Proposal

for project E2E Planning between adidas AG Adi-Dassler-Platz 1-2, 91074 Herzogenaurach, Germany (hereinafter referred to as adidas) and Capgemini Deutschland GmbH Berliner Strasse 76 63065 Offenbach Germany (hereinafter referred to as Capgemini)
Contact adidas Bas van Gein Telefon: +49 (0)160 884 5058 eMail: Capgemini Bas.Gein@adidas-group.com Wilhelm Luerzer Telefon: +49 162 234 35 66 eMail: wilhelm.luerzer@capgemini.com

Munich, 16th July 2007

CONTENT

Content
1 Preamble...............................................................................................................3 2 Scope....................................................................................................................5 3 Project Timeline and Organization.....................................................................9 4 Services and deliverables provided by Capgemini.........................................15 5 Client Obligations..............................................................................................18 6 Assumptions......................................................................................................20 7 Remuneration.....................................................................................................22 8 Terms & Conditions...........................................................................................23

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1 Preamble
The objectives of end2end (E2E) Planning in general are: 1. Fundamentally reengineer the planning activities into one integrated planning backbone, which extends to the trading partners of adidas (e.g. supplier) 2. Design and implementation of demand driven planning processes that support various business models 3. Implementation of a software solution based on SAP SCM that will support these new processes, as well as enable adidas to retire legacy planning systems The E2E Planning Program was started with the Strategy Phase followed by the Business Blueprint Phase (Level III Sub Processes). The Level III documents as delivered on the 13th July 2007 for review are assumed to be approved by the 6th August 2007 latest and will be the basis for the next steps. Phase three starting in August 2007 will cover the build of the Conference Room Pilot (CRP) for Demand Planning and Supply Planning to which this proposal refers. The first rollout of DP and the template implementation is currently planned for 2008 with a Go Live scheduled for the end of November 2008. This must be synchronized with the upgrade project for AFS 6.0 and will cover selected areas within EMEA. The Supply Planning template will be developed in parallel to the DP rollout in 2008 and the first Go Live is planned for 2009.
2006 11 12 01 02 03 04 05 2007 06 07 08 09 10 11 12 01 02 03 04 05 2008 06 07 08 09 10 11 12

currently

DP Go Live 1st Wave

4a
DP Core Template Design and Build

4b
DP Rollout EMEA (selected areas)

Strategy

Business Blueprint
Design of the E2E planning process (Level 0 3)

Conference Room Pilot

Definition of E2E planning strategy and framework

Implement Conference Room Pilot (Prove of concept)

5
Design and Build Extended DP Template SP Template

5
Rollout DP SP

The scope of this proposal is the CRP with the following objectives: - Proof of concept both on business processes as well as on application level - Model level IV (Activities) and level V (Transactions) business processes - Show organizational implications - List requirements for other initiatives/functions (e.g. MDM) - Get an indication on the business benefits - Identify necessary next steps for the template design and roll-out
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The focus of the CRP is on adidas brand, sales region EMEA and the divisions Footwear and Apparel. In order to keep other regions and business segments informed about the progress of the CRP, adidas plans to organize separate information sessions together with the business representatives. It is planned to have the CRP built and unit tested by end of 2007. The extended testing will be next, followed by a user acceptance test and sign off in February 2008. In order to keep the momentum between the CRP and the first rollout wave of Demand Planning, Capgemini suggests choosing the same areas for the first rollout wave as in the CRP phase. .

