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00:00:00 - [LOREEN_KNAUSS] Because she's in her well earned vacation. So it's just us for for this meeting. I share my screen. Can y'all see it? 00:00:14 - [STEFAN_WEBER] Yes. 00:00:15 - [LOREEN_KNAUSS] Perfect. Good. Then for today's meeting, the goal is to share updates on the parcel expansion, the redesign, packaging transition, and also the project with the sustainer systems in The US. And we or Stefan will inform you about the plan for the SAP Blueprint, what we know so far. So the current challenges and opportunities. Stefan, can you start to tell us something about what's going on in Germany? 00:00:46 - [STEFAN_WEBER] Yeah. Nothing really new. We still struggle with s four processes much better than we had the the performance on our last meeting meeting. Sorry. But not good enough so far. So yeah. We have something in between. If it comes to output, I I can say for The US, it's working okay. I'd say we have six containers weekly since some weeks, and we will try to change in the next week to give an impression. Currently, it's the way that we kind of simulate the transportation documents for the containers and so on, which is additional workload for us 48 in advance. And we're pretty sure that next week we can skip that off, that we get more in the in the flow of the information and the material for you guys. And customs is we we didn't have issues in the last week or the week before for the container processing. We know that some things are missing, for the container number and so on, but in general, also, if we look on how do we deliver our customers, it's it could be worse. I put it that way. It's not the best way it is, but it could be worse. It's something in between and quite stable. That's the good thing. We have some issues with the Black Forest three p l storage ongoing. We will have to reimplement this probes process completely in the next starting in about three weeks. But the current process, it covers somehow the issues that we have, and we do have manual things. We we call it housekeeping. And the team started this week to, for a for a task force to have a closer look on that for the goods that are in the Black Forest for the US team. And we have some there. We know that. And I think that in the next weeks, we will get better in this thing. So what we do in HR is what we see is that the new processes are different, meaning that from today's perspective that we need to take action about the qualification of the staff and the team leaders and so on, that they can cope with the new requirements of the SAP s four processes. So, yeah, this is important for us because we are in the red zone for the people do that. We have to rethink if we need some more help with more people, on the, let's say, how to to arrange the work. The operational business is running quite well. I think we are faster, is my impression. Impression means that we don't have the figures currently, but we work on that in terms of productivity of the operational teams. I think it's 00:04:28 - [LOREEN_KNAUSS] better. Yeah. 00:04:31 - [STEFAN_WEBER] Okay. Coming to customs, I already said that that forty eight hours in advance that we can reduce that, ideally to zero, that we come in a more stable flow of material. In the last week, we had about six or eight containers for The US here in in my back, standing in the aisles and so on, kind of messy, but we cleaned that up as well in the last week so we can walk there, which was not possible. Some some days ago, we had, yes, also the the project lead of S4HANA for this thing was on the shop floor with our people and we cleaned it up because we had some booking issues and cross docking. Jon, this was an issue. We didn't know why it doesn't work. We have the orders, but, we cleaned it up. And hopefully, in the next weeks, we will do more more and more better. So we had in the and this week is the first week where we can work overtime with the operational gentlemen and ladies, which is a good sign, we get more stable. And for the next week, we try to enhance that that we do more overtime working, including the first test for a Saturday work for us. Nice. Yep. Hopefully, it works on on this side. On the other side, I think US better, but for for all markets, it will takes weeks and months to to catch up with the orders that we already have in our we see it on the shop floor board. We have about ninety ninety thousand order lines in processing. Currently, we do about 9,000 a day, which is good, but meaning that we have ten days in our workload. And if we cover 20 more daily, we we catch up one day in a week. So it's mathematics. We will take a lot of weeks to cover that, but our goal is that we get faster there. Yep. And your question in concerns of go live plans for the US team, I asked Marcus Moser. He said, so far, his best guess is the preparation and etcetera is during 2027 with a go live perspective on the 01012028. And he is aware of that. He's creating the the whole topic in in for