April 2015

ACROSS THE TABLE UPDATE

As the new Group President for Customer & Dealer Support (C&DS), I’m excited to
lead the Across the Table initiative. Across the Table was called out explicitly as one
of our key initiatives in our Enterprise Strategy. The work we are doing to transform
our distribution model is important and will lay the foundation for future success for
Caterpillar, our dealers, and most importantly, our customers. We must deliver on the
plan and do it with an extreme sense of urgency.
This newsletter contains the latest information on Across the Table and provides an
update on the progress of each of the work streams. The teams are working
diligently across the enterprise and in partnership with our dealers to meet our goals.
We’ve made great progress, but there is much work yet to be done.
2018 is just around the corner -- we have to remain diligent and increase our velocity
A message from
of execution! Rob Charter
Thank you for your continued support. Caterpillar Group President –
Customer & Dealer Support

GLOBAL TEAM
2014 Year In
Working Together for Mutual Success
2014 YEAR IN REVIEW

Review Features
Across the Table
Rob Charter Discusses Across the Table The 2014 Caterpillar
at the Leadership Summit Year in Review was
released on March 12
Rob Charter provided an Across the Table and features a question
update to the attendees at the 2015 and answer segment
Leadership Summit in Atlanta on (both video and print)
February 4. Rob discussed the progress of with former Group
each work stream and outlined plans as we President Stu Levenick discussing Across the Table.
head toward 2018. As part of the update, Rob The Year In Review also contains a compelling video
was joined on stage by three of our dealer featuring several of our Across the Table Dealer Advisory
principals who have been heavily involved Group dealers discussing the importance of this initiative.
in the Across the Table initiative - Issam al
Bahar (Al-Bahar), Pascal Guillemain (Bergerat Monnoyeur), and Jeff Whiteman Click here to view the 2015 Year in Review. Select the
(Empire Cat). These dealers presented their unique perspective on Across the Segments and Corporate Divisions link at the top and scroll
Table and participated in an open and honest panel discussion covering what’s down to Customer & Dealer Support.
gone well and what challenges we face as we work to achieve our 2018 goals.

A video of Rob’s presentation and the panel discussion with the dealers is
available at: https://dealer.cat.com/AcrossTheTable.
 Enabled Solutions and Networked ERP. The event w
better understating of Across the Table work. Feedback
Participants were curious to learn more about Across t
from deployment with dealers to specific progress of v
available to share insights on the range of Across th
excellent forum for employees to gain a deeper under
Across the Table has for Caterpillar and our Dealers.
ACROSS THE TABLE | UPDATE
Below are some pictures from the gallery walk and quiz

Tullamarine Across the Table Gallery Walk

As part of an ongoing employee education series, Caterpillar Tullamarine in

Melbourne, Australia, hosted an Across the Table gallery walk on February 27.
A cross-functional team from Caterpillar Tullamarine discussed a variety of topics
including a high-level strategy overview and updates on work stream projects like
Parts Logistics Transformation, Service Excellence, Dealer Growth and Profitability,
Technology Enabled Solutions and Networked ERP. The event was well attended
and the attendees achieved a better understanding of the Across the Table work
from project leaders.

The gallery walk format was an excellent forum for employees to gain a deeper
understanding and appreciation of the importance Across the Table has for
Caterpillar and our dealers. Click here to see more photos from the event. ACROSS
THE TA
BLE

Caterpillar and Cat Dealers are working together to create and

AC OS
implement our Across the Table strategy. It comprises multiple
work streams focused around four key objectives to transform
THE TR
“Partnerin
S
A BLE
g for our Fu
ture, Insp
our collective distribution capability. ired by our Pa
st”

OBJECTIVES GAME-CHANGING CAPABILITIES WORK STREAMS

Executed in close partnership with our Dealers

Strengthening the Caterpillar and

• Across the Table
Dealer Distribution Model

Enhancing Customer Focus • The Playbook – Driving Execution in Serving the Entire Portfolio

• Global Parts Pricing Strategy

Achieving Superior Economics • Parts Logistics Transformation
for Caterpillar and the Dealer • Service Excellence
• Rental and Used Equipment

Seizing Opportunities / • Distribution Aspects of Technology-Enabled Solutions

Mitigating Risks • eBusiness Transformation
• Networked ERP/Data Integration

Economic Foundation • Dealer Growth & Profitability Plan

2
The following sections provide
an update on the progress of the
project work streams that make
up Across the Table.

Enhancing Customer Focus

PLAYBOOK
Project Team Lead: Brian Tomsovic, Arnaud Lamassiaude, Whye Chee Peng

GROWTH PLANS – VISION

Growth plans drive dealers and Caterpillar to prioritize growth opportunities in each territory to achieve leadership across the portfolio.
Growth plans aid the execution of the seed-grow-harvest business model.