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2 Scope
The scope of this proposal includes the third project phase of the E2E Planning Program, namely the Conference Room Pilot implementation and validation. Process Scope: The level III processes which were designed in the previous project phase assumed to be signed off by the 6th August 2007 will be used as input and then further broken down to level IV (Activities) and level V (Transactions). In the following picture the process scope for the CRP is defined in detail.
Demand Planning
Out of the CRP scope, but input from Global Marketing Plan is loaded into DP

Supply Planning Out of the CRP Scope

Strategic

Tactical

Regional Marketing planning is out of scope, but the result is loaded into DP Demand Planning

Capacity Planning Material Planning

(Note: Modeling of core functions of attribute based planning only, based on classification example)

O perational

Demand Planning Operational Demand Planning DC Demand Planning

FG Inventory Planning Capacity Planning Material Planning

The following are out of scope: o Global Marketing Planning, but the input from the Global Marketing Plan is loaded into the DP module of SAP SCM o Strategic Supply Planning o Regional Marketing Planning, but the result is loaded into the DP module of SAP SCM The tactical Capacity and Material Planning Process is in Scope, but only the core function will be modeled, namely the attribute based planning based on a classification example.

Organizational and Product Scope: The adidas brand, region EMEA and the product division Footwear and Apparel are have been defined as in scope from the organizational point of view. In addition, there will be a set of business scenarios defined for the CRP based on a specific set of parameters. Per business scenario there will be a set of articles selected by the business representatives which can be used to support the business scenarios.

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Parameters 1 Brand 2 Region 3 Product Division

CRP Scope
adidas

( )
Reebok

NA

LAM

Asia

EMEA

Decided in last SMT

Top-down

FTW

APP

A&G

Demand Parameters 1 2
Articles

Supply Parameters 1 2
Business Scenarios

Bottom-up

Scenarios on article basis

Article per Scenario

The Demand Planning business scenarios will be defined based on the parameters shown in the following diagram. Currently in scope are a maximum of two areas and own retail. The suggested areas shown below have not been confirmed yet by the business and therefore might change. The total number of article selected should not be higher then 150.
Demand Parameters
1 Retail Areas 2 Customer Group 3 Customer 4 Marketing Division 5 Business Units
Central

Business Scenarios
North Iberia Field Accounts Nordic

( )
max 3 areas Italy Own Retail RSM accts. Driven by article Sports Style Driven by article Driven by article

Key Accounts

mi-adidas

Sports Performance Football Yes New Art./ Concept EG In lifecycle Long In lifecycle Running Basketball

(Sports Category)

No Phase-Out Driven by article Driven by article

6 Packages/Collection/

Theme/O ffer 7 Article Lifecycle

8 W CSC Biz Model (CTS)

OR BR Tactical GR FA

9 DP Process Scope

See Backup for details Strategic Operational

The Supply Planning business scenarios will be defined based on parameters shown in the following diagram. In scope is a centralized (IBM) and decentralized article Range for Footwear and Apparel. The total number of article selected should be not higher then 150.

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Supply Parameters 1 Article Range 2 Material Classes 3 Fulfillment Mod. Per factory 4 Demand Program 5 Demand Type 6 adidas DC model 7 Transportation Mode 8 T1 factories 9 # of T1 factories 10 # of T2 factories 11 SP Process Scope
System Scope:

Business Scenarios
Centralized (IBM) Seasonal MTO SO driven Direct orders Moerdijk Air FTW factory: YY 1-5 1-5 Strategic SO&F/C driven Read & miReact adidas Preorders Scheinfeld Sea App Factory: Bowker 6-10 6-10 Tactical Reorders Core

( )
Decentralized Fashion MTS Continous replenishment Replenishmentorders Area DCs Sea/Air > 10 > 10 Operational

The systems SCM 5.0, AFS and BW are in Scope. The SCM 5.0 system is a fresh install without any master or transactional data in the initial state. For the AFS sandbox a copy of the productive system and upgrade to Version 6.0 will be provided by adidas. For the BW system the productive system at adidas will be used for the CRP. The Demand Planning team must have the ability to perform developments in order to aggregate and align data to new hierarchy and process. A separate BW area for the CRP will be needed within the productive BW. The system scope includes also the Core Interface (CIF) between the AFS and SCM 5.0 which is integration backbone for Supply Planning and is used for the release of forecast from Demand Planning.

