Life beyond UCSC – ISTM
(one example)
Management of Technology Seminar
UC Santa Cruz
Mike Ruggiero
October 2007
Overview
• Who am I – And how did I end up in the ISTM
program
• What am I – My professional career, past,
present, and future
• What’s it all about now - Seagate
• What the #$@$%! it got to do with you Testimonials
Corporate Overview
October 2007
* For first fiscal quarter ended September 28, 2007
** Includes interns, contractors, and agency temps
2
Who Am I - History
• Information Storage Systems - Chemistry Technician;
Drive assembly and test
• Atari – Video games PCB test and repair
• BTI and LMSC – Systems Field Service
• Tandem Computers
– Support Specialist, Hardware and Operating Systems SW
– SW Developer
– New Product Development Manager
• Sun Microsystems – Solaris Dev. Program Manager
• Starfish SW – Professional Service Manager
Corporate Overview
October 2007
* For first fiscal quarter ended September 28, 2007
** Includes interns, contractors, and agency temps
3
Who Am I - History
•
Huffman Letter
Subj:
Statement of Qualification for Huffman Prize for 2006
Dear Judges,
As a nomine for the Huffman Prize for 2006, I must admit that my quest for higher learning can be summarized by a quote from Mark
Twain, “I have never let my schooling interfere with my education”. I first attended UCSC in 1974. A transfer student, I was intent
on turning my talent for chemistry and electronics into a geology degree. Sadly, my plan was to make lots of money working for
the oil companies. Coming to Santa Cruz for university studies changed my fate. I quickly developed a fondness for sailing (or the
glamour of adventure it embodied). At the end of the second quarter I dropped out, took my remaining funds, and went in on a
three way partnership of a 36’, ocean going catamaran. The plan was to sail to Tahiti. After a year and a half of planning, practice
and saving we set sail. The journey took us to San Diego where we stayed far too long, had way too much fun, and spent all our
money. I was lucky; I returned to Santa Cruz and began my 25 years of immersion in the exploding information technology
industry.
During my absence from the university, I lived and breathed computer hardware and software in Silicon Valley. At first I worked for
ISS (Information Storage Systems) as a chemistry technician making ferrous metal ingots. These were to be the core material for
manufacturing disk read/write heads. After my UCSC and sailing adventures, I worked at Tandem computers for 18 years. Much of
this time was spent traveling the world as a senior field support analyst diagnosing both system hardware and operating system
software. When I left Tandem I went to work at Sun Microsystems as the Solaris Integration Program Manager. Most recently, I
worked at Starfish Software as a professional services project manager.
While at Tandem, I played many roles besides that of field analyst. These included software developer, project manager, and
development manager. At one point I was a project lead for the roll-out of their world-wide remote support centers. My primary
focus was the specification of utilities and processes used to implement the centers. As one of the knowledge experts to
engineering, I helped develop remote methodologies (software and hardware) for isolating subsystem failures on live, mission
critical, systems and networks. While at Tandem I also documented, designed, and built (stuffed the ICs and wire-wrapped all the
connections) my own 6800 based computer system. I developed a rudimentary OS and a memory mapped dart score board
application for the game of Cricket, which was all written in assembly language and streamlined to fit in two 8k-byte banks of ROM
memory. This was a self-learning project.
…
As Albert Einstein said, “the devils in the details”. Based on my work experience, I know there is one key skill sorely needed in
industry today. It is the ability to take a large, non-convergent problem, extract the relevant data, and massage that data into
focused, convergent pieces, pieces to which solid scientific and engineering techniques can be applied to find optimal solutions. I
believe my experience here at UCSC has furthered my ability to do exactly that. I leave UCSC with a new lease on my career. It has
not been just schooling; it has been a truly educational experience.
