2004*, Percent of US apparel import market

* 2004 figures are YTDSource: AAFA from OTEXA Data

CBI

ASEAN

China

Mexico

S. Asia

Sub-SaharaAndean

Company xyz logo two parts, one specific and one withjust logos

Global Fashion Supply Chain

Retailer

BrandWholesaler

Buyer, Agent

Manufacturer

RawMaterialSupplier

Parts Provider

Subcontractor

ImporterDistributor

EDI

E-Mail

Phone

It's tough to make predictions, especially about the future.Yogi Berra

The future is an unknown, but a somewhat predictableunknown. To look to the future we must first look back uponthe past. That is where the seeds of the future were planted.

Albert Einstein, Interview, 1930

Fashion EconomicEnvironment

IntensifyingCompetition

Globalization &Emerging Markets

DemandingRetailers

DynamicConsumers

Millions of newcustomers entering theglobal market

Outsourcing ofmanufacturing to lowcost countries

Rising prices &diminishing resources

Evolving retail formats- Multi-channel, Onlinestores, 24x7 stores

More collections peryear with shorterreplenishment times

Increasing number ofrequirements fromretailers

Competition on brand,price and process.

Industry convergenceand consolidation

Selling to andcompeting withretailers

Better informed, moredemanding, but lessloyal

Brand / Price / Valueconscious

Shrinking versus newmiddle class

Key Trends are Driving Change in the Appareland Footwear Industry

Market trends are driving apparel and footwear companies to develop and deliver innovative go-to-market capabilities

Consumer are demanding more flexible business models and companies are innovating to support them.

Provide more choices for consumersIncrease responsiveness to changing consumer preferences

Scale processes and key capabilities to enable international growthLeverage the value of a global supplier network while reducing lead times

Leverage new channels for more effective engagement with retailersEnsure availability of right style, color and size of products

Create superior understanding of what consumers wantGain real-time visibility into demand and match with supply

Driving apparel and Footwear Business ModelInnovation

IntensifyingCompetition

Globalization &Emerging Markets

DemandingRetailers

DynamicConsumers

Manage global businessoperations with increasing

number of SKUs

Increasingly demandingretailers

Global sourcing and continuouspressure on inventories andcosts

Retailers ready to share data,but ask for nothing less than100% customer service

Key Trends are driving Seasonal Change inApparel and Footwear Industry

Market trends are driving apparel and footwear companies to offer, sell and deliver fashionable products inincreasingly shorter seasonal cycles to lifestyle conscious consumers around the globe

Serving more consumers,markets and products with

shorter seasons

Increasing number of seasons,growing product range andnumber of style/color/sizecombinations leading to hugevolume of orders

Industry Data Confirm the Apparel andFootwear Challenge

Poor customer service hurts the bottom line:Many manufacturers lose about 2 percent of their bottom line annuallythrough self-induced chargeback's.Incorrect SKUs or quantity account for 58 percent of the total chargeback's.*

Increasing speed to market and volumes challenge supply chainApparel and Footwear companies have to deal with up to 300,000 new stock-keeping units (SKUs), on average, every year**Thousands of new SKU`s need to be managed every 2-3 months withplanning cycle lasting between 2 weeks and 9 months.

New markets and customers on the riseApparel Market in India growing by 83%and in China by 67% (2006-2015)***

Sources: * Emanuel Weintraub Associates Inc. ** Harvard Business Review ***Technopak Advisors

The Issue: Responding Effectively to Consumer needs isImpossible with Disconnected Systems & Processes

2 - Inability to get and share demand andsupply information across the businessnetwork in a timely manner

3 - Unable to provide real-time visibility intobusiness operations, preventing apparel andfootwear companies to optimize stock, sales, andcash flow

1 - Thousands of new SKU`s every 2-3 monthswith planning cycle lasting between 2 weeks and 9months very often results in wrong productofferings and loss of sales

The Solution: Coordinated, Integrated Systems andProcesses Enable the Consumer Driven Enterprise

1 Solution:Visualize and optimize the allocation of goodsto customer demands, to increase profitmargin and customer satisfaction

2 Solution:Connect with your customers throughmultiple channels and quickly respond tochanges in demand

3 Solution:Timely consumer, customer,and operational analysesdrive go-to-market processes

What does this mean for your Business?Key executive questions

How do I…Enable profitable growth, enhance operationalefficiency and brand value?