for all countries, also for the European countries. We have some remaining on on the old system, and his best guess is during 2026, maybe for some first alignments, of course. The main workloads load for the common teams in 2027 would go live in 2028, January 1. And he said to me, he has it on his radar, and he will inform us and involve us. Not only inform, involve us, meaning probably you and our teams here as well. Right. Yeah. And also in the process design and so on. Today, I'd say most of the processes here are, at this point of time, my my gut feeling is too complicated. So yeah. But you will be, of course, be involved from from him and the team lead. Yeah. What we do check is how how long the hypercare is going to resist for Rendlingen. The original end is March. If you'd ask me today, it's the March 5, I'd say we have to to stay on the hypercare phase for the logistics stream longer than the March. So because we have some as as we said, there were the Black Forest, but also other processes, we have to do redesigns for the processes because in the real life, we we have too many issues that we can take them as they currently are, meaning that we have to do implementing new things. They they already work on that, but also testing and so on. So and this will we need a hypercare for that because, you you know, if you if you change this thing, some other things don't work anymore. And for us, the situation is in a way that in, I'd say, the last four weeks, we, from logistics, were not able to to handle the mistakes. It's the IT colleagues. They have to do it. It's queues in the background and so on, not being synchronized properly and so on, and that's yeah. 00:09:54 - [JONATHON_ROSENBERGER] With yeah. 00:09:55 - [STEFAN_WEBER] Our qualification level is not enough for that, but we can do other things. 00:10:02 - [JONATHON_ROSENBERGER] Question for you. With the the new requirements of s four, what's the biggest gap there from the employee side that the training's not there? But I would I'm just my head and my experiences, would expect, right, the the operating piece of it hasn't changed much. Right? You're still picking the product. You may just be scanning it a different right? And so I'm just kinda curious where that gap lies with the training for the associates. 00:10:33 - [STEFAN_WEBER] Yeah. Thanks for the question. I'd say for the operational people, we have we have new things because we do pick and pack in one process. You you may remember the so called package builder and so on. 00:10:49 - [JONATHON_ROSENBERGER] Right. 00:10:49 - [STEFAN_WEBER] Everyone has a has a a tablet here, and we scan everything. Here, Jon, the the handling of that, I'd say that's good. And the the people are very well trained in doing that. And the results I'd I'd say I my expectation was that it's worse. But the package builder, if the the master data and it is okay 00:11:18 - [JONATHON_ROSENBERGER] Right. 00:11:18 - [STEFAN_WEBER] They have to take care for new products and change management and so on. The results are pretty good. For me, personally, better than expected, and that runs good or cool. Also, if it comes to truckloads and so on, it's good. The main issues that we have is before and after the operational process, meaning that the pre calculations and transforming orders in the delivery notes and so on, this is much more complicated that we had it in the past. It's the name is either EWM, which means embedded, but it's not really good embedded in the systems. And in the system means the TM module is critical, I'd say. Right. And both before the operational process and after. Because then there you have the same issues if we do the loading, the the booking of the goods we have in former times, and I hope I will try to get back in this situation. We had one booking for goods out. We now we have three. 00:12:42 - [JONATHON_ROSENBERGER] Okay. Yeah. 00:12:43 - [STEFAN_WEBER] We have EWM, we have TM, and we have the SD module. And the SD, we can't see, but we need it for data transmission to our freight forwards and so on. And this is one example, and we have a lot of them, which makes it more complicated. And therefore, in for these things, not only the logistics, also the IT department and also the consultants that we have, this end to end overview to have people doing that, that's an issue currently. Yeah. Yeah. So it it if I transfer that to The US, it would be you and not not Steve, to to to say it in that way. And that's the thing that we have to work on. For me, this whole bunch of modules for the organization is a heavy load, I'd say. 00:13:49 - [JONATHON_ROSENBERGER] Absolutely. 00:13:49 - [STEFAN_WEBER] To to have common discussions about that with the experiences that we made here and the US organization. And for me, I'm totally fine. I just need one goods out booking. Right. That's enough. But now we have teams here. I and I've never known the know the the names of the things that we have to manage now. They're all completely new. And the question is, do we really need that and do we want that? Because there are different setups possible in the system. We Right. We follow the SAP recommendation. I'd say it's German company, but this was rubbish. Sorry. Stefan, 00:14:40 - [LOREEN_KNAUSS] do you know if it's clear for the ES that they also get the embedded system, or is it still under consideration? 