The plans include agreement to the key initiatives, such as Foundational Capability improvements or Game-Changing Capabilities Work
Streams, to achieve our aligned 2018 targets. Each plan must capitalize on a deeper understanding of our customer needs, ensure the delivery
of our brand promise, solidify the advantages of our distribution channel, and achieve profitable growth.

Major Ongoing Work Stream Initiatives Significant Dealer Interactions

• Monthly or Quarterly Governance Processes implemented or • District Manager administers the portfolio of plans specific to
refined in each dealer’s territory. each dealer’s territory.
• Prioritization of Foundational Capability needs required to support • Aligned 2018 Targets established.
this Growth. • Prioritized Growth Plans either in governance or entering
• Inclusion of Game-Changing Capabilities Work Stream Initiatives governance in 2015/2016.
into Growth Plans.
• Accountability for the Dealer and Caterpillar Responsibilities Project Implementation Timeline
within these Growth Plans. • Dealer, District, and Industries prioritize Growth Plans needed in a
• Identification of Best Practices and transfer of Best Practices dealer’s territory.
among dealers. • Plans are developed on an agreed-to timeline.
• Update to Foundational Capabilities for deployment later in 2015. • Governance begins as soon as practical, with most plans
beginning January 1, 2015.
Major Milestones/Accomplishments
• Aligned 2018 Targets established for PINS, POPS and E&T
Revenue by all dealers globally.
• Consistent, global terminology and templates for the Major and
Standard Growth Plans for all Machine, Energy & Transportation,
Rental and Used, and Product Support Growth Plans.

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ACROSS THE TABLE | UPDATE

Achieving Superior Economics

for Caterpillar and the Dealer

GLOBAL PARTS PRICING

Project Team Lead: John Jasinski & Larissa Campbell

VISION
To strengthen the Caterpillar-Dealer model and increase customer focus by strategically enhancing global pricing decisions.

Major Ongoing Work Stream Initiatives Significant Dealer Interactions

• Conduct Price Maturity Index (PMI) assessments in US, Germany,
UK and Singapore price zones. Completion of all US dealer PMIs
are targeted for July 2015.
• Continue to gather, analyze, interpret and model dealer
transaction data.
• Improve the quality and quantity of pricing competitive intelligence
and lost sales reporting.
• Refresh suggested consumer prices (SCP) and trade discounts by
price zone (PZ).
• Simplify sales variance administration.
Major Milestones/Accomplishments
• Price Zone France recommendations implemented February 2015.
• Nineteen PMIs completed during 1Q 2015 (EAME: 1, ADSD: 12,
APD: 6).
• GPPS Foundational Projects (corporate accounts, sales variance,
second level distributor and competitive intelligence) launched in
January 2015.
• Work on PZ UK/Ireland/Iceland is underway. Initial SCP scenarios
are being refined.
• Work on PZ Netherlands and PZ Germany/Austria/Switzerland is
underway. Data and expert input collected.
• Completed Price Zone USA Early Engagement dealer project
kick-off meetings in February 2015.
• Conducting data pass analysis meetings with Price Zone USA
Early Engagement dealers in 1Q 2015.
• PZ Singapore engagement is underway. Dealer transaction data is
being collected.
• On-site PMI assessments completed with Australian dealers in
March 2015.
Project Implementation Timeline
• PZ representing 40% of WW revenue implemented by
January 2016.
• 6 0 PMIs completed by year-end 2015.
• F oundational Project recommendations complete by July 2015.

OPERATIONAL DEFINITIONS:
• Suggested Consumer Price (SCP): Suggested price to the consumer/customer.
• Price Zone (PZ): A grouping of dealers and/or countries that share the same suggested consumer price. Price zones are determined
using a series of factors including (but not limited to) country size, market similarity, geography and currency. Caterpillar will balance
flexibility vs manageability based on these types of criteria and dealer input.
• PMI (Pricing Maturity Index): A qualitative assessment of current dealer pricing practices and capabilities.

