Oracle Shop Floor Management/Advanced Supply Chain Planning Oracle Advanced Planning Command Center

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Oracle Shop Floor Management/Advanced Supply Chain

Planning
Oracle Advanced Planning Command Center
Business insight for supply chain management
John M. Conlin CPIM
Principal Solutions Consultant Supply Chain & Manufacturing Applications
Safe Harbor Statement
The following is intended to outline our general

product direction. It is intended for information
purposes only, and may not be incorporated into any
contract. It is not a commitment to deliver any
material, code, or functionality, and should not be
relied upon in making purchasing decisions.
The development, release, and timing of any
features or functionality described for Oracle’s
products remains at the sole discretion of Oracle.
© 2008 Oracle Copyright, Proprietary & Confidential

Oracle Shop Floor Management - OSFM
• OSFM (Lot Based Mfg.) Factors in Planning

– Co-Product/Inverted BOM’s
– Network Routing(s) – Multiple Paths
– Operation Yields
• All factors must be considered in developing

Supply Plans with Advanced Supply Supply Chain
Planning, ASCP.

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Appendix:
Customer Examples
28

Toshiba TEC Corporation
Global planning system deployment – Multi-instance
• Company
– $3.1B manufacturer of document processing equipment
• Previous process
– Multiple regional ERP instances
– Decentralized planning process
• With Oracle
– Global centralized planning model
– ASCP is cornerstone of Global SCM project
– Uses ASCP to make global production allocation decisions
– Uses material and resource constrained planning
• Moved from a monthly planning cycle to a weekly cycle

• Reduced manufacturing cycle times
• Optimized worldwide inventory levels
Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.
29

Sony SNC – Japan
Runs worldwide manufacturing and S&OP using ASCP, DP, and GOP
• Company
– Manufactures ultra high speed Static Random Access memory (SRAM), products for the audio, video, and
communication markets
– Spreadsheets, not integrated with legacy system, nor with execution systems
– Manual forecast smoothing; no system supported sales and operations planning
– Monthly planning cycle, no accurate order promise dates
– Fabrication and assembly not linked, causing wafer shortages and excess inventory
• With Oracle
– Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers
– Uses substitute components, simultaneous and alternate resources, co-product planning, alternate bills, routings,
and sources, complex network routings, and process yields
– Uses complex allocation rules for global order promising
• Integrated S&OP process resulting in one consensus forecast number

• Strongly reduced planning cycle time – from monthly to daily
30
• Integrated planning and execution model, providing global supply and
demand
© 2008 Oracle Copyright, visibility
Proprietary & Confidential
Agilent Technologies
Runs worldwide manufacturing and sales operations using ASCP, DP,
GOP, and IO
• Company
– Manufactures test and measurement equipment
– Manual order promising with fixed lead-time
– Weekly, cascaded MRPs (4 wk propagation)
– No system supported S&OP process
– Multiple, divergent systems/process statistical forecasting, new product introductions, or promotions
• With Oracle
– Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers
– Runs weekly unconstrained enterprise plan
– High value, low/moderate volume demand; using 32 sub-plans, new product introductions, and promotions
– Using real-time ATP to promise orders; using multi-level ATO and PTO models
• Strongly reduced planning cycle time

• Strongly increased forecast accuracy 31
• System supported complex configure-to-order processes
Avago Technologies, Worldwide
Runs manufacturing and sales operations using ASCP, DP, and GOP
• Company
– Leading, privately held, global manufacturer of analog, mixed signal and optoelectronics components
(formerly Agilent SPG, Avago); the company's products serve four end markets: industrial and
automotive, wired networking, wireless communications, and computer peripherals
– Legacy order promising using ATP; disparate planning tools across supply chain
– Reactive, manual, and time consuming plan analysis; manual forecast generation
– 1 week planning cycle; no system supported S&OP process
• With Oracle
– Runs optimized enterprise plan, twice/week, including tier-3 supplier organizations
– Low cost, high volume and high mix demand
– Using real-time CTP to promise orders 24x7, with use of complex allocation rules
– Using complex network routings
• Strongly reduced planning cycle time, more frequent plan runs with integrated exception
management
• System supported S&OP process 32
• Moved from manual spreadsheets to integrated consensus forecasting process