Michael Ruggiero
Corporate Overview
October 2007
* For first fiscal quarter ended September 28, 2007
** Includes interns, contractors, and agency temps
4
Corporate Overview
October 2007
Seagate: Storage Leader
• Seagate is the world’s leading provider of hard disc drives
– Q1 FY2008*: 47.2M drives shipped; revenue of $3.3B
• Provides storage solutions for Enterprise, Desktop, Mobile Computing,
Consumer Electronics and Branded Retail markets
– Share leader in Desktop, Enterprise and Consumer Electronics
– 36% overall market share: highest in the industry
– Broadest product offering in the industry – Largest customer base
• Ownership and vertical integration of critical technologies: heads,
media and motors
• Approximately 54,992** employees worldwide
• Acquired Maxtor Corporation
• Acquired Evault
• Forbes Magazine 2006 “Company of the Year”
Corporate Overview
October 2007
* For first fiscal quarter ended September 28, 2007
** Includes interns, contractors, and agency temps
6
Seagate’s Global Presence
Springtown & Limavady,
N. Ireland
Emeryville, Fremont,
Milpitas, Sunnyvale,
Scotts Valley, CA
Minneapolis, MN
Bray, Ireland
Toronto, Canada
Amsterdam, Netherlands
Paris, France Beijing, China
Shrewsbury, MA
Wuxi, China
Pittsburgh, PA
Oklahoma City, OK
Longmont, CO
Tokyo, Japan
Suzhou, China
Delhi, India
Shanghai, China
Taiwan
Bangkok & Korat,
Thailand
Penang, Malaysia
Ang Mo Kio, Science Park &
Woodlands, Singapore
Drives and Components
Regional HQ’s and Sales
Corporate Overview
October 2007
Design
Customer Support
Seagate Services
7
Seagate Leadership Model
• Technology Leadership
– Own and develop underlying technology
– Industry-leading investment in R&D
• Product Leadership
– Industry’s broadest product line
• Vertical Integration
– Own the key components that drive product strategy
• Scale and Leverage
– World class manufacturing and flexible supply chain
Corporate Overview
October 2007
8
Seagate’s Product Line
Handheld
Notebook
8 Markets
Gaming
Desktop
40 Products
Auto
External
100%
DVR
Revenue
Access
Enterprise
Corporate Overview
October 2007
9
Industry Trends - Digital Content
Landscape Forming
Network
Infrastructure
Content
Aggregators
Storage
Content
Creation
Corporate Overview
October 2007
Content
Enjoyment
10
Q1 Financial Highlights
Revenue
$3.3 billion
Net Income*
$385 million
EPS*
$0.69
Shipments
47.2 million
Margins
25%
Inventory
Under 3 weeks
Corporate Overview
October 2007
* Non-GAAP
11
R&D Investment (last 4 consecutive quarters)
$ Millions
1000
750
500
KOMG
WDC
STX
903
50
250
306
0
Seagate
Corporate Overview
October 2007
Competitors
12
Market Share Estimates
Total Market - All Form Factors - Preliminary
HGST
18%
TOSH
7%
Others
1%
SMG
10%
SMG
9%
HGST
18%
TOSH
8%
Others
0%
FUJ
7%
FUJ
7%
STX
35%
STX
36%
WDC
22%
WDC
22%
Growth
Q4 FY07
111.2M Units
Corporate Overview
October 2007
Y/Y = 15%
Q/Q = 19%
Q1 FY08
132.4M Units
Source: Seagate Market Research
13
Product Update
Q1 Product Highlights
Consumer Electronics – shipped 5.7 million units
• DVR shipments rose 35% year-over-year
Mobile Computing – shipped 7.9 million units
• 50% of shipments were 120GB or more
Enterprise Products – shipped 4.6 million units
• 2.5-inch drive shipments reached 1.8 million units
Desktop Products – shipped 29 million units
• Shipped 1.5 million 750GB products
Branded Products
• Refreshed and redesigned Maxtor OneTouch Family
Corporate Overview
October 2007
15
Mobile Computing Products
Momentus
• Market leading technology
• The world’s first 2.5-inch notebook drive using
perpendicular recording
• Capacities up to 160GB and spin speeds
up to 7200 RPM
• Momentus 5400 Full Disc Encryption (FDE)
prevents unauthorized data access
• Hybrid technology increases performance,
reliability, and battery life
• Free-fall protection for beefed-up laptop durability
Corporate Overview
October 2007
16
Consumer Electronics Products - DVR
DB35
• Seagate continues as #1 supplier of hard
drives for DVRs
• The highest capacity—1TB—hard drive for
DVR systems
• DVR market shipments to reach over
54 million units in 2010 to drive a compound
annual growth rate of nearly 20% through the
forecast period
LG PY2DR
Corporate Overview
October 2007
High-Definition DVR
Digital Video Recorder/
DVD Combination
17
Handheld Products
Lyrion
• 60GB for handheld audio and video devices
• G-Force protection for toughest 1.8-inch
hard drive on the market
• Worldwide 2005 - 2009 compound annual
growth rate (CAGR) for Portable Media
Players is 95%*