More effectively manage the vast number of styles,colors and sizes per season in a global environment?

Capture customer demand more timely and guaranteethat customers will receive the products they want?

Increase speed and quality of decisions in this highspeed, high volume industry?

China Market facts

China’s global exports of apparel now exceed those of the27 European Union countries.·The only countries with substantial growth in apparel andtextile exports areChina, Bangladesh, Pakistan andTurkey.·China’s direct employment in Apparel & Textiles is 23million, which is 9% of all jobs in China’s manufacturingsector.·Indirect employment that depends on the apparel andtextile industries brings its employment impact to 100million, which is equivalent to more than 40% of the totaladult population of the USA.·China imports 68% of the raw materials used to producechemical fiber.·However, since last August, apparel textile employmentdropped for the first time in 30years.SinceJanuary thisyear, exports of apparel and textiles dropped

·Also since last August, profits in China’s apparel & textilecompanies have dropped nearly 12%, and 20% of the companiesnow operate at a loss.·Retail sales inChina have been growing 10% per year andreached RMB 10 trillion last year (about US$1.5 trillion).·Retail sales of apparel have been growing 20% per year, doublethe growth rate for all of retail.·China’s domestic market for textiles & apparel has soared andnow consumes 61% of China’s total production.·China’s domestic consumption of textile fiber is 14.6 Kg/person,which is only 38% of the USA’s rate of consumption—suggestingthat continued dramatic growth of China’sdomestic consumptionis very possible.·China’s retail operations are particularly weak in educatedmanagers knowledgeable about supply chain management andfinance. China’s apparel and textile companies are alsochallenged by an insufficient number of skilled managers.

China Market facts

© SAP 2008 / Page 16

Procure & Manufacture

SAP delivers a comprehensive,integrated solution for the Fashion Industry

Leverage pre-integrated, cross-functional best practices to lower risk and increase time to value

R&D,Analyze& Plan

Market Sell Deliver & Service

Responsive Supply Networks

Superior Customer Value

Procure & Manufacture

Best People & Talent

Financial Excellence

Strategic IT

Product & Service Leadership

© SAP 2007 / Page 17

SAP for Fashion

The only vendor providing a complete sheep-to-shop solution portfolio

SAP Apparel & FootwearBrands/Wholesalers

ManufacturersSubcontractors

Sourcing Organisations

SAP for RetailDepartment StoresSpeciality Retailers

Vertical RetailersMono Label Stores

Factory Outlets

SAP for Mill ProductsYarn & Fabric

Textile ManufacturersKnitting & Weaving

Spinning Mills

SAP for Fashion AFS 6.4

SAP Apparel and Footwear

Industry solution for apparel, footwear, sports andfashion brands, wholesalers, manufacturers andsourcing organizations

Covers complete demand and supply chain formulti-dimensional products with style/color/size typeattributes

Industry-specific extensions in logistics (SD, MM,PP) plus additional functions (e.g. ARun)

Industry-specific functionality developed viaextension of material master with grids, dimensionsand categories

© SAP 2008 / Page 19

Enable Responsive Supply NetworksTimely and profitable Response to dynamic Consumer Demand

Customer examples

Apparel and Footwear Manufacturing,Fulfillment

SAP Apparel and Footwear (SAPAFS) supports the complete demandand supply chain for products withstyle, color and size characteristics.Other industry-specific featuresinclude categories (e.g. for qualitygrades), pricing and valuation atSKU-level, season management andflexible order allocation (ARun).

Collaborative Demand and SupplyPlanning

Demand planning and forecasting

Fully integrated supply chainvisibility flexibly down to SKUlevel

Enable inventory reductionwhile maintaining or increasingservice levels, identifyincreased sales opportunities,and reduce charge-backsthrough powerful allocation

Scalable solution able tohandle growth and highvolume of transactions

Key benefitsResponsive Supply NetworksSynchronizing Demand &Supply

Empowering companies withseasonal demand and highproduct quantities to senseand respond faster andsmarter to global demand andsupply dynamics

Improved consumer and retailerresponsiveness by delivering newcollections more frequently, moreprecisely, and within a shorter timeframe

Increased demand-and-supplyplanning effectiveness has ledto a 44% reduction in stock.