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separate BW area for the CRP

BW

AFS 6.0

CIF

SCM 5.0

Following modules of SAP SCM 5.0 are in scope: o Demand Planning o Supply Planning Key functions within the module Demand Planning in scope: o Interactive Planning (incl. Aggregation and Disaggregation) o Statistical Planning o Like Modeling o Release of Demand to Supply Planning including weekly distribution and logic for DC split o Alert Monitors Key functions within the modules of Supply Planning in scope: o Capable to Match (CTM) with aggregated planning (Article and SKU) o Interactive SNP Planning Book (to view the CTM results) o Deployment o Alert Monitor o Supply Chain Engineer (to model the Supply Network)

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3 Project Timeline and Organization

Timeline: Capgemini will start phase three of this project on the 24th July 2007 and plans to complete it by the 29th February 2008 The following project plan has been aligned with adidas on the 12th July 2007 in the project management meeting.
2007 2008

J uly A B

Aug
NA/Asia, Reebok

Information Level III

Sep C

O ct D

Nov

Dec E

J an F

Feb G

Review and Sign off Level III

Business Specification DP + SP Processes Level IV Generate Business Specs

Information Level IV NA/Asia, Reebok

Milestones: ASign off Level III BKick Off Phase 2 CHW/SW ready for use D Business Specs completed E Pilot built and unit tested F Pilot integration tested G... UAT completed

2a HW/SW
Set-up Master Data Maintenance Interface testing

2b System Design, Build and Functional Validation

DP + SP Processes Level V Generate IT Specs Build DP and SP pilot Unit Tests

3
Integration test E2E Test

UAT

Extended User Test Validation

System Performance Optimization AFS Impact Analysis APO Overview Training Master Data Requirements (incl. MDM) Key User Training

The main target is to build and functional/unit test the CRP (Pilot) by the end of December 2007. The integration and user acceptance tests are scheduled to follow and be complete by end of February 2008. The design will be based the design on the results of the previous project phase, starting with the process level III (Sub Process) and further breaking those processes down to the process level IV (Activities) and level V (Transactions). Capgemini will use an iterative approach along a dedicated timeline to guarantee fast progress and effective project control. The business specification documents and processes on level IV (Activity Level) are generated in parallel to the system design and build. There will be a general rule that a business specification must exist before an IT Specification can be written. Based on the iterative approach, unit tests will be performed in parallel to the build of demand and supply planning functions. Capgemini plans to show key functions in weekly or bi-weekly cycles to the key user for the purpose of validation and business feedback. The integration test combines sets of unit test scripts into integration test scenarios which will be executed in a logical sequence. The objective of the integration test is to prove that the CRP works from an E2E perspective. The integration test is performed by only the core team members, whereas during the UAT, the key users and extended users will perform the tests. The UAT will use the same test scenarios as
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the integration test but with some variations, driven by different data sets reflecting real life business examples. In addition to all tasks mentioned above, the AFS impact analysis and the generation of requirements for MDM are important for the success of the whole E2E program. The communication to other initiatives (e.g., ASN-S, BV-II, Supplier Connectivity, etc) must also take place and is the responsibility of adidas. Project Organization: The following To-Be project organization has been aligned with adidas on the 12th July 2007 in the project management meeting.
Steering Group
J ohn McNamara (GP) Roland Auschel (Sales EMEA] Lars Soerensen (Log.) Harm Ohlmeyer [CFO adidas] Bob Shorrock (Sourcing) Martin Raab (CG) J eff Lamoreaux (GIT)

Executive Sponsors
Glenn Bennett Gerben Otter

Project Mgmt Meeting

Thies Sander (GOPS) Holger Rosemann (GOPS) Bas van Gein (GIT) Peter Plonka Wilhelm Luerzer (CG lead) Corinne Federer (CG) Michael Gamper (ebp)