NCR Corporation, Worldwide
Runs worldwide manufacturing and sales operations using ASCP, DP,
and GOP
• Company
– Manufactures point of sale and high-end scanning equipment, and provides complete store automation,
ATMs, and self-service kiosk solutions
– Each organization ran individual MRP, 54 ERP instances
– Integration between orgs was based on buy-sell relationship
– Forecast accuracy < 50%
– Sales and operations planning cycle time: 21 days
– No system supported sales and operations planning process
• With Oracle
– Single, global plan for 20 orgs, including worldwide distribution centers and mfg plants
– Runs daily constrained enterprise plan (EDD)
– Complex procured configurations
– Using real-time material constrained, multi-org, multi-level ATO order promising process
• Synchronization of entire worldwide supply chain with complete global visibility

• Strongly reduced planning cycle time
• Strongly increased forecast accuracy 33
• System supported sales and operations planning process

Alcoa, Worldwide
Global planning system deployment – Live on ASCP, DP, GOP
• Company
– Manufactures test and measurement equipment
– Spreadsheets, not integrated with legacy system, nor with execution systems
– Manual forecast smoothing; no system supported sales and operations planning
– Monthly planning cycle, insufficient accuracy in order promise dates
• With Oracle
– Determines allocation to produce most profitable product mix within existing constraints
– Performs all planning at the family level
– Powerful Integration of supply/demand picture supports Alcoa’s S&OP Process
– S&OP composite picture in real time during review sessions
• Reduced planning cycle time - Eliminates waste on spreadsheets

• Process integration with other modules results in technology “pull” for new systems
• Integrated sales and operations planning process resulting in one consensus forecast 34
number
GE Power Systems – US
Global planning system deployment – Live on ASCP and GOP
• Company
– Manufactures power generation and oil & gas equipment
– Reactive, manual, and time consuming analysis and reporting
– Stand-alone non integrated systems; disconnected processes among business units
– Segregated order launching by project
– Poor visibility of project excess inventory
– Order promising is based on commercial lead-time only
• With Oracle
– Daily holistic plan across projects and across businesses: 8 manufacturing plants
– 6 main distribution warehouses, and 10+ forward deployed or consignment warehouses
– Retain planning by project but leverage excess Inventory any where within the company
– Connected businesses processes and automated exception reporting
– Order promising base on planned output
• Reduced inventory levels by $20M per year

• Reduced delivery cycle by 10% for new equipment orders
• Improved fulfillment rate for service parts 35
• Reduced planning cycle time to daily

GE Transportation – US
Global planning system deployment – Live on ASCP and DP
• Company
– Manufactures aircraft engines for commercial and military aircraft, spare parts, and engine contract services
– Each plant ran an individual MRP plan on a weekly cycle
– Net requirements from engine assembly plants were translated into a forecast to be used as demand for
component shop MRP plans. This led to inherent latency in that component shops used a previous planning
cycle as an input
– Many parts were replenished using a reorder point process
– Frequent expediting
• With Oracle
– Daily holistic assembly plan spanning 36 manufacturing and spares organizations
– Weekly holistic component plan
– Synchronized spares and assembly planning
– Planning horizon is 2.5 years
• Productivity savings from reduction of planners (120 to <30)

• Reduced planning cycle time and inventory levels 36
• Working capital savings through better planning tools
Business Intelligence (BI)

Applications Landscape
37

Typical BI Challenges Faced by
Organizations Today
• Siloed BI deployments across disparate applications and
multiple departments
• Fragmented view of information
• No consistent definition of business metrics
– Are metrics such as product profitability, supply chain performance,
customer lifetime value, and marketing campaign ROI calculated
consistently?
– Each analyst with a BI tool may have their own answer
• Report-centric model with backlog of new requests in IT
– Top management requests get first priority, while needs of other Business
users go unmet
• Few users have timely and actionable information needed to
optimize actions and decisions
– Particularly middle management and “front line” users
38

Advanced Analysis Often Spans
Heterogeneous Data Sources
HR / Workforce
Customers Suppliers
Procurement
Distribution
Operations
Marketing
Finance
Service
Sales
Customers Suppliers
Customers Suppliers
How does call center agent tenure, training, & compensation

affect efficiency and cross-selling performance?
How does supplier performance impact customer satisfaction

and revenue?
How do I proactively manage risks of my receivables portfolio?
39

Oracle BI Applications (OBIA)
Multi-source Analytic Applicationss Built on BI Suite EE
Proactive
Interactive Reporting & Ad-hoc Disconnected MS Office Web
Detection
Dashboards Publishing Analysis Analytics Plug-in Services
and Alerts
Service & Order