Technology –Item Level RFID Tagging

Benefits

Inventory is more accurate -Physical inventories and cycle counts can be done quickly in real time, reducingshrinkage and out of stocks

Track and Trace Capabilities Throughout the Supply Chain - Item level RFID enables track and trace capabilitiesfor garments made in different continents, transported by road, ship and air, warehoused, distributed andshipped to individual stores

Brand Equity and Counterfeiting - Incorporating RFID tags into garment labels or even into the garment itselfcan identify a garment’s source, while the tag’s unique ID certifies that the garment is authentic and also makesit possible to identify and control counterfeits.

RFID Item Level Tagging

RFID is a means of identifying objects or garments using radio frequency transmissions

Each label has an individual tag integrated into it which contains a unique number, or electronic product code,holding relevant information about the garment, such as style, size, price, color, fabric, and where the productwas made. This information corresponds to a UPC or EAN in the IT system

The total money spent on RFID tags and systems for apparel will be $68 million in 2008, which is 38% of thetotal amount spent by retailers on RFID globally. This reflects the surge in activity of apparel tagging given thedemonstrated business case by an increased number of retailers. By 2013, the amount spent on apparel RFIDwill rise to $988 million. (Report from London based RFID Analyst Firm IDTechEx, as reported in StoreFrontBackTalk, Evan Shuman, 8/21/08)

Testing the Waters: Item Level RFID

9 West – launches a “conservative” item level RFIDtrial in a few of the 9-West retail stores

LCWaikiki - (Turkey) 200 store fashion chain out ofTurkey is in the process of testing

“As a result of its RFID deployment, LCWaikiki hasseen a 60 percent time reduction in stocktaking anda 70 percent time savings in the transfer of stockfrom the storeroom to the sales area,” says acompany spokesperson

Technology –Item Level RFID Tagging - Case Studies

Case Study – Marx and Spencer

M&S was the first company in the world to RFID tagapparel at the item level. By 2010, all 350 millionapparel items will be tagged per year with RFID hangtags.

M&S has purchased more RFID tags than any otherretailer or CPG company in the world

M&S has proven ROI with a reduction in out-of-stockmerchandise

Case Study – New Balance

New Balance rolls out Item Level RFID to track itemsfrom DC to retail store

Benefits include greater inventory visibility andimproved item level accuracy. (+99.5% item levelaccuracy)

“Our goal was to gain improved visibility into item-level inventory levels at every step along the supplychain – from the distribution centre to the storebackroom and all the way to the retail shelf,”

Jim Tompkins, President and COO

Case Study – American Apparel

Inventory accuracy was the ROI for AmericanApparel, which displays one -- and one only -- ofeach size, style and color of a particular item for over10,000 items on the sales floor.

10% of the items were not on the sales floor at anygiven time, and replacement of these items manuallywas time consuming and never accurate. Inventoryaccuracy is now at 100% and sales have increasedby 15% to 25% when all items are available on thefloor.

© SAP 2008 / Page 22

Deliver Superior Customer ValueMaximize Apparel and Footwear Go-to-market Effectiveness

Customer examples

Sales Execution through Internet Sales

Branded web shop

Catalog management

Powerful search engine

Order quantity entry via grid, ATP preview,size spread

Pricing at SKU level

Shopping cart and order management

Order status inquiry

Improving Customer Service

Increasing order value persales representative

Real-time stock overview

Up-to-date order status

Shorten order-to-cash cycle

Reduce working capital

Reducing Operating Costs &Increasing Efficiency

Key benefitsSuperior Customer ValueDelivering DifferentiatedValue

Enabling apparel andfootwear companies toincrease sales via brandedweb shop to key businesspartners and internal salesforce.