ProgrammManagement
BvG / TS / HR / WL

Project Management
Holger Rosemann (GOPS) Peter Plonka (GIT) Wilhelm Luerzer (CG)

PMO
Albert Schumacher TBD

Demand Planning
Corinne Federer/Steffi Mertel Business Anna Lindberg (p.-t.) Manfred Zimmermann 1-2 Key User/Area

Supply Planning
Thorsten J auernick/Manish Shukla Christoph Remy (p.-t.) Thorsten Kessel (p.-t.) J im Humphrey (p.-t.) 1-2 Key User per division Manish Shukla 0,5 Helmut Bueche 0,5 Debi Owen Thorsten J auernick Richard Kowalczyk J ohannes Bolze

S&O Pilot P
Volker Daut Markus Ceman (p.-t.) Christoph Remy (p.-t.)

IT

Stefanie Mertel Christian Mai Christian Ruschkowski Klaus Gasch

CG

IT CG

Harald Kreiss (ARIS) 0,5 AFS (p.-t.) Wissam Daou (ebp) 0,5 System Admin SAP SCM/AFS (p.-t.) 0,5 BW Dominic Goh CG =Capgemini Consulting 1 Technical Resource (ABAP, Techn. Migration) p.-t. =part time

The Demand Planning and Supply Planning teams consist of a mix of business, Global IT and Capgemini resources. Additional IT resources are shared across the two streams. The S&OP Pilot stream is completely under the responsibility and control of adidas. Clear responsibilities must be defined to manage the link to other initiatives and organizations for CRP Phase. In the project management meeting on the 12th July 2007 the responsibilities and the links to the other initiatives and business areas has been defined as shown below.

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Sales EMEA (RA) Pilot

TS / J M

Marketing adidas (HO ) EMEA (FD) Go-In Margin Program Management

TS / J M

Finance Controlling (GB, MF) IPS

TS / J M

HR / BvG / TS / WL

HR / WL / PP

Project Management Supply Planning

Thorsen J auernick / Manish Shukla

Demand Planning
Corinne Federer / Steffi Mertel

S&O Pilot P
Volker Daut

Detailed Project Plan X-Coordination PM-Meetings / Training Updates

E2E Planning

O ther projects: MDM (BM) HK , CF ASN Sourcing (GR) HR, MG GPS PP AFS Upgrade PP Supplier Connectivity (NW PP ) BVII / TradeCo HR

Sponsors + Steering Committee

J M J ohn Mc Namara TS Thies Sander HR Holger Rosemann

HR / BvG / TS

HR

Sign-O Process ff Decision Makers

BvG Bas van Gein WL Wilhelm Luerzer HK Harald Kreiss PP Peter Plonka CF Corinne Federer MG MIchael Gamper

Roles and Responsibilities Summary: Role Steering Committee Responsibility o o o o Project Manager CG o o o Decide on escalated problems Sponsoring of the project Sign off of the project Give strategic direction Manage Resources, Time, Quality and Sign Off Scope Control Project Planning and Execution (e.g. Testing, Training) 11 of 23

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Role

Responsibility o o o o o Organize Focus Interview and Workshops Prepare and execute Project Management Meetings and Project Team Meeting Guarantee the integration of Demand Planning and Supply Planning across the two teams Support information sessions driven from business Escalation within Capgemini Guarantee the integration of E2E planning into the IT landscape of adidas Project Planning and Execution (validate the project plan of Capgemini and provide input) Manage Resources, Time, Quality and Sign Off Scope Control Escalation within global IT Manage business resources and commitment to the project Coordinates link to other initiatives (e.g. ASN-S) Makes sure that all business requirements are listed and business specifications are quality written and delivered on time Involves additional business representatives as required Coordinates communication with the business entities Organizes and manages the review and sign-off Manages information sessions with the business Escalation within Business Are contacted by the key users and the core team business members in case of any design questions Attend focus interviews and workshops Give input for the To-Be business processes Review and Sign-Off Provide details on business requirements Support the business specs and process modeling (no writing required but must provide input and validation) Provide data for scenarios (e.g. realistic forecast numbers) Validate modeled solutions in the system and give feedback (unit tests) E2E testing (Perform test scenarios themselves on the system Jan/Feb 08)

