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	<tbody>
		<tr>
			<td valign="top" width="300">
				<strong>Date Released </strong><br />
				Tuesday, November 15, 2011</td>
			<td valign="top" width="300">
				<strong>Contact:</strong> Ken Ritter.- CFO<br />
				<strong>Phone:</strong> 610-404-1610 x261<br />
				<strong>Email:</strong> <a href="mailto:kritter@translogisticsinc.com">kritter@translogisticsinc.com</a></td>
		</tr>
	</tbody>
</table>
<hr style="margin-right: 100px;" />
<h1>
	Forward Looking Financial Reporting </h1>
<p>
	For many companies the budgeting process is a rather long, drawn out routine that is firmly guided by traditional models that have existed for decades.  In these models a lot of time is spent on the front end creating the forecasts, with an even greater amount of time being spent on the back end trying to explain the variances between projections and actual results.  And while this traditional process is better than not budgeting at all, it has minimal value, since the focus is on the past rather than the future.</p>
<p>I recently attended a presentation by Nick Setchell (CEO of Practice Strategies) where he presented his thoughts on a financial tool to a group of CEO’s looking to improve their company’s performance.  The focal point of Nick’s presentation was on the value of using a 24 month rolling forecast vs. the more traditional models so widely used. He explained that by simply looking at their financial data in a slightly different way, they could actually create a more accurate and fluid forecasting tool.</p>
<p>To set the stage, he briefly touched on the prevailing forecasting methods used by most small to medium size companies.  The first being the Year-To-Date (YTD) method, which is where the finance team simply adds the previous month’s numbers to the profit and loss (P&L) until they hit year-end.  After the last month of the year, the P&L provides a trailing 12 month view of each component of the P&L.
The other popular method is the trailing 12 month (TTM) forecast.  In this model, the finance team keeps a rolling view of the last 12 months of the P&L, every month, regardless of the start and end dates of the fiscal year.  When each month closes, the finance team adds it to the P&L and drops off the oldest month.</p>
<p>By reducing the impact of seasonality, TTM is actually an improvement over YTD, however it still only provides a historical view with no future insight.
According to Nick, Twenty-Four Month Rolling Forecasting is a much more effective way to measure profit and loss since it incorporates TTM and adds a real-time twelve month future P&L forecast, to provide a wider view and time horizon of trends of the business.</p>
<p>At this point, Nick introduced the concept of “field of vision.”  The analogy he provided is that of a driver’s education class.  The driving instructor always stresses looking down the road, rather than focusing on the portion of the road directly in front of the car.  The reason is obvious: focusing directly ahead makes it difficult to react to changes on the road beyond your narrow field of vision.</p>

<p>In order for twenty-four month rolling forecasting to be effective, it must be more than a financial function.  Finance must work with Operations to recast the next eleven months and add the new twelfth month based upon feedback from the Operations group.  Operations must consider one question every month:  “What information has come to light in the last 30 days that changes our view of the future?”  Based upon the answer to this question, the operational team must decide how to change behavior and what actions they need to investigate in order to update the 12 month view of the company’s future performance.  This is not merely a financial exercise as it involves thought and input from all operational areas of the company.</p>
<p>The twenty-four month rolling forecast will be contrary to Financial Department objectives, which typically try to be precise.  The forecast will not be exact, but as the operational team becomes accustomed to evaluating changes and providing input in the forecast, it will become more and more accurate.
The goal of the twenty-four month rolling forecast is not necessarily accuracy.  It is to get the organization to focus on current internal and external factors that will affect company performance in the next twelve months.</p>
<p>I can say that we have recently started using this technique at TLI, and while we are still learning, we have discovered that it does in fact help keep us more current and in a better position to proactively face situations that could adversely affect our business.</p>
<p>If you are interested in hearing more about our experiences, or would like to discuss this model in greater detail, please drop me a line.</p>