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ACROSS THE TABLE | UPDATE

Achieving Superior Economics

for Caterpillar and the Dealer

PARTS LOGISTICS TRANSFORMATION

Project Team Lead: Barb Hodel & Jan Goos

VISION
Leverage one integrated network to deliver consistent premium parts availability, leading the industry in cost efficiency and asset utilization.
Measure of Customer success will be On Time In Full.

Major Ongoing Work Stream Initiatives • PIC pilot readiness underway with J.A. Riggs and Cavpower
• Network Transformation & Collaboration (Caterpillar network targeting late 2Q 2015 go-live.
investments, as well as collaborative network studies with • Range of dealer visits across all regions to introduce in Parts
select dealers) Logistics program and customer value proposition.
• Parts Inventory Collaboration (PIC) • Collaborative network studies with Barloworld, Mantrac, Delmas,
– Dealer data sharing Hastings Deering and Finning Canada.
– Policies incenting collaboration • Surveyed select dealers to gather voice of customer input for OTIF.
– PIC dealer deployment
• On Time In Full Project Implementation Timeline
• PIC pilot implementation – J.A. Riggs and Cavpower – by late
Major Milestones/Accomplishments 2Q 2015; targeting 5 additional by year end 2015; full deployment
• Queensland, Australia DC (distribution center) preparation on track by 2017
for 2Q 2015 go-live, including SPM. • Dealer Data Sharing: 50% of WW demand captured by year
• Morton DC innovation program on track. end 2015
• JA Riggs (Arkansas, US) and Cavpower (Australia) engaged for • Parts Policy changes ready for 2016 onwards deployment
late 2Q 2015 go-live on PIC.
• PIC system user acceptance testing on track.
• Detailed change management program underway for successful (continued on next page)
PIC deployment.
• End-to-end customer availability reporting in production for
dealers who share data. This new web-based reporting tool offers
two new metrics: CCPA and OTIF.
• Parts Policy review on track for staggered go-live starting 2016.
Significant Dealer Interactions
• Daily dealer data sharing now in place with 26 dealers of which
15 are sharing OTIF required data. Twenty additional dealers with
committed start dates.

OPERATIONAL DEFINITIONS:
• On Time In Full (OTIF): Percentage of parts orders sourced and delivered complete by need-by-date/time as defined by the customer.
• Customer Centric Parts Availability (CCPA): Percentage of customer ordered line items sourced to the dealership and/or in-region
Caterpillar warehouses.
• Parts Inventory Collaboration (PIC): Auto replenishment of dealer parts inventories based on mutually agreed stocking plan. Key
enabler for OTIF: optimizes parts availability at dealer branches for same/next day need-by orders.
• Service Parts Management (SPM): SAP systems deployed across Caterpillar parts network to ensure foundational, world class supply
chain excellence.

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ACROSS THE TABLE | UPDATE

Achieving Superior Economics

for Caterpillar and the Dealer

PARTS LOGISTICS TRANSFORMATION – continued

Parts Inventory Collaboration (PIC) – “DAY IN THE LIFE”