00:14:48 - [STEFAN_WEBER] I I think it's the EWM. But EWM has also functionality from TM and so on. So I I know quite a lot of companies not using the TM module in a way that we use it or even don't use it. 00:15:08 - [LOREEN_KNAUSS] Yeah. 00:15:09 - [STEFAN_WEBER] Yeah. And the same is for if it comes to custom, the global trade system GTS is the name. I don't know. It's a very very and this the situation is often it should be like this, embedded, but it is somehow like this in the in the systems itself. You can ask why. I don't know it for for me, and this is a thing to have a a real closer look on that. How how how mighty is the SAP system for your organization? I'd say even for Wageldingen, it's much too too mighty. We don't need all that stuff offered, and the setup is critical for me if it comes to the transportation management module. We had issues to to get consultants for that, which Scott, for me, I'm asking why. And my my personal guess is because the market is not there because no one has it. In the other way, there will be some some people doing that because they can earn money with that. But if you don't have these people, somehow you don't have the the the system on the market. So yeah. 00:16:37 - [JONATHON_ROSENBERGER] Alrighty. Jumping over to The US here. So we're in the middle of our spring launch. Started shipping that. Launched with dealers towards the end of the month on the twenty fifth, I believe. So we started shipping that product this week. Ran into some opportunities and and challenges here at the beginning with some of the marketing collateral for this launch that was mislabeled by the supplier. We didn't catch it in the beginning because of the products the collateral didn't show up until Friday, and we started shipping Monday. And so the the timing there was just not not a long enough space there to give us time to truly inspect the product, verify all the product before we started shipping it the next day, so the next business day. So there's been conversations with marketing over the last over this week on how can we get better with providing the collateral sooner and the product sooner, whatever it may be, whether it's displays or collateral signage, right, that we're putting in our dealers. How can we get that product here sooner that we can inspect it, we can receive it, store it, all of that good stuff, ahead of time. And so there's a push there. As far as the volumes for the launch, right, we had strong volumes, but it's a it's a rather small launch. There's only a handful of products. Right? We've got a KSC 60 with with an energy set, and then we have what am I missing? The Domino. We got Domino going out. So so it's been it's been a good launch as far as that, but it's only three products. Right? So it's a small launch. We started shipping it Monday. We'll get caught up probably tomorrow or Monday of next week. We'll get caught up from the launch volume. Second thing here, we've got the back orders. Right? We're starting to have back orders piling up, obviously. We haven't had container shipping, so orders are still flowing whether we got the product or not. So we're starting to get back orders starting to pile up. So we're watching that closely, trying to ensure that when we do start receiving containers that we do have the headcount still on hand, be able to process that influx of volume there, from the back orders, because we will see a lot of lines once we get start getting that product in here, in North America. So, WPS, I think we're we're all aware of the WPS situation. Right? So we don't have to talk too much about that, but we are looking at local suppliers here. We've got a couple of local suppliers that are, we have sent samples to. We sent them to them on Friday. We shipped them out of the warehouse, so they should have received them earlier this week. Mhmm. They're gonna start back engineering those to see how they're made and everything and and get all the measurements and requirements and then give us quotes to source those locally here in The US Mhmm. In the time being, right, or during this transition from the current supplier and current inventory that we have on hand to the new supplier in China. So 00:19:49 - [STEFAN_WEBER] Yeah. I think that's a good thing, Jon, because these these items are quite unstable. Right. And we often have the issues if if we we gain new dealers somewhere in the world, we have a stock run out situation than here, and it takes a long time to transfer their the the goods then to to The US or other markets. Yeah. 00:20:16 - [JONATHON_ROSENBERGER] Right. 