Supply Human
Sales Contact Marketing Management Financials
Chain Resources
Center & Fulfillment
Oracle BI Applications
Oracle BI Apps • Common & Complete Enterprise Information Model

built on • Prebuilt Hierarchies, Drill Paths, Security, dashboards, reports
Oracle BI EE Suite • Based on industry and analytic best practices
Hyperion
MS Excel
Packaged Universal Other Data Sources,
ETL Maps Adapters etc.
40

How
Delivers
41

How
Delivers Forward-Looking
Multi-Directional BI
42

Today’s Supply Chain Executives’ Agenda
New world: continuously adapting to changing supply chain business model
Volatility Uncertainty Risk
Virtualization Changing Consolidation

Supply Chain
Business Model
Globalization Compliance
Chaos
CEO’s Agenda
Operational Flexibility
Increased
Shareholder
Drivers Risk Management and
Compliance Value
For Success and
Sustainable
Continuous Innovation
Growth
“What is required is a new type of decision support platform, one that integrates analytics and optimization. 15 years after the birth of
Supply Chain Planning (SCP), we are now just starting to see analytics and optimization converge on a common platform”
AMR Research Report “How to measure your supply chain today “
43

Traditional approach doesn’t work
Executives are not able to get actionable information on corporate metrics
CUSTOMERS SUPPLIERS
Tier 1 Tier 2
Product Demand Supply Financial

planning planning planning planning
Manual measurement
and reporting from
multiple data sources Paper
HIGH LATENCY, NO VISIBILITY
 No connection between plans, plans not tied to execution

 Misalignment between metrics and objectives Reactive
 Unreliable forecasts and production plans Management
44

The challenge of data integration
Pre-work activities Time required for exec S&OP prep
Forecast Review
18%
Capacity Review
1-5 days
Orders Review 9% 46%
6-11 days
No process 12-17 days
NPI Status 18+ days
integration
Other Takes a long
27% time to gather
0 2 4 6 8 10 12 14 16 18 20 22 24
What data is most challenging? #1 impediment to data collection
9% 9%
9% 27%
32%
Supply MDM
Demand Systems
Expertise
Financial
Other
No access to
the right data Lack of
64%
systems
50%
45

How
Delivers
46

Enable holistic view of supply chain performance
Planning Dashboards and Reports • Provide insight to key decision makers

– Close the loop with embedded analytics
Analyze
– Bridge the gap between analytics and planning
through seamless integration with operational
planning applications
Analytical – Leverage pre-built dashboards with rich content and
Data KPIs
Business scenario planning
• Proactively respond to deviations in
performance
Plan
Execute – Identify root cause
scenarios
Scenario and – Define and evaluate alternative business scenarios
Activity Management
– Manage execution of scenarios; assign tasks to
planners and other stakeholders
Planning process automation • Reduce decision making cycle time
Orchestrate
Forecasting Supply Planning through process automation

– Use BPEL process flows to execute planning
processes
Web Service enabled planning processes – Configure and adapt
47

No need to build expensive “rear-view mirror only” disconnected data warehouse
Today
Summary information Forward looking planning information
• Translates planning data to corporate metrics

• Forward looking perspective combined with past trends
• Not a data warehouse for “rearview mirror” analysis
– Minimal data replication (archiving/publish of select summary data)
• Available with Oracle Advanced Planning 12.1 and runs on
top of:
– Demantra Demand Management, Demantra Real-Time Sales and Operations
Planning, Strategic Network Optimization, Inventory Optimization, Advanced
Supply Chain Planning
– Context sensitive drill-downs
48

Advanced Planning Command Center
Business insight for supply chain executives
 Provide insight to key decision makers

 Proactively respond to deviations in performance
 Reduce decision making time through automation
49

Provide insight to key decision makers
Answers = Correlating information from different existing information sources
Continuous performance management Execution
Service levels vs inventory cost