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ACROSS THE TABLE | UPDATE
Achieving Superior Economics
for Caterpillar and the Dealer
SERVICE EXCELLENCE
Project Team Lead: Cameron Ferguson & Bob Paternoga
VISION
Cat Dealers are the customers preferred service providers by being aligned to a global strategy which centers on delivering a consistent and
exceptional experience through operational excellence and enhanced customer value.
Major Ongoing Work Stream Initiatives
• Service Training Machine Systems Competencies Project—
All competencies for hydraulics and powertrain
assessments identified.
• Pilot assessment on Proportional Priority Pressure
Compensating (PPPC) executed and used as pilot for future
guide for building assessments.
Major Milestones/Accomplishments
• Service Excellence Performance:
– Launched Service Excellence Performance January 1.
– Launched the revised Service Excellence Performance
Guidebook, Addendum A: Service Attributes, Addendum
B: Sequel Extract Queries Specification and Addendum C:
Right First Time—Service Process in February. The most
significant changes are within the revised Service Excellence
Performance Guidebook including:
- All Service Metrics and Service Attributes will roll up
annually to Service Performance on the Global Dealer
Scorecard with a maximum score of 6.25 points earned.
- Labor DCAL is now also referred to as Percent of Labor
Sales (POLS).
- Addendum C: Right First Time--Service Process has
been added.
- Within the Transactional Survey section, the Customer
Satisfaction Customer Loyalty Requirement Minimum has
been added.
– Announced a four minute video targeted to Dealers: Service
Excellence Performance video.
– Developed a centralized Service Metrics Input database
(go live – April 1), which will enable Caterpillar Service
Operations Reps to access and submit nine of the 16 Service
Metrics on behalf of the dealers.
• Launched the new Service Operations website on dealer.cat.com:
https://dealer.cat.com/cda/layout?m=20062&x=7.
• Announced the new look and feel of dealer.cat.com/
ServiceExcellence, including updated versions of the
white paper, Addendum A: Service Attributes, Addendum B:
Critical Success Factors, Addendum C: Dealer Repair and
Cat Reman Strategy.
Significant Dealer Interactions
• Completed Component Rebuild Center (CRC) Standard Work
Project Pilots, as well as two waves of Continuous Improvement
(CI) for dealer training.
• Service Excellence: Five dealers are partnering with CSS Cat
U on joint translation projects. To date, this resulted in 105
completed Technician & Sales Effectiveness Process course /
Product Knowledge Assessments translations published on Dealer
Performance Center (DPC) in support of Across the Table and
63 translations in progress, most of which would not have been
done otherwise.
• Global dealer participation in Dealer Service Management
Certificate Program between August 2014 and November 2015,
including 61 participants in Americas, 16 participants in EAME
and 17 participants in APD.
• Dealer Advisory Group will attend a face-to-face meeting
May 26-29 in East Peoria, IL to collectively review progress to
date, identify opportunities and clearly define the milestones and
deliverables necessary to achieve our 2018 goal.
Project Implementation Timeline
• Service Excellence Performance: To measure dealer service
excellence performance consistently, dealers will submit Service
Metrics and Service Attributes quarterly (April 1-20, July 1-20,
October 1-20, 2015 and January 1-20, 2016).
• Service Assessment Global Assessment Application (GAA)
conducted training for Service Operations Reps, including EAME in
November 2014 and ADSD last month. APD will be scheduled in
the future as well as additional training as needed.
To learn more about Service Excellence, visit:
• https://dealer.cat.com/ServiceExcellence
• https://dealer.cat.com/ServiceExcellencePerformance
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ACROSS THE TABLE | UPDATE

Achieving Superior Economics

for Caterpillar and the Dealer

RENTAL & USED EQUIPMENT STRATEGY

Project Team Lead: Andrew Ryan & Kurt Tisdale

VISION
Rental & Used feeds the Seed, Grow, Harvest business model. We pursue rental and used in our quest to profitably serve customers, build
population, and harvest downstream opportunities.

Major Ongoing Work Stream Initiatives Significant Dealer Interactions

• Improve dealer data exchange, beginning with DBS through the
Dealer Data Staging Warehouse (DDSW)
• Develop margin contribution reporting system and rollout
globally by 2017
• Deployment of Rental Operations Certification to dealers covering
80% of the global rental opportunity by year end.
• Winner’s Profile metric cleansing is in process, and conclusions
are being drawn based on dealer quartiles.
• Launched review of Used Umbrella Strategy, including role of
CUESI and IronPlanet/CAS auction activity.
• Cat Certified Used pilot program launching 2Q 2015 with
2 ADSD-N dealers.
Major Milestones/Accomplishments
• Rental Management System (RMS) Technical Assessment
complete for nominated ERP providers and two specialized
rental software providers in North America. Strategic review is
now underway and project recommendations are expected
mid-year 2015.
• DDSW rolled out for two pilot dealers - scheduled to be in
production by the end of June 2015.
• Margin Contribution process training delivered to the Cat Field
Teams in North America. Dealer communication underway. Model
development for Europe and South America is scheduled for 2Q
and 3Q 2015.
• Rental Certification baselines established for dealers covering
95% of EAME rental opportunity, 75% of APD rental opportunity,
50% ADSD-South rental opportunity, and 25% ADSD-North
rental opportunity.
• Metrics and best practices relating to the Rental Winner’s Profile
have been obtained and consolidated for over 125 dealers
globally. Best Practice documentation scheduled for 3Q 2015.
• Historical Cat Used/New Dollar ratios calculated, distributed to
Districts and cascaded to individual dealers.
• Three-day joint Cat Auction Services/IronPlanet live and online
auction held in Florida in February.
• DDSW testing of data transfer from DBS with two ADSD pilot
dealers through 2nd quarter.
• Rental Strategy Review & 2015 Execution plan presented at the
ADSD Rental Summit
• Rental Dealer Management Simulation course is confirmed
for ADSD in May, and commitment from Zahid Tractor to lead/host
the first course in EAME, with APD dealer course to follow
in Q3/4.
• Ten dealer used equipment certification reviews completed in
APD and ADSD so far in 2015. Together with EAME, the total
number of dealers with certified Used operations in 2014/2015
stands at 33.
•U  sed operations dealer training completed at one dealer.
Project Implementation Timeline
• 2 Q 2015 – Rental Management System recommendation
• 3 Q 2015 – Establish Used Equipment Winner’s Profile
Advisory Group
• 3 Q 2015 – Deploy margin contribution modeling tool in
Europe & South America
• 3 Q 2015 – Establish Rental Operations Certification covering
80% of the global opportunity
• 4 Q 2015 – Used Equipment Operations Certification completed
at dealers covering 50% of global opportunity