00:20:17 - [STEFAN_WEBER] It's expensive. Also to not do that on ourselves, but currently, this is not an option. So 00:20:27 - [JONATHON_ROSENBERGER] Right. Yeah. And it's expensive to ship too. Right? So a lot of it's Got it. Well, you got some bigger product in there. And 00:20:33 - [STEFAN_WEBER] Yep. 00:20:33 - [JONATHON_ROSENBERGER] So if we can find a a reliable source here in North America, then I think that'll be beneficial for all. So Mhmm. And then we've got the r three update that was communicated, I think, last week. Right? Then we've got an r three update for SAP coming. We'll start working on requirements and such this month. It sounds like sometime this month, and then look to update that. I think it was, like, the June. Mhmm. So a quick update to r three. There's some questions that I have around what this update truly entails. Mhmm. Because if we try to launch this in the middle of the in the June, that is 00:21:16 - [STEFAN_WEBER] Mhmm. 00:21:17 - [JONATHON_ROSENBERGER] Smack dab in the middle of us shipping our busiest launch this year. Yeah. Okay. So there's some questions there that I have for the team when we start having these meetings sometime this month. So around timing and and then just what is the true lift of this upgrade. Right? Is it an intensive upgrade? Is it just kind of a maintenance upgrade? Mhmm. Yeah. What's gonna be the impacts operationally when we do this upgrade because that timing is not ideal. So 00:21:44 - [STEFAN_WEBER] Yeah. Yeah. Of course. And I think it has to be postponed. It was thought to do that earlier, but for this as for stuff 00:21:57 - [JONATHON_ROSENBERGER] Right. 00:21:57 - [STEFAN_WEBER] The IT department postponed it. 00:21:59 - [JONATHON_ROSENBERGER] Right. Yep. 00:22:02 - [STEFAN_WEBER] Okay. So that's why we couldn't But you you you have your persons to talk to? You have we have them. Right? Yeah. Okay. Good. 00:22:14 - [LOREEN_KNAUSS] Yep. We can 00:22:15 - [JONATHON_ROSENBERGER] go to the next 00:22:16 - [LOREEN_KNAUSS] slide. Yeah. So, Stefan, can you say something about the main projects on in Germany? 00:22:26 - [STEFAN_WEBER] Yes. Of course, I can. As I said, we have the the TTS next gen, which is 99 of our daily business. Yeah. Yeah. The the hypercare, I already said that. And Lorraine, you are deeply involved in the KPI transparency issue. We have some shop floor board and so on, which is running pretty pretty well now for our perspective, but it's only the logistics perspective, and it's not enough for we we need to have the market perspective as well. We have to have the the transparency that we can do some some more the bigger dealers, have some issues, but we we have to prioritize prioritization then, and it's all done manually currently, and we need to have that on a daily basis, on a stable basis, that we are able for this, let's say, major KPIs if it comes to customer deliveries. And, yeah, it's it's too much for the persons covering that in the from the project. So Lorraine, Catherine, and other people are working working on that that we get that out of the project team that we, sales and us, have a proper view that we can do some better markets, who who's getting shares of our capacity and who less and so on. That's that's important now because what we have is that on the last Friday, we had a call with all the national sales managers, including also the US team because the customer side, especially in Europe, is getting very nervous now. And we are not able to say exact or or even some things about in concerns of how do how long does it take if I order today, when do I get the goods and so on. Right. We yeah. We made some manual checks and it's from two. It's between two and twenty days. The average is five, but you you can't tell that you're a customer. So this is the major thing in the project now to get more stable and to get more in line. Housekeeping is one thing, and the other thing is how which delivery notes for which customer group and so on that we have more stable lead times here. Because what happened in the market is that, especially the the bigger dealers, the online dealers, they need this data from us for their supply chain and for their customers if they order in their web shops. And if Festool is not performing, stable, we are going to be listed out. And this happened, for some customers here because then they get bad votes from their customers on their web shop. We are guilty for that. And so this is a tricky situation for for us as a company. We knew it, but to know about it is different from to have it now. 00:26:00 - [JONATHON_ROSENBERGER] Right. 