“Our online e-commerce site allows dealers to checkavailability, place orders directly, and perform other tasks –24 hours per day, 7 days per week.”Scott Montgomery, General Manager, Bike USA, a division of SCOTT Sports SA

Greater effectiveness of sales staff at sales calls, customerrelationships, up-selling, and cross-sellingTargeted use of e-commerce for 65% of global companysales and up to 80% of reorders

© SAP 2008 / Page 23

The New Consumer:My Virtual Model

My Virtual Model is a customized user interactive shoppingexperience using Human 3D avatars to personalize the shopping

experience. MVM offers virtual changing rooms, models topersonalize and share online, and simulators for home decorating,

as well as virtual weight loss applications.

The New Consumer:The Future of Fashion Marketing

The Sims 2 H&M Fashion Runway lets users create originalfashion designs

Fans vote for the Top DesignH&M produces this design for placement in select H&M stores

Driving Enterprise IntelligenceBridging the gap between execution and strategy

Customer example

Business Intelligence Platform

Visualization and Reporting

Interactive data visualization &enterprise class reporting

Enterprise Query, Reporting & Analysis

Web-based, data agnostic query &reporting solutions for businessanalysts

Data Integration & Data QualityManagement

Efficient connectivity to multiple, highvolume data sources in apparel andfootwear

Provide scalable, flexiblereporting while meetingperformance standards

Manage BI and reportingwithin IT governanceguidelines

Provide standard reporting toinformation workers on keyline of business topics

Enterprise Agility - Easy andfast connectivity to multipledata sources

Key benefitsStrategic ITEnabling ActionableInformation

Leverage the SAP andBusiness Objects businessintelligence platform tomonitor execution andbusiness events, implementprocess changes required foroptimization, and executequickly and easily across thebusiness network

“We like to structure information on current sales and stock insuch a way that we can supply our shops and consumers withthe right product with maximum speed and flexibility.”Rodney Haarsma, ICT Manager, ASICS Europe

© SAP 2008 / Page 26

Customer-based communities share best practices and create a network effect in the ecosystem

Driving Innovation with our Customers

Industry organizations for apparel and footwear:American Apparel and Footwear Association

Close alignment with Industry Standard Bodies like GS1 &RosettaNet

Multiple industry forums each yearRILAAAFA Executive SummitPrimeSource Forum HongKongWomen's Wear Daily/Footwear News CEO ForumsRIS News ForumApparel Magazine SummitUniversity Alliance Program for Retail

Business process expert communityCP industry forum

2500+ expert contributors

Enterprise services communitiesEnterprise SOA influencer council

Over 300 customers and partners

SAP Developer Network1 million+ members worldwide

SAP Apparel and Footwear User Groups

Communities of innovation

Communities

Industry Standards

The Set-up of the SAP Fashion ExecutiveCouncil

Set-upThe SAP Fashion Executive Council is designed to discuss on anexecutive level how the strategy for vertical fashion companies will evolve.

The Focus Is Twofold

As a first step we will describe the fashion value chain and how we expectit to evolve

Subsequently we will work on how SAP can best support the differentbusiness models within the fashion industry, from purewholesalers/manufacturing companies via fully vertical integratedcompanies down to pure fashion retailers

Target Group

CIOs (and Business VPs) from vertical fashion companies

Key markets should be covered – considering geographies and segmentsalike

Approximately 20 customer members from the following segments:Department StoresHigh Fashion & LuxuryFast FashionSportsManufacturing

SAP 5 to 8 attendees

Key Takeaways for Our Customers

Business Model InnovationInfluence the industry innovationSAP as enabler of industry transition

Industry NetworkingMeet regular with peers

Influence SAP’s DirectionHelp SAP convert vision into realityEnsure realization of requirements

FEC member companies…

LVMH

© SAP 2009 / Page 30

Workstream„New Product Development“

Customer / SAP

FEC Governance – How the council isstructured and organized…

Workstream“Supply Chain Execution”

Customer / SAP

Workstream“Manufacturing”Customer / SAP

Workstream “Planning”Customer / SAP

Workstream„Sourcing & Buying“

Customer / SAP

Steering Committee3 Customers Representatives

2 SAP Representatives

Program ManagementSAP

Fashion Executive Council

Workstream„Multi Channel Sales“

Customer / SAP

© SAP 2008 / Page 31

Driving Innovation with our Partners

Third Party OrderingInventory Opitmization

SAP Patner Network

Flexibility, Agility, ExtensibilitySAP offers an open & flexibletechnology platform supported by aservice-oriented architectureStrong network of partner solutionsseamlessly extend SAP apparel andfootwear solutions