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ACROSS THE TABLE | UPDATE

Seizing Opportunities /
Mitigating Risks

TECHNOLOGY ENABLED SOLUTIONS (TES)

Project Team Lead: Dawn Carson & Tom Bucklar

VISION
Customers will be more successful working with Cat Dealers than anyone else as technology enabled solutions become more prominent and
continue to drive change in our industries. Cat Dealers will be recognized as industry leaders in delivering technology driven value, leveraging
distribution partners where applicable. Cat, Cat Dealers, and channel partners will have clear roles and responsibilities that drives innovation,
consistency, and a best in class customer experience globally.

Major Ongoing Work Stream Initiatives
• Approve a TES Brand Architecture, including structure, naming
and migration.
• Improve technology distribution by completing Cat Dealer/SITECH
strategy & agreements.
• Develop TES digital platform & mobility, including
reporting capabilities.
• Develop and deploy TES technologies & tools. Tools include
EM Customer Portal & Mobile Access, ECA Monitor, ECA Protect,
Cat Inspect and S•O•S.
• Build out Productivity, Safety & Sustainability TES verticals to
arrive at Connected Services.
• Globally deploy, promote & train on EMSolutions, plus expand into
Mining and Energy & Transportation.
• Deliver Dealer TES business model – cap&cap, financials,
organization and strategy.
• Develop channel optimization for 1M+ units – The objective
is to develop a 2020 strategy for connected services,
technology & systems.
• Provide data management strategy – ownership, privacy &
consent policies, processes & communications.
reviewed, EAME pilot with PON, APD focus on Australia.
• Cat inspect version 2.0 for dealers has been launched on Apple
and Android platforms.
• ECA monitor at 38,735 machines; ECA protect at 1,487 assets.
• EMSolutions adopted by Mining and Energy & Transportation.
• Commercialization workshops scheduled for EAME and APD.
• 2020 channel optimization team finalized.
Significant Dealer Interactions
• Global SITECH meeting in Barcelona in February 2015.
• Commercialization workshops scheduled for EAME and APD.
• India Condition Monitoring Boot Camp planned.
Project Implementation Timeline
• EMSolutions rollout and dealer endorsement continues
(through 2015)
• EMSolutions global promotion launch (through 2015)
• ECA Monitor, S•O•S Services Manager, Cat Inspect roll out
• 2Q 2015 - Pilot Next Gen Product Link launch to Construction
• Productivity & Safety Solutions finalized by Year End 2015
• 2Q-3Q 2015 - E&T and Mining launching to Phase 1 dealers

Major Milestones/Accomplishments To learn more about Equipment Management and Cat

• Team formed and working on future brand architecture for TES. EMSolutions,visit cat.com/emsolutions. Click here to view an
• Cat Dealer/SITECH agreements - ADSD is well underway with overview video that the team produced to share with our dealers.
seven Technology Distribution Agreements complete and 26 being