Balance capacity
Inventory policy
Rebalance inventory Delay orders
Carrier contracts
Allocate products
Profitable product mix Expedite shipments
Shape demand
Weigh single vs dual sourcing Deal with quality issues
Reschedule promotions
Strategic Decisions Tactical Decisions Operational Decisions
• What has changed since last month? How are we performing compared to last year?
• Are we on plan financially? Is there any need to revise long term plans?
• How are we performing to performance metrics? Are we achieving our six-sigma goals?
• What new risks do we need to consider? Is our single sourcing strategy exposing us?
• What decisions need to be made now and in the near future?
• How are product families performing? Do I have the most profitable product mix?
• Are we on track with product development? Do we need to delay new products?
• Do we have any critical supply constraints or issues with key suppliers?
• How is the resource utilization on our most critical resources?
50


• Compare alternative
business scenarios
– Planners execute
scenarios
– Automatically translate
detailed planning
information to corporate
metrics
Suggested
alternatives – Track assumptions and
for evaluation attach supporting
documents
• Approve and drive into
execution
– Choose your baseline plan
Demantra DM ASCP / SNO IO – Drive tactical and
execution decisions
• Monitor
– Continuously monitor
Business Assigned performance and get real-
scenarios activities time visibility to deviations
Planners execute assigned activities
51

Compare alternative business scenarios
Compare current to previous, baseline to alternate
52

Compare scenarios – 360 degree visibility
Analyze across key demand, supply, capacity, finance, and exception metrics
Pre-built self-service dashboards

for comprehensive management
analysis with corporate metrics
53

Start quickly with pre-seeded content
Get a good answer on day one!
• Pre-built dashboards
– Sales and Operations Planning process
– Supply chain plan analysis
• 200+ Reports
– Analyze from many different business angles at aggregate and detail level
• 100+ Key performance indicators
– Analyze what is critical to the supply chain
– Optionally define alerts to get notified about problems
• Extend and configure
– Quickly tailor to specific needs of individual users
54

Monitor S&OP performance in real time
Self service S&OP dashboard for interactive management review
Analyze profit
and loss
Compare alternate
scenarios
Analyze key
Planning metrics
Analyze constrained
forecast
55

Monitor operational plans
Self service Supply Chain Plan Analysis dashboard
Analyze specific product categories,

organizations and resource groups
Check your shipment

and production trends
Compare previous run to
current run exceptions
Compare previous run to current

run demand and supply metrics
56

Pre-seeded rich content – KPIs
100+ dimensions and performance metrics
57

Pre-seeded rich content – Hierarchies
Pre-built aggregation levels based on familiar planning hierarchies
Trading Partners Internal Orgs Item Misc Time Project

Source
Ship
Method
Order
Type
Year
Operating Product Exception Planning
Unit Category Type Group
Mfg
Supplier Customer Period Quarter
Demand
Resource ABC Product Class
Zone Department Group Class Family
Plan
Fiscal
Version
Org Week Period Month Project
Supplier Customer Scenario
Site Site Version
Subinventory Resource Item Day Task
Planning Facts: Supply, Demand, Inventory, Capacity, KPIs, Exceptions, Cost, …
58

Pre-seeded rich content – Reports
200+ pre-built reports for aggregate and detailed analysis
59

Extensible and configurable
Adapt to the needs of individual users
• Quickly define and

modify reports and
dashboards via drag
and drop
• Easily configure drill
downs from
dashboards to reports
• Add textual
instructions as needed
60

Extensible and configurable
Secure access
Show or hide
pages instantly
Attach
filters
Add
formulas
Set
permissions
61


62

Proactively respond to performance deviations
Determine problem ► Find cause ► Evaluate alternative solutions
What actions
What Why do I should I
problem do I have this evaluate? Plan overtime
have? problem? Critical part shortage
Change sources
Lost production
Revenue below target Supply shortages
capacity
Expedite orders
Lost sales due to lack
of supply
Split supply orders
VP of Supply Chain Supply Chain Analyst Planner
Embedded Analytics Planning

63

Proactively respond to performance deviations
Quickly identify problem and root
cause
Increase in
late shipments
Sudden
demand spike
Resource
overloaded
Supply
shortage
64

Seamlessly move from problem to resolution
No separation between planning and analytics
Detect a
resource
problem
Directly drill
down
within context
Compare the
Simulate a results of the
possible simulation
solution
65