R&D,Analyze& Plan

Market Sell Deliver & Service

Responsive Supply Networks

Superior Customer Value

Procure & Manufacture

Best People & Talent

Financial Excellence

Strategic IT

All-in-One Solutions

‘Attune for Brands’‘Fashion Sprint’‘Fashion in Time’‘FashionWorks’‘Toy for Fashion’‘Fashion for AFS’ ‘PW.Vestuário’

‘Fash1on-One’‘Logic AFS’‘Fit4Fashion’‘MyFashion’‘Quickwear’

© SAP 2008 / Page 32

SAP drives Business Network Transformation

DisparateApplications

Email

Departmentalanalytics

SiloedEnterprise

EnterpriseResourcePlanning

Corporate Portal

OperationalAnalytics

Business Suite

User centricCollaboration

PerformanceManagement

Business ProcessPlatform

CommunityNetworks

Business NetworkPerformance andRisk Management

IntegratedEnterpriseIntegratedEnterprise

ExtendedEnterpriseExtendedEnterprise

BusinessNetworkBusinessNetwork

ProcessEnablement

PeopleInteraction

InformationAnalysis

Companies are moving beyond internal execution to optimize performance across a dynamicnetwork of partners and realizing value at each step to fund their further transformation

*Source: MIT Research, 2007 and St. Gallen Research, 2008

Competitive Advantage

+10% laborproductivity

+15% assetutilization

+10-30%processefficiency*

+37% laborproductivity

+13% inventoryefficiency*

© SAP 2008 / Page 33

The Apparel and Footwear Value Chainruns SAP

Brand Owner /Designer

Apparel/ FootwearManufacturer and Agents

Retail CustomersTextile Industry

© SAP 2008 / Page 34

SAP Driving Customer Value:Selected apparel and footwear references

SAP Apparel and FootwearOrder fulfillment is up from 70% to 90%Order release-to-dispatch time is down from 22 days to 18

SAP Apparel and FootwearAchieved 100% on-time delivery of POs to suppliersReduced time for material creation (raw material and finished clothes) by 75%

SAP Ecommerce – B2B25% to 35% increase in order value per customer service repAvailability of planning data 30-45 days earlier than previously

SAP Business IntelligenceReporting query times –83%, with more than double the volume growth in number ofqueries – Under Armour

Order information for all European countries is now available within one day, whichdrastically reduces the delivery time to stores.

Proven Customer Value through SAP

Significant improvements in operating efficiency including a 26%increase in inventory turns

Order-fulfillment cycle has been cut from 90 days to 45-60 daysIncreased production efficiency from 56% to 61%Reduced stock write-offs by 50% - from 1,37% to 0,65%