Corporate Overview
October 2007
*Source: IDC, 2005
18
Ruggedized Products
EE25
• EE25 Series meets rugged demands of the
automotive, industrial, aerospace and
marine tech markets
• 2.5 drive designed for operation at
environmental extremes – high vibration,
high humidity, wide-ranging temperatures
• Up to 80 Gbytes
Corporate Overview
October 2007
19
Consumer Electronics Products –
Surveillance
SV35
• First hard drive specifically engineered for
commercial video security market
• 1TB = up to 32 days of high-quality, continuous
recording
• Unique combination of features improves
performance, power management and reliability
• Global video surveillance camera revenue will
grow to more than $9 billion by 2011 with 13.2%
CAGR, up from $4.9 billion in 2006 (iSuppli,
March 2007)
• Global market for network video surveillance
technologies expected to reach $2.6 billion by
2010 (IMS Research, January 2007)
Corporate Overview
October 2007
20
Consumer Electronics Products – Seagate
D.A.V.E. Technology Platform
• Delivers the best way to move, store and
connect your digital life, wirelessly
connecting mobile devices.
• Up to 60GB of storage
• Powerful Bluetooth 2.0 and Wi-Fi connection
• Highly customizable: Designed to be easily
branded by mobile device manufacturers,
network carriers, automotive companies,
and others
Corporate Overview
October 2007
21
Who Am I - Now
• Seagate, Sr. Global Supply Analyst
– Supply Optimization
– Supply Allocation
– Supply Revenue and Linearity alignment
• Progenitor of 2 tools
– HeatMap: Supply/Demand reconciliation
– Demand Signal: Optimized forecast for production
planning
• Lead for Optimization Tool
Corporate Overview
October 2007
* For first fiscal quarter ended September 28, 2007
** Includes interns, contractors, and agency temps
22
Allocation Overview
 Vision
 Daily and Weekly Execution Deliverables
 Allocation Ownership
 Judgment Process
 Forecasts Accuracy and Reality (SSD)
 Reporting Content
 Functional Interaction
 Open Items / Actions
Corporate Overview
October 2007
23
Vision – Allocation Management
 Escalation path for customers to gain additional
supply for demand coverage
• Production planning remains step one in supply issues
 Owns forecast alignment to the revenue plan
• PLM is consulted in any forecast gaps to the revenue plan
 Owns the forecast that drive 6 months of factory
planning
 Responsible for prioritizing any builds that result in
customer or revenue trade-offs
 Communication vehicle for field sales to get reliable
and prompt supply status
Corporate Overview
October 2007
24
Daily / Weekly Execution
 Who’s Short Report - Daily
- Verify entries and target response/closure within 48 hours
- Communicate back to AM/Sales on ability to close
 Judged Demand Signal – Weekly: Tuesday COB
 BU and PLM issues – Weekly / Monthly
- Status updates
- Transition calls and qualification issues
- Substitution Matrix
 Retail Supply Line and Forecasting Management - Weekly
 Ad hoc supply issues and Reporting - Daily
 Factory calls: materials, manufacturing, launch & quality – Weekly
 Master Schedule analysis
Corporate Overview
October 2007
25
Allocation Ownership
Allocation Management
 Allocation for WW customers and all Business Segments
 Optimization of build plans to align supply to demand as well as message
supply opportunity positioning
 Support the current quarter revenue plan across all BU’s
 Align to the Inventory Targets (turns) while effectively messaging the
importance of customer agreements, buffers and supply continuity
• Current Quarter
 Reactive - Who’s Short Report identifies field sales shortages
 Proactive - Heat Map
 Ownership of all allocation / revenue trade-offs with inputs from Sales
Management
• Future Quarter
 Heat map (next) proactively analyzes by ST model, 9-digit and customer
 6 Month view “Supply Status” tests MBS plans against Judged Demand and
Buffer requirements
Corporate Overview
October 2007
26
Allocation - Functional Interaction
Functional Groups
Issues and Escalations
Corporate Overview
October 2007
27
HeatMap – User Views & Interfaces
Main Pivot Table
1
3
2
Configure Pivot Data
Drilldown
Limit Query Data Configure Pivot Table
Corporate Overview
October 2007
28
Simple: Linear Programming
A Linear Program (LP) is a problem that can be expressed into a
standard form as follows:
Minimize or Maximize
cx
(Objective Function)
subject to
Ax = b (Constraints and variables)
Where
x>=0
The word "Programming" is used here in the sense of “planning".