OPERATIONAL DEFINITIONS:
• EMSolutions: a portfolio of technology enabled services focused on delivering equipment management solutions for construction
customers worldwide.
• Equipment Care Advisor (ECA): Proactive process of evaluating equipment and application data inputs to provide maintenance,
component replacement, application and repair recommendations.
• Cat ECA Monitor: a dashboard view that integrates and correlates condition monitoring data.
• Cat ECA Protect: an offering utilizing advanced analytics, Cat and Dealer global knowledge sharing, recommendation management, and
value tracking.
• S•O•SSM Services: a proprietary process designed to turn fluids analysis data into valuable information. This information is used to manage
equipment and reduce operating costs.
• Cat Inspect: A mobile application (available on iOS and Apple) that contains specific machine inspection forms based on operating manuals.
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ACROSS THE TABLE | UPDATE
Seizing Opportunities /
Mitigating Risks
eBUSINESS TRANSFORMATION
Project Team Lead: Sanjeev Addala & Jeff Bowman
VISION
Deliver the Cat Brand Promise by building a premium, consistent customer experience to powerfully extend our physical footprint.
Major Ongoing Work Stream Initiatives
Purchase Experience
• For Cat.com
– Developing enterprise lead nurturing approach to address
leads not covered by business unit nurturing efforts because
74% of attributable sales from online leads come from non-
prioritized leads that need nurturing.
– Enhancing site catalog with even better model-to-model and
competitive spec comparisons.
– Continuing to enhance site catalog with improved model-to-
model and competitive spec comparisons.
• For Catused.com
– Replatforming on a more dynamic updated technology to
improve functionality and customer experience.
• For CatRentalStore.com
– Integrating rental store experience into Cat.com to continue
efforts to create a seamless customer experience.
– Retaining CatRentalStore.com.
• Overall
– Refining the Purchase Experience 3-year roadmap to drive
future action.
Support Experience
• For online parts purchasing
– Refining Parts.cat.com plan to improve the
customer experience.
– Finalizing approach and timing detail to replace PartStore
with Parts.cat.com as early as end of 2016.
• For Cat Integrated Procurement
– Deploying Cat IP with focus on mining.
– Initiating deployments at Kiewit, one of our
largest customers.
• For Cat Customer Portal
– Socializing customer portal strategy globally via eBiz Blitz to
gain VOD.
– Creating and implementing customer portal pilots globally.
• Overall
– Refining the Support Experience 3-year roadmap to drive
future action.
Overall Experience
•D  riving increased use of Zift, Marketing Automation tool for
dealers.
• P reparing for 2015 eBiz Blitz in Americas (completed in APD and
EAME already).
– Reinforcing and deploying standard work to dealers and DSDs
in regional meeting.
–D  ialoging and gaining voice of the dealer and DSD to gain
local insights.
Major Milestones/Accomplishments
Purchase Experience
• C at.com globalized in 8 regions, in 17 languages all with lead
generation incorporated as of July 2014.
• C at.com campaign capability developed and integrated into the
site for GCI pilot (underway).
• C at.com leads reached ~ 2,500 per month. This number is steadily
rising as the use of the web in our industry and our offering on the
web continues to be more compelling. This aligns with increasing
use of the web in the general marketplace as well. 56% of leads
from outside of NA. 39% of all traffic from a mobile device. This
reflects the growing importance of the mobile channel as a means
to look up information (learn), look for products and services
(shop), purchase (buy) and look for instructions and insights to fix
or amend products (care).
• C at.com reached 1.58M visitors in September. This is a significant
jump versus other month averages.
• C hina is now the #1 visiting country to Cat.com demonstrating that
customers are multilingual as well as multichannel.
• C at.com achieved $406M attributable sales (Dec-June). 15% were
new customers.
•A  chieved $1.4B attributable sales across all online campaigns
efforts through Eloqua (marketing automation system).
This includes the $406M specifically through Cat.com.
(continued on next page)
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ACROSS THE TABLE | UPDATE