<hr style="margin-right: 100px;" />
<p class="pressfooter">
	Translogistics, Inc (TLI) is a logistics management company that combines extensive industry experience with innovative technology to enhance our client’s logistics process and improve their bottom line. TLI works in a consultative capacity with their client companies to develop comprehensive, cost-effective, transportation & supply chain solutions designed to meet the challenges of an ever-evolving economic environment. TLI offers a wide array of technology solutions, from a state-of-the-art Transportation Management System (TMS) to a variety of other client specific applications. For more information on TLI, call<strong>1-888-983-3012</strong>, or visit the company&#39;s website: <a href="http://www.translogisticsinc.com" target="_blank">www.translogisticsinc.com</a></p>
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	<tbody>
		<tr>
			<td valign="top" width="300">
				<strong>Date Released </strong><br />
				Tuesday, November 15, 2011</td>
			<td valign="top" width="300">
				<strong>Contact:</strong> Ken Ritter.- CFO<br />
				<strong>Phone:</strong> 610-404-1610 x261<br />
				<strong>Email:</strong> <a href="mailto:kritter@translogisticsinc.com">kritter@translogisticsinc.com</a></td>
		</tr>
	</tbody>
</table>
<hr style="margin-right: 100px;" />
<h1>
	Forward Looking Financial Reporting </h1>
<p>
	For many companies the budgeting process is a rather long, drawn out routine that is firmly guided by traditional models that have existed for decades.  In these models a lot of time is spent on the front end creating the forecasts, with an even greater amount of time being spent on the back end trying to explain the variances between projections and actual results.  And while this traditional process is better than not budgeting at all, it has minimal value, since the focus is on the past rather than the future.</p>
<p>I recently attended a presentation by Nick Setchell (CEO of Practice Strategies) where he presented his thoughts on a financial tool to a group of CEO’s looking to improve their company’s performance.  The focal point of Nick’s presentation was on the value of using a 24 month rolling forecast vs. the more traditional models so widely used. He explained that by simply looking at their financial data in a slightly different way, they could actually create a more accurate and fluid forecasting tool.</p>
<p>To set the stage, he briefly touched on the prevailing forecasting methods used by most small to medium size companies.  The first being the Year-To-Date (YTD) method, which is where the finance team simply adds the previous month’s numbers to the profit and loss (P&L) until they hit year-end.  After the last month of the year, the P&L provides a trailing 12 month view of each component of the P&L.
The other popular method is the trailing 12 month (TTM) forecast.  In this model, the finance team keeps a rolling view of the last 12 months of the P&L, every month, regardless of the start and end dates of the fiscal year.  When each month closes, the finance team adds it to the P&L and drops off the oldest month.</p>
<p>By reducing the impact of seasonality, TTM is actually an improvement over YTD, however it still only provides a historical view with no future insight.
According to Nick, Twenty-Four Month Rolling Forecasting is a much more effective way to measure profit and loss since it incorporates TTM and adds a real-time twelve month future P&L forecast, to provide a wider view and time horizon of trends of the business.</p>
<p>At this point, Nick introduced the concept of “field of vision.”  The analogy he provided is that of a driver’s education class.  The driving instructor always stresses looking down the road, rather than focusing on the portion of the road directly in front of the car.  The reason is obvious: focusing directly ahead makes it difficult to react to changes on the road beyond your narrow field of vision.</p>

<p>In order for twenty-four month rolling forecasting to be effective, it must be more than a financial function.  Finance must work with Operations to recast the next eleven months and add the new twelfth month based upon feedback from the Operations group.  Operations must consider one question every month:  “What information has come to light in the last 30 days that changes our view of the future?”  Based upon the answer to this question, the operational team must decide how to change behavior and what actions they need to investigate in order to update the 12 month view of the company’s future performance.  This is not merely a financial exercise as it involves thought and input from all operational areas of the company.</p>
<p>The twenty-four month rolling forecast will be contrary to Financial Department objectives, which typically try to be precise.  The forecast will not be exact, but as the operational team becomes accustomed to evaluating changes and providing input in the forecast, it will become more and more accurate.
The goal of the twenty-four month rolling forecast is not necessarily accuracy.  It is to get the organization to focus on current internal and external factors that will affect company performance in the next twelve months.</p>
<p>I can say that we have recently started using this technique at TLI, and while we are still learning, we have discovered that it does in fact help keep us more current and in a better position to proactively face situations that could adversely affect our business.</p>
<p>If you are interested in hearing more about our experiences, or would like to discuss this model in greater detail, please drop me a line.</p>


<hr style="margin-right: 100px;" />
<p class="pressfooter">
	Translogistics, Inc (TLI) is a logistics management company that combines extensive industry experience with innovative technology to enhance our client’s logistics process and improve their bottom line. TLI works in a consultative capacity with their client companies to develop comprehensive, cost-effective, transportation & supply chain solutions designed to meet the challenges of an ever-evolving economic environment. TLI offers a wide array of technology solutions, from a state-of-the-art Transportation Management System (TMS) to a variety of other client specific applications. For more information on TLI, call<strong>1-888-983-3012</strong>, or visit the company&#39;s website: <a href="http://www.translogisticsinc.com" target="_blank">www.translogisticsinc.com</a></p>
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				<strong>Date Released </strong><br />
				Tuesday, November 15, 2011</td>
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				<strong>Contact:</strong> Ken Ritter.- CFO<br />
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