Merix (MERX)

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts. Backlog shippable within the next 90 days totaled $38.1 million and $66.3 million at November 29, 2008 and May 31, 2008, respectively. The decrease in backlog is due to a decrease in demand experienced in the second quarter as a result of the decline in general economic conditions, and also due to the reduction in lead times achieved over the first six months of fiscal 2009. Compared to the average booking rate, backlog was abnormally high at the end of fiscal 2008 due to extended customer lead times resulting from the fourth quarter closure of our Wood Village facility requiring customers to place orders over a longer-than-normal period of time. As the production lead times were shortened during the first six months of fiscal 2009, customers did not need to place orders as far in advance, leading to a reduction in orders placed in the current quarter that is shippable in future quarters.

Customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

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Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts. Backlog shippable within the next 90 days totaled $57.0 million and $66.3 million at August 30, 2008 and May 31, 2008, respectively. The decrease in backlog is due in part to the reduction in lead times achieved during the current quarter. Backlog was abnormally high at the end of fiscal 2008 due to extended customer lead times resulting from the fourth quarter closure of our Wood Village facility requiring customers to place orders over a longer-than-normal period of time. As the production lead times were shortened during the first quarter of fiscal 2009, customers did not need to place orders as far in advance, leading to a reduction in orders placed in the current quarter that is shippable in future quarters.

Customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts. Backlog shippable within the next 90 days totaled $66.3 million and $56.2 million at May 31, 2008 and May 26, 2007, respectively. The increase in backlog was driven primarily by an increase in lead times for Merix Oregon as a result of the closure of our Wood Village facility in the fourth quarter of fiscal 2008.

Customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

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Backlog

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts. Backlog shippable within the next 90 days totaled $66.7 million and $56.2 million at March 1, 2008 and May 26, 2007, respectively.

Customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

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Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts. Backlog totaled $63.7 million and $56.2 million at December 1, 2007 and May 26, 2007, respectively.

A substantial portion of our backlog is typically scheduled for delivery within 90 days and customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

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Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts. Backlog totaled $57.4 million and $56.2 million at September 1, 2007 and May 26, 2007, respectively.

A substantial portion of our backlog is typically scheduled for delivery within 90 days and customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts. Backlog totaled $57.4 million and $56.2 million at September 1, 2007 and May 26, 2007, respectively.

A substantial portion of our backlog is typically scheduled for delivery within 90 days and customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts. Backlog totaled $56.2 million and $72.0 million at May 26, 2007 and May 27, 2006, respectively. The backlog variation was primarily the result of the point in the business cycle we were in. For example, in May 2006, the general PCB markets were in a period of expansion and strong customer demand, whereas in May 2007, it was believed to be at or near the low point of the business cycle.

A substantial portion of our backlog is typically scheduled for delivery within 90 days and customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts and totaled $64.9 million and $72.0 million at February 24, 2007 and May 27, 2006, respectively.

We intentionally lowered our average lead times by approximately one week during the third quarter of fiscal 2007 as compared to the end of the second quarter of fiscal 2007, which contributed to the lower backlog at February 24, 2007 compared to May 27, 2006. A substantial portion of our backlog is typically scheduled for delivery within 90 days and customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts and was as follows:

Merix Oregon - Our 90-day backlog for Merix Oregon was approximately $38.0 million and $30.8 million at November 25, 2006 and May 27, 2006, respectively.

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Merix San Jose - Our backlog for Merix San Jose was approximately $2.7 million and $2.3 million at November 25, 2006 and May 27, 2006, respectively.

Merix Asia - Our backlog for Merix Asia was approximately $31.9 million and $38.9 million at November 25, 2006 and May 27, 2006, respectively.

A substantial portion of our backlog is typically scheduled for delivery within 90 days and customers may cancel or postpone all scheduled orders, in most cases without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts.

Oregon: Our 90-day backlog for our Oregon facilities was approximately $29.8 million and $17.0 million at August 26, 2006 and August 27, 2005, respectively.

San Jose: Our backlog for our San Jose facility was approximately $2.7 million and $2.6 million at August 26, 2006 and August 27, 2005, respectively.

Asia: Our backlog for our Asian facilities acquired in September 2005 was approximately $30.3 million at July 22, 2006.

A substantial portion of our backlog is typically scheduled for delivery within 90 days and customers may cancel or postpone all scheduled orders, and in most cases, without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

Backlog

Backlog comprises purchase orders received and, in some instances, forecast requirements released for production under customer contracts.

Oregon:    Our backlog for our Oregon facilities was approximately $28.5 million and $22.4 million at May 27, 2006 and May 28, 2005, respectively.

San Jose:    Our backlog for our San Jose facility was approximately $2.3 million and $1.9 million at May 27, 2006 and May 28, 2005, respectively.

Asia:    Our backlog for our Asian facilities acquired in September 2005 was approximately $34.1 million at April 22, 2006.

A substantial portion of our backlog is typically scheduled for delivery within 60 days and customers may cancel or postpone all scheduled orders, and in most cases, without penalty. Therefore, backlog may not be a meaningful indicator of future financial results.

Backlog

Our 90-day backlog was approximately $24.3 million at the end of fiscal 2005 and $19.8 million at the end of fiscal 2004. A substantial portion of our backlog is typically scheduled for delivery within 60 days.