eBUSINESS TRANSFORMATION – continued

Support Experience Significant Dealer Interactions

• Achieved total online part sales
– Increase of 11% vs. last year
– 15% of total part sales
• Grew Cat Integrated Procurement
– Increased dollars 25% vs. last year
– Achieved nearly 1,000 connections
– Renamed PartStore Integrated Procurement to Cat Integrated
Procurement to reflect the ultimate shift from PartStore to
Parts.cat.com.
• For Social Media
– Reached over 2.4M followers across our social sites (Twitter,
FaceBook,Google, etc.).
– Deployed Cat Dealer Social Media Playbook at the APD
and EAME eBiz Blitz dealer meetings, now available on
DealerConnect which includes “Metrics That Matter” for
social media acitivity.
• For Mobile
– Found that 35% of visits to our sites are now from
mobile devices.
– Refined mobile strategy (to be integrated into Purchase and
Experience roadmaps).
Overall Experience
• Implemented 2015 eBiz Blitz in APD and EAME
– Gained voice of DSD, dealer and local insights.
– Deployed standard work associated with lead generation,
social media, SEO and SEM, online content and more.
Support Experience
• Parts.cat.com meetings with dealers in ADSD to introduce the
development release plan to improve customer experience and
functionality on the site.
• Parts.cat.com VOD teams created to define requirements and
marketing plans.
• Partnering with other groups such as Do It Myself and Cat Auction
Services to promote online sales on Parts.cat.com at local events.
Examples: Participated in Do It Myself conference and sponsored a
booth at a Cat Auction Services event to promote Parts.cat.com.
Project Implementation Timeline
Support Experience
• Over 350 active projects.
• Parts.cat.com major release plan begins by end of May.
• Scale compliant pay, ship and tax processes for Parts.cat.com.
• Implement Esri for improved dealer locator.
• Pilot Registration Services.
• Continue to focus Cat IP on mining.
• Continue to learn from Customer Portal pilots and use customer
and dealer insights to drive production.
Overall Experience
• Integrating recently defined mobility strategy into the Purchase
and Support Roadmaps by May.
To learn more about eBusiness Transformation visit
https://dealer.cat.com/eBusiness.

OPERATIONAL DEFINITIONS:
• Cat Integrated Procurement (Cat IP): allows customers to order parts online using their business or procurement system, such as SAP,
J.D. Edwards, Oracle, Microsoft, etc.
• Zift: is a Marketing Automation platform used by global dealers to market to their customers via online with a consistent corporate
message in a more efficient manner.
• Esri: Geographic information system mapping software. Tool used to improve the functionality of our dealer locator.

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ACROSS THE TABLE | UPDATE
Seizing Opportunities /
Mitigating Risks
NETWORKED ERP/DATA INTEGRATION
Project Team Lead: Rich Baer, Sanjeev Addala, Mark Freeman & Sean Maher
VISION
Create a common environment that allows Caterpillar and the Dealer network to consolidate and share data with greater speed and
efficiency, lower cost, and more rapid replication that enables the extended enterprise to deliver superior customer experiences and service
to all segments.
Major Ongoing Work Stream Initiatives
• Continue to load dealer data into Dealer Data Staging
Warehouse (DDSW).
• Continue to update Caterpillar DDSW Extract, Transform, Load
(ETL) tool and redeploy at dealerships that are already sending
data into the DDSW. More than 50 changes have been identified
for the next release.
• Developing an additional five Rental data domains – in support of
that Across the Table initiative.
• ETL solutions being developed for SAP/Accenture, MS/XAPT and
Infor. Vendor solutions are expected to be available for dealer
adoption in Q1 (SAP/Accenture), Q2 (XAPT) and Q3 (Infor).
• Data transmission project (Sterling Integrator Migration) is
working with dealers to migrate from legacy transmission method
to strategic solution.
• Dealer Financial Reporting System (DFRS) project is underway.
Goal: develop and deploy single financial reporting system/
process to replace the varied financial reporting processes/
systems currently being used. The DFRS will improve reporting/
roll-up velocity and enable more consistent analysis.
Major Milestones/Accomplishments
• As of March 1, 2015, 92 dealers had loaded data into DDSW.
Thirty-one had re-deployed the ETL tool.
• The Big Data (Hadoop) environment is in production and data
continues to be loaded into it. All data consumers should be
migrated by Q2 2015.
• Rental domain mapping is being tested with Holt of
California; Ohio Cat is scheduled as the second dealer to
test the Rental domain.
Significant Dealer Interactions
• Since January, seven more dealers have loaded data into the
DDSW. Sixteen are in process to load data into the DDSW.
• Through April, 22 dealers are scheduled to redeploy data
into the DDSW.
• E AME hosted a workshop February 16-20, 2015 for 16 dealers
that had not yet loaded data into DDSW. Three dealers (Mantrac,
Vosto-Tech and Zeppelin) that are already sending data into
DDSW shared their experiences in developing / selecting a
process and tool to load data.
• T he Rental project has successfully tested four of seven domains
for data transfer between DBS and DDSW with Holt of California.
• T he data transmission project has identified 76 dealers to migrate
to strategic transmission method by year-end. Nine migrations
have started: Amur Machinery, FABCO Equipment, NEFC FZE,
P.T.T.U., Ries Engr Share,Tehama Trading, Teknoxgroup, Tiger
Machinery, Vosto-Tech.
Project Implementation Timeline
• S eventy dealers are targeted to load data into the DDSW by
year-end 2015.
• Sixty-five dealers are targeted to complete DDSW re-deployment
by year-end 2015.
• Seventy-six dealers are targeted to migrate to the strategic
transmission solution (Sterling Integrator) by year-end 2015.
• All data consumers are scheduled to be fully operational in the
Big Data environment (Hadoop) by end of Q2 2015.
You can follow the on-going work stream improvements at:
(dealer-facing) https://dealer.cat.com/ddsw
(internal Caterpillar) https://cssd.cat.com/mis
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ACROSS THE TABLE | UPDATE