Find the
best
solution in
Feasible
Region
Corporate Overview
October 2007
29
Optimization Model Components
Customer Specific (constraints)
 Current Demand (by Month and 9 Digit Model)
 AUP, AUC (6 Digit)
 Customer Ranking (Strategic Importance, Pricing
Tier, Loyalty, and Mgmt Commitment factors)
Business Goals (objective or constraints)
 Maximum Profitability, Net Revenue, or Market
Share
Supply Specific (constraints)
 MBS (6 Digit)
 Material Availability (# of Discs by Mth)
Corporate Overview
October 2007
30
Sample Optimization Model
Q2'06
MSP: 9/1/05 Fcst: 9/2/05
BOH + Q206 Build
TAM
Market Share
Market Share Target
CUSTOMER
ACER
ACER
ACER
ACER
APPLE
APPLE
APPLE
APPLE
ASIA-DIST (CE)
ASIA-DIST (CE)
ASIA-DIST (CHNL)
ASIA-DIST (CHNL)
DELL
DELL
ECS
FSC
FSC
Total Supply Units
3,478,394
Mth1
Mth1
22,043,951 Dmd Perish Rate Days OH
15.8%
100%
7
15%
Est. Days
DF MTH 1
OH
Product No
9AH212-187
19,400
7
9AH233-187
34,920
7
9W3883-187
3,880
7
9W3884-187
2,910
7
9AP012-040
11,640
7
9W3234-041
5,820
7
9W3884-700
34,920
7
9S3004-040
3,880
7
9AH212-503
19,594
7
9AH417-501
388
7
9AH417-999
2,638
7
9AH432-999
2,368
7
9W3234-999
10,670
7
9W3237-999
7
9W3039-500
1,455
7
9AH439-999
7
9S3014-265
194
7
Supply Constraint
Available
Opti Used
Total M1
Dmd
19,400
34,920
3,880
2,910
11,640
5,820
34,920
4,850
19,594
388
2,638
2,368
10,670
1,455
194
Mth1
Disc
1,520,000
1,520,000
M1 OPTI
19,400
34,920
3,880
2,910
11,640
5,820
34,920
4,850
10,670
194
AUP/AUC by
Customer by Model
1-10
Factors
AUP
48.33
62.25
67.90
141.60
45.18
101.06
136.04
135.83
45.87
45.87
45.87
56.55
103.25
63.59
115.85
99.73
182.77
1-3
AUC
Profit/Unit
47.94
0.39
60.91
1.34
59.63
8.27
63.22
78.38
43.36
1.82
63.22
37.84
62.13
73.91
61.28
74.55
47.94
(2.07)
47.94
(2.07)
47.94
(2.07)
49.69
6.86
60.77
42.48
57.71
5.88
60.77
55.08
60.91
38.82
60.90
121.87
Mini % PROFIT ($ 000's)
100%
22,553
100%
130,236
100%
161,957
100%
764,075
100%
71,958
100%
891,946
100%
3,369,520
100%
679,777
48%
(18,589)
48%
(366)
57%
(4,174)
57%
21,942
52%
1,728,710
52%
263,047
65%
108,195
74%
74%
69,746
51,200,222
Dmd by Mth by 9-Digit
Customer Ranking
Profit Maxi. Goal
Corporate Overview
October 2007
31
Sample Optimization Outputs
BY MODEL
Corporate Overview
October 2007
BY CUSTOMER
32
What’s It Mean to You
Testimonials
– Jason: Sr. Analyst, Revenue Planning
– Kevin:
Account Manager
– Colin:
Manufacturing Program Manager
– Ming:
International Trade Analyst –
Finance/Accounting
– Mai:
Sales Operations, Pricing Analyst
Corporate Overview
October 2007
* For first fiscal quarter ended September 28, 2007
** Includes interns, contractors, and agency temps
33
Summary
Jason D Demant/Seagate
My current role is a revenue planning analyst in our Branded Solutions BU.