Inventory reduced by 10%

© SAP 2008 / Page 39© SAP 2009 / Page39

SAP Apparel and Footwear CustomersUnited States and Canada

Nike

QVC

OakleyJustin Boots

Superior Uniforms

Peerless

Reebok

Levis

Life is Good

New Era Cap

Li & Fung

New Balance

Warnaco

Wolverine

Kenneth Cole

Swiss Army

VF Corporation

Samsonite

Limited Brands

Under Armour

K-Swiss

Marchon Eyewear

Image Mark

Hartmarx

Jones Apparel Group

Movado

KNG International

Naartjie

MacGregor Golf Co. Vera Bradley

Sports Supply Group

Koos Manufacturing

2008

2007

2006 &earlier

G&K Services

Cole Haan

Bauer Nike Hockey

Fossil

GBMI

Ariat

Cintas

Cutter & Buck

Bruno Magli

Bell

Burton

Chicos

Ballet Makers

Hanesbrands

Brown Shoe Company

Carhartt

Maidenform

Pacific Cycle

© SAP 2008 / Page 40© SAP 2009 /

SAP Apparel and Footwear CustomersEMEA

FashionBox

Pentland

Benetton

Atateks

Ecco

DeRigo

CSP

Calida

Brioni

Fornari

Triumph

Scott Sports

Fila

Napapijri

Marcolin

Artsana

Saez Merino

Head

Marzotto

BenettonTurkey

Carpisa

Camper

Kwintet

OP Prostejov

Schiesser

Mascot

PrecaBrummel

Burberry SSL Int’l

Belvest

Gritti

Mantero

Aboutblu Prada

G&A

GruppoForall

Aurelli

Vostok

Luxottica

Tommy Hilfiger Delvaux

Strellson

Fashion 5

Riopele

Miriade

Switcher

Adidas

Hugo Boss

Eurodress

Uhlsport

Lucia

Esprit

Amer Sport

Escada

Taypa Textiles

DMC

Barbara

Chantelle

Louis Vuitton

Givenchy

2008

2007

2006 &earlier

© SAP 2008 / Page 41© SAP 2009 /

SAP Apparel and Footwear CustomersLatin America

Encompass, Mexico

Deportivos con Estilo(Charly), Mexico

Alpargatas, Brazil

Emyco, Mexico

Giovanna, Mexico

Deportenis, Mexico

Dalponte, Brazil

Cia Hering, Brazil

Fabrica De CalcetinesCrystal, Colombia

Groupo Yasbek,Mexico

Livylu (Andre Badi),Mexico

Administración yOperación, Mexica

Alpargatas, Argentina

Industrias Piagui,Mexico

Vesuvio, Argentina

2008

2007

2006 &earlier

© SAP 2008 / Page 42

SAP Apparel and Footwear CustomersAsia Pacific Region

Tainan Enterprises, Taiwan

LG Fashion

Hwa Seung Vina

Esquire

Cheil Industries

Dome Corp.

Asics

Marui

DKSH,Malaysia

Alliance Textiles,New Zealand

Playcorp

Sass & Bide

Gazal

Rusty

Page Industries

Madura Garments

Natural Textiles

Pantaloon

M&B Footwear

Arvind Brands

Reliance Industries

RaymondHouse of Pearl

Pratibha Syntex Ltd

Shanta Denims Ltd

Best and Crompton

S Kumar (SKNL)

Vishal Retail

Bannari Amman

Viyellatex Ltd

Numero Uno Clothing

Karle International

Network Clothing Co.

Hencom LTD

2008 & 2009

2007

2006 & earlier

MAS HoldingSlimlineShadowlineLeisurelineCourtauldsUnichelaLinea

Changzhou AbilityGarments

Qingdao EverHonest Garmet Co.

Embry

Crystal Group

Clover Group

Dongguan HuaboaShoe

Cobest

Beijing Li-NingSports Goods

Guangzhou HoyoIndustrial Company

Shenzhen FuannaBedding Company

Shanghai TitanSports

Shanghai ThreeGuns Group

South ChinaBleaching & Dyeing

Zhejiang BaoxiniaoGarment Company

Zhejing MengnaKnitting Company

Kaiser Holding

Vicutu ApparelLtd.

Zhejiang MultigloryGroup Company

Yidah Fashion, Taiwan

Esquel, Hong KongMetersbonwe, China

© SAP 2008 / Page 43

© SAP for Retail 2007/ Page 43

Great Customers . . . Great Relationships

© SAP 2008 / Page 44

© SAP for Retail 2007/ Page 44

Great Customers . . . Great Relationships

© SAP for Retail 2007/ Page 45

Great Customers . . . Great Relationships

© SAP 2008 / Page 46

Do you want to be part of that transformation?

1. Industry leading solution is the standardacross the entire Fashion value chain

2. Comprehensive business processes based on provenbest practices for Fashion companies

3. SAP enables Business Network Transformation

4. Lower risk via open & flexible technology platformsupported by strong ecosystem of industry partners

5. Complete end-to-end enterprise support for ConsumerProducts companies

6. SAP supports you with the Roadmap on the way toConnect to Consumer – Becoming Consumer Driven

© SAP 2008 / Page 47

Questions

48

Thank you!

marco.de.lorenzo@sap.com

Marco De LorenzoDirector Consumer Industries

Industries & Solutions GroupSAP APJ

Mobil +65 9780 0430

© SAP 2008 / Page 49

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