Economic Foundation

DEALER GROWTH AND PROFITABILITY

Project Team Lead: Patrick McCartan

VISION
Reduce the variability of system (Cat + Dealer) POPS and Profitability through identification of the key drivers and alignment of both Cat and the
Dealers to consistent commercial strategies and commercial performance management practices.

Major Ongoing Work Stream Initiatives Project Implementation Timeline

Harvest
Wave 1 Wave 2 Wave 3 Wave 4 Wave 5
• Executing Dealer Growth and Profitability (DGAP)
DSD Mar–Oct 2013 Nov–Mar 2014 Mar–Sept 2014 Sept–Feb 2015 Mar–Jun 2015
Harvest deep dives.
ADSD IIASA Ziegler Cleveland Sotreq Butler
• Leveraging Best Demonstrated Practices to accelerate Carter Madisa Wagner FINSA Western States
POPS growth. Poole Holt TX Cashman MacAllister Finning Canada
Louisana Peterson Quinn Milton
• Delivering on “Caterpillar Actions” requested by dealers as Mustang Warren
part of DGAP action plans. Example: New product support Alban Harnish Group
Toromont Wyoming
account management course developed and piloted. Ohio
• Working with Caterpillar Global Mining to integrate Empire
HARVEST

Expanded Mining into DGAP. EAME Finning UK Mantrac PSA Zahid

Bergerat PON Delmas VT
• Managing global governance process to track progress Borusan Zeppelin-Germany Zeppelin Russia Tractafric
and results. Al Bahar Barloword
• Facilitating alignment to DGAP 6A Commercial Framework. APD Hastings GMMCO Trakindo NCD TIPL
CEL Westrac NSW Westrac China CAT Kyushu Gough and Hamer
MSP Westrac WA W. Adams ECIM Shikoku Kenpan
Rental/Used/New (RUN) Phu Thai LSH Hae In SDI
• Applying DGAP methodology to Seed/Grow components CavPower

of the Business Model to support growth plans and drive

alignment on commercial practices.
• Executing plan to transfer process methodology and
Wave 1 Wave 2 Wave 3
leadership from Galt and Co. to Caterpillar as part
DSD Mar–Sept 2014 Sept–Mar 2015 Mar/Apr–Aug 2015
of Wave 3 RUN.
ADSD Carter Empire Finning Canada
Cleveland Bros. FINSA Alban
Major Milestones/Accomplishments Holt TX Madisa Gecolsa
Puckett Wagner
• Wave 1, 2, and 3 Harvest Dealers are in governance phase Sotreq
SEED/GROW (RUN)

– 2018 growth commitments range from 7 to 20+ POPS Yancey

Harnish Group
–O  n average, Wave 1-2 DGAP dealers’ year over year Hewitt
parts orders were 7% favorable versus other dealers EAME Barloworld Tractafric Bergerat
• Wave 4 Harvest studies are in implementation phase FSA Zahid Mantrac
• 30 Best Demonstrated Practices published to date Borusan Al-Bahar
VT (Russia) Finning UK
at dealer.cat.com/advisorDGAP
APD
– Over 1400 external downloads from DGAP William Adams
CEL
website in 2014 NCD
Trakindo
• DGAP CSF launched as part of Americas POPS
growth strategy.

Significant Dealer Interactions

• Wave 5 DGAP Harvest studies to launch at 7 dealers in
March/April 2015.
• Wave 3 DGAP RUN studies to launch at 12 dealers in
March/April 2015.
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