I own our quarterly revenue plans, which includes getting forecasts from
Sales, hosting meetings to lock on prices and then crunching through quite
a few numbers to give our BU and corporate group visibility into the
current quarter and 4 quarters out. During off cycle times, I typically do
ad-hoc reports and excel reports. I spend my time primarily analyzing data
and doing various things in Excel. This role is more of a finance type
role.
For this role I've created basic SQL queries which I learned at UCSC.
Primarily though I use basic business knowledge acquired there as well.
This is my second position at Seagate. I started in Customer Service as a
project manager. The primary project I worked on was creating a new returns
process for our end-users. We now incorporate eCommerce into the returns
process and sell upgrades, advanced replacement and expedited shipping to
customers via the returns process.
Thanks,
Jason Demant
Sr. Analyst, Revenue Planning
Seagate Branded Solutions (SBS)
Corporate Overview
October 2007
34
Summary
-Kevin K Wang
In my first 2 years at Seagate I have been one of the Account Managers on
our Corporate Accounts ( Big 6, accounts for approx 60% of revenue), Sun
Microsystems. This job really focuses on Supply Chain Management and is
really the heart of how to manage supply vs demand. As an Account Manager
you are the customer facing agent that has to work customer upsides/ mix
changes/ as well as any other opportunities customers will throw at you.
Account Managers deal with every part of the company from understanding
customer requirements to knowing the details of how a HDD work so you can
relate things back to your engineering team. As an Account Manager you are
fulfilling the new build production side of the business meaning that
weather its IBM, DELL, EMC, HP, or Sun Microsystems, we sell Hard Drives to
all of them!
Account Managers are the supporting force of sales. Sales makes the deals
and Account Management makes those deals happen. Even though it is tough
to deal with high demanding customers day-in and day-out, it does require
lots of attention to detail as well as a complete understanding of how your
customer's business works, because at the end of the day you are as
successful as your customer is.
The skills that I have used from my days at UCSC would have to be all
primarily from ISM 225, only because my role dealt strictly with SCM. One
eye opener for me was that all the case studies that Subhas reviewed in
class were just that, "case studies". After being deployed into the real
world I soon came to figure out that not EVERY works how it was planned to
work. For example EDI signaling demand are not always processed through,
another example could be that due to weather conditions your product will
not arrive due to airports being shut down, etc. It is not until you
experience all these real life situations that you realize how difficult it
really is to keep big Corporations running the way they do.
Corporate Overview
October 2007
35
Summary
Kevin - continued
Now I have just taken on a new position as a Senior Planner working in
Sales Operations. This job will focus primarily at take manual processes
and creating automated tools to help eliminate the time needed to perform
these manual tasks. My new role will be focusing on taking current
processes and streamlining them to allow our internal team to spend more
time analyzing data rather than spending the time pulling it. I will also
be attacking the customer side of this as well by making all these
improvements more of a collaborative effort to help both parties in the
long run.
One thing that I wish the program did touch more on was Microsoft skills
(i.e. Access and Excel). I had no idea how much these tools could do until I
started using them in the real world. I used some very basic and beginner
functions in excel but never used it to the extent I do today (one example
being Pivot tables). This I think would be very beneficial for anyone
going into Corporate America where Microsoft tools are the norm and
everyone has to adapt to use them (regardless of how horrible they are).
Other than that I think the courses and work load in this major fits into
the high tech industry being that more and more companies are now looking
for those who are business savvy and have a technical background. With
this kind of combination you become a very valuable asset to any company.
Best Regards,
Kevin Wang
Account Manager
Business Management
Seagate Technology, LLC
Corporate Overview
October 2007
36
Summary
Colin Lee/Seagate
1) Global Supply Chain Analyst
I'll leave this for you, since we were in the same group.
2) Materials Factory Manager
Responsible for all aspects of managing the ODM. Own materials &
buffer management, tooling capacity and production, demand forecasting,
Ramping product production, Mass production, End Of Life Management,
packaging, cost negotiations, and ODM relationship.
ISM 225 really helped in that I use buffer calculations, formula and
forecasting frequently in my day to day tasks. It also helped open my eyes
to new buffer strategies and helped me build custom strategies for my
ODM's
different products.
Thanks,
Colin
Materials Factory Manager
Seagate Branded Solutions
Corporate Overview
October 2007
37
Summary
Corporate Overview
October 2007
38