00:26:01 - [STEFAN_WEBER] Yeah. So this was the major input from the national sales manager meeting is that we need to have more transparency for that, that we can tell the dealers how long do you have to wait for your orders. Yeah. And the next biggest topic, you know that as well, is vending and reloaded. We are waiting for building permits. What we have since Tuesday is the first permit that we have that we are allowed to build the 40 meters height. And we think that around Eastern, we also get the second permit, and then we are able to to go in a realization phase depending on people here. Do they complain? The neighbors and so on. This is this one, this is different from The US, but we we have the situation in Germany and but we are we are ready for a go live in realization. We're waiting for the permit, then we have the, let's say, the lawyer thing, it's pending. But the first step was done much far too late, but two days ago, we we made it, and the next one is around Eastern. Yep. 00:27:23 - [JONATHON_ROSENBERGER] Very nice. 00:27:25 - [STEFAN_WEBER] Yep. And from 00:27:26 - [JONATHON_ROSENBERGER] yeah. Sorry. Go ahead. 00:27:27 - [STEFAN_WEBER] No. I'm I'm done. I just realized that I had some miswriting typing mistake here. 00:27:36 - [JONATHON_ROSENBERGER] No worries. From The US, right, we've got the parcel expansion. Still working through finalizing designs and quotes there. So I have one company that's going back and and finalizing the quote and making some changes there to tweak the quotes. And then tomorrow, I meet with a second company to try to finalize designs and then get some quotes around that finalization of the designs. So, again, still still working through this, trying to find tweak everything and and get the best solution for the operation at the best price. Right? So I I'm ready to get this to the next to the next phase, but I wanna make sure that everything is in line and and accounted for before I move on to that next phase of of, you know, presenting it to Scott and and Amity here, and then and then submitting it for investment approval. So, hopefully, within the next week or two, I'll have everything wrapped up and and find some time on Scott and Amity's crammed calendars, but we'll get that taken care of. So and then wait for the investment approval. 00:28:50 - [STEFAN_WEBER] Mhmm. Okay. 00:28:51 - [JONATHON_ROSENBERGER] From the packaging transition, we had a a little bit of a hiccup there that we've unfortunately identified very too late. Right? We so we've been with the same corrugate supplier for, you know, whatever it's been now, fifteen, sixteen years, right, with Premier. Was our corrugate supplier, box supplier for the last fifteen or sixteen years. When we did the RFQ for looking at, you know, saving the cost and potentially switching suppliers, We took all of the measurements that they had for the packages for the boxes, and come to find out some of those were not accurate. And so, we have gone back with the new supplier. Everything has been measured and validated, and they have gone back and are making correct boxes now. There has been just a couple small limited impacts to the operation, but nothing that has stopped the operation. And so that was a shame on us for not validating the measurements. But at the same time, when we had the same supplier for fifteen years, I would expect that they would have the accurate measurements. And then kind of shame on the new supplier that they didn't double check the measurements as well when, especially, they took samples of everything. So but working through that, and no no long term issues there. So and then so Standard Systems, they are almost all the way in. It's everything's here. They're working on finalizing their accounts and their inventory management piece of it. Then they are pushing to hopefully ship their first orders out today. So they've been down for a couple weeks now where they have not shipped any orders to the customer. So they are hoping to get those orders out and and test a couple today and then start ramping up. So that's going going very well. So far, they've had they've they've been busting their butts over there all last two weeks and over the last weekend, getting everything set up, getting everything received in, getting everything stored in the system, and workstations set up, and power lines run, and data cables run. And so it's been a heavy undertaking, but the team over there has been doing a fantastic job and and really working hard to get this to get this completed. 00:31:19 - [LOREEN_KNAUSS] Mhmm. Very good. So if you planned the design on the parcel expansion, if it's done, you can maybe share it with us because it would really be interesting because China is also planning on automatic packing line, and maybe we can learn something from your experience and also share it with them. 00:31:43 - [JONATHON_ROSENBERGER] Yeah. Let me as I said, let me find find the email. So this, I can take over sharing. 00:31:55 - [LOREEN_KNAUSS] Yes. You can. 00:31:58 - [JONATHON_ROSENBERGER] So this is essentially the layout here. Right? So, currently, our PAC stations are essentially just right here running left and right in this picture, and we have six pack stations. So what we're wanting to do then is take those pack stations, rotate them 90 degrees, and then that allows us much more room to add more pack stations. So in this here, we have 16 pack stations. So we almost triple our output here by rotating the line, and then the main conveyance here on the middle of the pack stations is gonna be all automated. So that'll be powered conveyance, which we don't have anything now in powered conveyance. All of our conveyance is gravity conveyors. 