Project Manager Global IT

o o o o o

Project Manager from Business side

o o o o o o o o

Business Representatives

o o o o

Key User

o o o o o

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Role

Responsibility o Train the trainer: Function as trainer for other end users in the implementation phase Own the Business Specification and Processes Level Docs IV and V Secure that all business requirements are captured Own the To-Be-Design from a business perspective Reach out to the business representatives in case of design clarifications Communicate with the key users Define business scenarios for CRP and test scenarios Validate the CRP (strongly involved in Unit Tests and Integration Test) Train the Trainer Function for Key User Manage the team per sub stream (Demand Planning, Supply Planning) Lead the To-Be Design from a process and IT solution perspective Support the project manager in project planning and execution Organize and facilitate stream meetings Provide the status update in the weekly project team meeting and the project management meeting Escalate topics to the project management if needed Support the generation of IT Specifications and Processes on Level IV and V Customize the SCM 5.0 system and document settings Support the testing activities Ensure that the master and transactional data are loaded into SAP SCM Support the developers Support the generation of IT Specifications and Processes on Level IV and V Customize the SCM 5.0 system and document settings Support the testing activities Reach out to other IT owners to clarify IT questions Maintain connection to the system administrator Make sure that all processes of level IV and level V are main13 of 23

Core Team Business Member (Super Key User)

o o o o o o o o

Stream lead DP, SP

o o o o o o

Functional Consultant

o o o o o

IT functional team member

o o o o o

ARIS Coordi-

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Role nator

Responsibility tained in ARIS (or uploaded to ARIS) o Provide Consistency Check in ARIS Execute Customizing Requests coming from the E2E Planning team Provide know how and give input to the design of the E2E process from an AFS perspective Provide know how and give input to the design of the E2E process from a BW perspective Apply OSS Notes, Patches Manage Back ups Perform Live Cache Administration User-Exits (e.g. CIF) Interface Programs BADIs

AFS Resource

o o

BW Resource

System Admin

o o o

Programmer (e.g. ABAP, Technical Migration)

o o o

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4 Services and deliverables provided by Capgemini

Capgemini will deliver to adidas the following services during phase three of the E2E Planning project covering the implementation of the Conference Room Pilot (CRP) for Demand Planning and Supply Planning: Project Management and Program Management Support Support the review and sign off of level III processes and key topics until 6th August 07 Preparation of the Kick Off Meeting APO Overview training covering DP and SNP on a standard SAP SCM 5.0 and SAP R/3 system (Demo System of the solution Center at Capgemini). Scenarios shown will be cross industry and not Apparel and Footwear specific. There will be scenarios demonstrated on the system but no hands on training of each individual participant. Duration: 1 day Support the generation of following documents: o o o o o o Business Requirements List Business Specifications Process Level IV (Activities) and Level V (Transactions) in Visio and EPC (Event Driven Process Chains) IT Specifications Test Scenarios for UAT, Integrations Test and UAT Road Shows Presentations

Customizing of the SAP SCM 5.0 for Demand Planning and Supply Planning and BW adjustments (in the E2E Planning specific area within the productive BW) Programming activities which include User-Exits, Interface Programs and BADIs in the following areas: o o o User-Exits in the CIF BW data processing (data staging) User Exits in Demand and Supply Planning

Any modifications of the standard software are excluded as this would be a risk for any future system upgrades Manage and perform the Unit Tests and test documentation Manage and perform Integration tests and test documentation Support and coach the User Acceptance Tests (UAT) Support the data preparation and upload of master and transactional data to SAP AFS and BW and SAP SCM Train the super key user (core team members) on the system functions for the new demand and supply planning processes Level V 15 of 23

