Stanley Black & Decker, Inc. · NYSE:SWK
Stanley Black & Decker — Investor Day (November 2024)
18 slides from Stanley Black & Decker's investor day presentation, Nov 20, 2024
Slide 1: Operational Excellence
Operational Excellence Tamer Abuaita Global Chief Supply Chain Officer & President, Industrial November 20, 2024
Slide 2: Cautionary Statement
Cautionary Statement This Presentation contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. All such statements other than statements of historical fact are “forward-look
Slide 3: Key Takeaways
Key Takeaways We Have A Supply Chain With Global Reach And Scale And Have Delivered A Step Change In Performance Our Transformation Journey To Reach Our Margin, Inventory, And Service Goals Continues Strengthening Capabilities Across Sourcing And Manufacturing, Along With A More Resilient Network, T
Slide 4: Diversified Supply Chain With Global Reach And Scale
~40K EMPLOYEES 32K SUPPLIERS 160K+ PRODUCTS 175K CUSTOMERS Diversified Supply Chain With Global Reach And Scale 200+ SITES 60+ COUNTRIES $9B+ PROCUREMENT 1.7B UNITS SHIPPED (Manufacturing Plants SERVED SPEND YEARLY And Distribution Centers) 2024 Capital Markets Day 4 4
Slide 5: Our Vision
Our Vision To Be An Agile, Integrated And Forward-Looking End-To-End Supply Chain, Delivering A Sustained Competitive Advantage On Profitability, Service and Innovation To Enable Growth 5
Slide 6: Transformation Has Delivered Step Change In Performance
Transformation Has Delivered Step Change In Performance Adjusted Gross Margin* Inventory** Service 180 +12pts ~30% Days ~155 22% Days 2H-22 2024E 2022 2024E 2022 2024E 2024 Capital Markets Day 6 *Non-GAAP Financial Measures. Refer To Appendix For Additional Information On Gross Margin And Other GAAP
Slide 7: And Our Journey To Sustainable Productivity Continues
… And Our Journey To Sustainable Productivity Continues Adjusted Gross Margin* Inventory** Service >35% 180 +16pts ~30% Days +12pts ~155 22% Days 120-130 Days 2H-22 2024E Long-Term 2022 2024E Long-Term 2022 2024E Long-Term Target Target Target 2024 Capital Markets Day 7 *Non-GAAP Financial Measures.
Slide 8: Four Key Levers To Build A Sustainable Productivity Engine
Four Key Levers To Build A Sustainable Productivity Engine Material Complexity Operational Network Productivity Reduction Excellence Optimization 2024 Capital Markets Day 8
Slide 9: Building Blocks To 35% And Future Path
Building Blocks To 35% And Future Path Developing Operations Excellence That Delivers Productivity That More Than Offsets Inflation Adjusted Gross Margin* Trajectory To Long-Term Objective 35% Is Not The Destination >35% ~+50 Bps 35% Share Gain, Revenue Growth ~+50 Bps ~+100 Bps Management & Accreti
Slide 10: Driving Value Creation Through Scale And Design
Driving Value Creation Through Scale And Design Material Productivity Category Platforming / Excellence Design To Value Digital Strategic Procure To Pay Enablement Sourcing Optimization Process Local Ecosystems Excellence 2024 Capital Markets Day 10
Slide 11: Simplifying Our End-To-End Value Chain
Simplifying Our End-To-End Value Chain Complexity Reduction Targets To Deliver A Sustained Competitive Advantage Commonality Optimizing Simplifying Through Manufacturing & Supplier Platforming Logistics Assets Base Standard Modules Best (25%) (40%) Practices Accelerate Innovation 2022 2024 Target ~3
Slide 12: Driving Continuous Productivity
Driving Continuous Productivity Operational Excellence Accelerating Our Journey To World-Class Manufacturing Lean Performance Four-Wall Optimization Digital Excellence Model At Every Site 2024 Capital Markets Day 12
Slide 13: Creating A More Agile, Efficient And Resilient Network
Creating A More Agile, Efficient And Resilient Network Network Optimization Manufacturing Network Logistics Network 1. Move Plants Closer To Major Customers 1. Improve Utilization 2. Move Suppliers Closer To Plants 2. Strengthen Hub And Spoke Model 3. Improve Role Clarity And Focuse Scale 3. Consoli
Slide 14: Future Supply Chain Plans Will Fuel Growth
Future Supply Chain Plans Will Fuel Growth A More Efficient And Resilient Supply Chain So That We Are The Supplier Of Choice Adjusted Gross Margin* An Engine For Future Margin Expansion Innovation Excellence – Fast, Reliable And >35% Efficient Innovation + Design To Value ~30% Network Strategy And A
Slide 15: Key Takeaways
Key Takeaways We Have A Supply Chain With Global Reach And Scale And Have Delivered A Step Change In Performance Our Transformation Journey To Reach Our Margin, Inventory, And Service Goals Continues Strengthening Capabilities Across Sourcing And Manufacturing, Along With A More Resilient Network, T
Slide 16: Appendix
Appendix StanleyBlack&Decker For those who make the world.
Slide 17: Reconciliation Of GAAP To Non-GAAP Measures
Reconciliation Of GAAP To Non-GAAP Measures This presentation may include the following Non-GAAP measures. Organic revenue or organic sales is defined as the difference between total current and prior year sales less the impact of companies acquired and divested in the past twelve months and any for
Slide 18: Reconciliation Of GAAP To Non-GAAP Measures
Reconciliation Of GAAP To Non-GAAP Measures 2H 2022 GAAP Non-GAAP Non-GAAP Gross Gross Profit Adjustments Profit $1,771.6 $1,793.6 $22.0 21.9% 22.1% 2024 Capital Markets Day 18
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