00:32:46 - [STEFAN_WEBER] Mhmm. 00:32:48 - [JONATHON_ROSENBERGER] And then let's see. So then there's more of kind of a three d view of it. And so it's really really fancy or anything. There's not there's not really too much automation. The biggest automation for us is that we're we're gonna have powered conveyance, which is gonna save employees' backs and shoulders and everything from having to push the packages down the the conveyance currently in in today's operation. We will have a flex conveyor that will roll that we can utilize in and out of the truck, right, to floor load the packages, which will save time there because currently, we palletize everything. Mhmm. Like, right in here. Right? So we put the shipping label on here at the manifestation, and then we put it on a pallet. And we've gotta kinda play Tetris with the packages and see how they best fit on the pallet. And then when the pallet gets, you know, six, seven foot tall, we gotta shrinkwrap it, then we pallet jack it into the UPS truck. And so with this, with this automated conveyance, and with the flex conveyor, it'll come down, and it'll get a label. It'll get pushed down the the flex conveyor, and it'll go right into the trailer. And then that associate that's at the end of the line there will floor load directly into the containers or into the trailers for our parcel shipments. So that'll that'll save a lot of time. Mhmm. It'll it'll give us better space utilization in the in the trailers, you know, rather than we lose a lot of space up high in the trailer. We lose a lot of space because of the pallets in the trailers, and so we'll be able to fully fully utilize the capacity of a trailer as we continue continue to grow here. So it'll be real nice. 00:34:39 - [LOREEN_KNAUSS] Yeah. That's really nice. We we don't have it. When you're in sort of conveyor going into the track, we don't have it. Right. It's really helpful. Yeah. 00:34:49 - [JONATHON_ROSENBERGER] And then I think this is this is kind of what we're looking at. We got two options really that we're looking at for a pack station. These little dots that you see on here, those are rollers. Mhmm. So the associates can roll the package. Right? They can and they're not having to lift it or push it or anything. And then you would have boxes overhead here, like our top running boxes overhead and those little slots up top. But then everything is basically off the desk. Right? So you have your computer off the desk. You have your keyboard off the desk. You have your water tape off the desk. And so the desk is your pack station here. So we have that option that we're looking at, and then we have this option here where you essentially pack on a conveyor. And then you would just when you're done packing, you just slide that box right on the conveyor, right onto the main conveyance, and it takes it away. Right? And so I think this is more what we're leaning towards here, is this conveyance because it's just it's easier on the packers. Right? They're not having to slide or push the boxes, really. It's just on the rollers, and they can push the box down to the main line, and it'll it'll take it away. So 00:36:03 - [LOREEN_KNAUSS] Really nice. Thank you for explaining. 00:36:06 - [JONATHON_ROSENBERGER] Absolutely. 00:36:09 - [LOREEN_KNAUSS] Okay, then I would share my screen again, and we can jump to the next slide. Okay. So learnings from the past month. Stefan, your learnings from the last month of Germany's learnings. 00:36:23 - [STEFAN_WEBER] Yeah. For us for us 00:36:25 - [JONATHON_ROSENBERGER] for it. Right? 00:36:26 - [STEFAN_WEBER] Yeah. For us for us for it, and it sucks. 00:36:30 - [LOREEN_KNAUSS] The fail of the last Yeah. 00:36:33 - [STEFAN_WEBER] Yeah. It's just What I have to say, I'm just kidding. The team spirit is really great and it's ongoing great through all her or she's and so on. We we know each other now very well and there's no no struggle or or fighting against. It's we try to solve the problems and what we what I personally recognize because I'm in but not as deeply as all persons that is that it was a very fast printing and fixing of issues and so on for for many months. And to realize they said it before, we will have this situation. I will get out of this situation, but they don't. So so it's an ongoing thing, but that we were able to to plan how to come through this marathon. And actions have been taken. There's the shift plans for helping us and so on. We have put that on the radar. Also, the overtime work for the main persons, I'd say it's now if it comes to logistics and project lead and also the consultants. About one handful remaining in the red zone, but the rest is already in the yellow zone. Okay. And we we are planning also vacation and so on. Not meaning that we don't do everything that it's get better, but it's impossible to keep this speed over