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Support the review and validation process for process level IV and V, the business specifications and the IT specifications Gather requirements for parallel initiatives which are o o o o AFS Upgrade Program MDM ASN-S GPS Support Road Shows (maximal 2) Generation of the Communication Matrix Provide best practices Coach the S&OP Pilot owner

Support change management tasks including the following o o

Support the process design of the S&OP Pilot o o

Generate detailed project plan for the Phase 3, specifically for the template and the first wave of the rollout Provide best practice industry examples on demand

Thereby the following deliverables will be collaboratively produced during this project with the following responsibilities: Deliverable Detailed project plan and project charter Documentation templates Business Requirements List (Excel List) Business Specifications (Word) Business Process Level IV (EPC) IT Specifications (Word) Business Process Level V (EPC) Customization of SCM 5.0 Demand and Supply Planning User-Exits, Interface Programs and BADIs Unit Testscrips (Excel) Integration Test scripts (Excel) UAT Test scripts (Excel) Lead adidas/ Capgemini Capgemini adidas adidas Capgemini adidas Capgemini Capgemini Capgemini Capgemini adidas adidas Support n/a adidas Capgemini Capgemini adidas Capgemini adidas adidas adidas adidas Capgemini Capgemini 16 of 23

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Deliverable APO Overview Training (1 day) Training of Super Key Users (Core Team Member) Training of Key Users and Extended Users Detailed Review and Validation Plan Communication Matrix Information Sessions

Lead Capgemini Capgemini adidas adidas adidas adidas

Support n/a n/a Capgemini Capgemini Capgemini Capgemini

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5 Client Obligations
adidas will provide a sandbox system landscape of SCM 5.0, BW and a copy of a production AFS system (up-graded to Version 6.0) with the following timeline: o o o o o o o 07.08.07: SCM 5.0 Ready for use 14.08.07: SCM 5.0 Ready to log on 14.09.07: AFS 6.0 Ready for use 21.09.07: SCM 5.0 Ready to logon 28.09.07: SCM/AFS are connected via the CIF 05.10.07: BW is connected to SCM 5.0 and AFS Demand Planning: 1-2 Key user per Retail Area Effort per Key User: Aug - Dec 2007: 1-2 days/Week Jan - Feb 2008: 2-3 days/Week o Supply Planning: 1-2 Key user FTW 1-2 APP/A&G Effort per Key User: Aug - Dec 2007: 1-2 days/Week Jan Feb2008: 2-3 days/Week Core Team Members from the business: o o Demand Planning: Two core team members: Availability 70% One team member for FG Inventory Planning: Availability 70% One team member for Capacity and Material Planning Footwear: Availability 70% One team member for Capacity and Material Planning Apparel: Availability 70% Supply Planning:

Key Users from the business to support the project:

IT shared resources: o o o BW technical resource: 1 day per/week AFS resource: 2 days per/week during Oct. 07 Dec. 07, otherwise one day/week AFS/SCM and BW system administration: 1 to 2 days/week on demand 18 of 23

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ARIS process maintenance - Processes are maintained by IT in ARIS (uploaded from Viso): 1-2 days/week One project room for 20 people Access to the adidas eroom, the web mail and the SAP systems. A remote access (outside of the adidas office site) must be possible also for the SAP systems (AFS, SCM 5.0 and BW). Access cards for buildings

Project Infrastructure: o o

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6 Assumptions
BW system will be available and connected to new SCM 5.0: Several years of actual historical data is available DP team has the ability to perform developments to aggregate and align data to new hierarchy and process There will be limitations without an independent, sandbox BW system to reflect the actual to-be process and align the process with AFS directly which will require manual simulation