a long time. And the the project team itself, they they were in a tunnel and Yeah. But we grabbed them out and it's getting better now. This is these are the two major learnings for for us that we had in the from from the last meeting that we had. 00:38:48 - [JONATHON_ROSENBERGER] Absolutely. Well, that's good that the team spirit's still high. Yeah. I know that that's definitely challenging in these kind of situations. You know, I've been through it myself in in past roles and experiences where when you have these struggles with systematic, you know, implementations or and such that, it's really easy for the team to get very frustrated and get, you know, kinda beat up and and really down on on the processes, and so that that's good that the team spirit remains high. 00:39:20 - [STEFAN_WEBER] Yeah. Yeah. 00:39:23 - [JONATHON_ROSENBERGER] From our side, I think we've we've pretty much touched on all of these already. Right? But, kind of the learnings and and some of the stuff that we've been working on here is is the marketing alignment for launches. Right? We need to make sure that the product is is here, well ahead of time so that we can ensure that it is correct and accurate. We have the right the right labels, the right quantities, the right product, and and such. And so for all of these marketing items and marketing collateral that we send to dealers for launches. We touched on the WPS strategy. Right? So we are looking at local suppliers. You know, I think we're also looking at, you know, possibly having a large shipment from Germany come over. So that's that could lead to some potential storage challenges, you know, in the near future. And so that's something that we're looking into. And then containers. Right? So we talked about containers or lack thereof, which is is expected and and everybody's aware of. With the back orders, that that could turn into a potential issue of of just sheer capacity. Right? And so we'll work through that as as we get that. And, CapEx foam. Right? So with with the lack of shipments, we don't have, we haven't received any CapEx foam from, from HQ. And so what we're finding is that now we are completely out. We've been out for the last couple weeks, and so we're doing what we can. We've reached out to a a supplier locally that we utilize to see if they can, make anything that we can we can work with, in the time being. They came back, and I think they were at, like, 30 a set for a CapEx foam when we get it, I think, for, like, 7 or 8 from HQ. Right? So quite a bit more expensive, but it's getting down to the point where we probably will we'll have to go with that route in order to ship customer repairs back to them. Right? So, customers are sending their tools in to have their have their CapEx repaired, and, essentially, we're unable to send it out back to the customer securely and safely and protected. Right? So Yeah. That's been a problem recently. So 00:41:39 - [STEFAN_WEBER] Yeah. Yeah. And I know the problem. I know the item number. Right? So so it's in the organization here, and the teams do what they can. Yeah. Of course. 00:41:48 - [JONATHON_ROSENBERGER] Right. Yeah. And I know there there's been talk about air freight in it, and it's like, I hate 00:41:54 - [STEFAN_WEBER] air in the air freight. 00:41:56 - [JONATHON_ROSENBERGER] Yeah. And so but yeah. So that's that's kinda where we're at. 00:42:04 - [LOREEN_KNAUSS] So your customer also, not that satisfied with the current situation, a lot of complaints. Yeah. Okay. Yeah. Still also in Germany. Yeah. Right. Or customer service. Yeah. Okay. So thank you for sharing the learnings. I will jump to the last slide, and I also saw that we are having some suggestions for the next meeting. Do you want to add something from our meeting today, or is it fine with these suggestions? I can, say something about the cross functional functional communication project status. I and Katherine had a look, at what should be communicated among the supply chain and what we know is communicated so far, but it would be helpful if, Jon, and also maybe Scott, maybe it would be interesting for you that we can have a look at it, and maybe you can add something. You know? Yeah. But I would say we will postpone this to April because today yeah. This time is really challenging also for me because of s four HANA. Yeah. Right. But we Yep. Have it in mind and also had a look at it. Yeah. 00:43:20 - [JONATHON_ROSENBERGER] Perfect. 00:43:21 - [LOREEN_KNAUSS] Okay. So I would say I plan a meeting with you, Jon, and also Scott. 00:43:27 - [STEFAN_WEBER] Yep. Okay. Perfect. 00:43:29 - [LOREEN_KNAUSS] Good. 00:43:29 - [STEFAN_WEBER] Perfect. Yeah. 00:43:31 - [LOREEN_KNAUSS] Then if there are no suggestion for the next meeting, then it's I would say we won five minutes. 00:43:39 - [STEFAN_WEBER] Awesome. Alright. 00:43:42 - [LOREEN_KNAUSS] Okay. 00:43:43 - [JONATHON_ROSENBERGER] Thanks, Laurie, Steph, Stephan. 00:43:44 - [LOREEN_KNAUSS] Yeah. Thanks a lot. Bye.
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