AFS system will be available and connected to the SCM 5.0 via the Core Interface CIF: The AFS sandbox system is a recent copy of the production system with all the existing master data included DP and SP team has the ability to trigger changes in the AFS sandbox in a timely manner (response time within one day that the request is worked on) SCM 5.0, AFS and BW will be the only systems in the landscape during the CRP. All other identified interfaces (e.g., RMA, PDM, etc) will be manually simulated Without a sandbox BW system attached to the sandbox AFS and SCM 5.0 we will have to manually manage and simulate all required AFS master data changes which will create risks for DP simulation of actual events DP only requires an interface to AFS for use of the existing size-curve application all other data is retrieved from BW which is populated from AFS The existing size-curve application will be utilized for the CRP SCM 5.0 is connected with the CIF Home for the classification data must be identified and that system made available so that an example may created to prototype the demand planning and supply planning alignment The DP and SP team is allowed to maintain master data in the AFS sandbox themselves Any additional fields on master data in AFS (e.g. customer master) will be implemented on request by the AFS team on the sandbox Master data which can not be transferred via CIF are set up either manually in SAP SCM or loaded with specific tools (e.g. APO loader)

Interfaces:

Classification of Model Hierarchy:

Master Data:

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Master data alignment for Demand Planning: For purposes of the CRP, data will be manually aligned as required, however, the requirements for cleansing and automation for the next phase will be collected and documented Where possible changes to the AFS development system will be requested to reflect new process Consistent availability of same resources throughout CRP is essential to deliver along the proposed timeline this includes key users and the extended user community The availability of the technical resources (e.g., AFS, BW, etc..) ,where the Demand and Supply Planning team has no authorization to perform changes, must be secured Same areas in scope for CRP will be the same for the roll-out Tight timelines to link to with other key initiatives (e.g., MDM-P, AFS Upgrade, etc) will require a high-level of momentum coming from the CRP OSS Notes and support packages are applied within reasonable time (OSS Notes response time < 1 day, Support Packages < 3 days) System back ups are done at least on weekly basis so there is a roll back possible any time and before applying Support Packages Business Processes are modeled in EPC (Event driven process chains)

Resources:

Alignment with Roll-Out:

System Administration:

Process Documentation:

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7 Remuneration
As remuneration Capgemini shall receive from adidas the following daily rates for the respective professional services based upon the existing framework contract. Period: 24th July 2007 - 31st December 2007: Consultant Wilhelm Luerzer Corinne Federer Klaus Gasch Christian Ruschkowski Thorsten Jauernick Richard Kowalczyk Johannes Bolze TBD Estimated total days: Role Project Manager DP Stream Lead DP Senior Consultant DP Consultant SP Stream Lead SP Senior Consultant SP Junior Consultant Programmer Days 106 94 96 95 106 106 106 35 744 Rate 1300 1300 1100 1000 1100 1100 650 650 Expenses 100 150 150 150 150 150 150 150

Estimated remuneration including a 3% discount based on the frame contract and a rebate of 48 days (38.400 ) for Johannes Bolze: 830.723 plus VAT Period: 2nd January 2008 29th February 2008: Consultant Wilhelm Luerzer Corinne Federer Klaus Gasch Christian Ruschkowski Thorsten Jauernick Richard Kowalczyk Johannes Bolze TBD Estimated total days: Role Project Manager DP Stream Lead DP Senior Consultant DP Consultant SP Stream Lead SP Senior Consultant SP Junior Consultant Programmer Days 40 40 40 40 35 40 40 8 283 Rate 1300 1300 1100 1000 1100 1100 650 650 Expenses 100 150 150 150 150 150 150 150

Estimated remuneration including a 3% discount based on the frame contract: 333.099 plus VAT Billing is made according to the actually performed services.
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8 Terms & Conditions

All terms and conditions are based on the existing frame contract between Capgemini and adidas. Capgemini will be bound by this proposal until 24th July 2007.

Place, Date Capgemini Deutschland GmbH

Name, signature

Name, signature

Agreeing to the above contents and award of the relevant project contract Client (Company Name)

Name, signature (Principal, company stamp)

Name, signature

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