Determine which alternatives to analyze
Key decision makers assign tasks to planners for execution
• Supply chain decision makers

define business planning
Assign and monitor
scenarios
scenario activities – Unlimited number of baseline scenarios
– Unlimited number of alternative scenarios
• Assign scenarios and tasks

to planners for execution
– Shared accountability for supply chain
planning metrics
Personal Personal Personal – Planners execute plans using Planner
Activity List Activity List Activity List
Workbenches
• Attach key documents

Execute and Execute and Execute and – Financial analysis
assign demand plans assign inventory plans assign supply plans
to scenarios to scenarios to scenarios – External market data and industry reports
Demand Planner Inventory Analyst Supply Planner
66

Executive Level Business Scenario Planning
Assign
activities
Launch
Dashboard
Attach
documents
Decide which
Plans to use
Add
comments 68


70

Reduce decision making time through
process automation
• All key planning
processes are web
service enabled
– Collections
– Forecasting
– Plan runs
– Plan name creation
• Approval and review

steps can be modeled
and inserted into the
process
71

Automate planning process execution
Execute and configure your planning processes with BPEL Process Manager
• Assign owners to top

level process notes
• Optionally skip steps
when resubmitting
72

Automatically archive summary information
Archive plans and scenarios for historical and trend analysis
• Archive scenarios directly from

scenario management, via
concurrent program or web service
– Automatically archives KPIs and facts for plans that
are linked to the scenario
 Archives Demantra Demand facts published to EBS
– Creates a new scenario version that can be used for
comparison in the dashboards.
– Purge scenarios as they become obsolete (will not
purge plans shares across multiple scenarios)
• Archive plans directly from plan runs
Plans and Archived Plans (optional) or Publish profile (SNO,
Archive plans Demantra)
– All facts, KPIs, and summaries for the plan are
archived in a new plan version
– Compare plan versions in the dashboards
Archive – Purge plan versions as they become obsolete
scenarios
– ASCP/IO Purge plan: purges all plan versions
73

Architecture
74

Integrate with Oracle and non-Oracle systems
Leverage extensible and secure architecture for additional cost savings
Personalized Dashboards, Answers, and Alerts OBIEE
Analytical
Dashboards
BPEL based
Activity Scenario Scenario
BPEL Management Management Orchestration
Web Service
enabled
Planning
Planner Processes
Workbenches
PLANNING INSTANCE
Plan Data Analytical Data Store

Collections Collected Data
(OBIEE)
Archive
ERP
Legacy/Flat file
• Integrated: completely integrated with APS 12.1.01 and Demantra 7.2.02

• Configurable: SOA enabled process automation
• Open: enable external data sources and combine data with existing planning data
• Modular: leverage pre-built content as you enable more planning applications
75

Pre-built integrations to Value Chain Planning
Value Chain Planning
Projected available balance – units, value, days of Unmet – demand, demand history, revenue
cover, %of total demand, %of safety stock
Buys from non rank-1 supplier
Planned orders, scheduled receipts, on-hand Past due backorder qty
Independent demand qty, dependent demand qty Supplier capacity – available, required, net, util%
Total and net supply and demand Items single sourced
Avg qty of supply pegged to demand, Avg buy order qty
highest priority demand
Returns as % of total sales
Supplies pegged to excess, stock-outs
Forecast accuracy %
Service levels and targets , fill rates, carrying costs
Consensus forecast – qty, value, cum
Obsolete inventory – value, %of total inventory ADVANCED
Marketing forecast – qty, value, cum
Excess inventory – value, %of total inventory PLANNING
Bookings forecast – qty, value, cum, accuracy %
Production to plan, shipments to plan COMMAND CENTER
Shipping forecast – qty, value, cum, accuracy %
Late orders and ratio – days, count, value
Perfect order index Final forecast – qty, value, cum
History – bookings, shipments, production
VMI inv – value, %, stock-out days, service level
Consensus forecast accuracy MAPE – 4wk, 8wk, 13wk
Total supply chain costs, carrying cost
Constrained forecast – qty, value
Resource availability and requirements, setup time
Backlog – projected, actual
Revenue, gross margin, sales, avg inventory
Budget shortfall – value, %
Cost – Mfg, purchasing, transportation, resource
Inventory build target
Supplier spend, total buy orders, supply volume Manufacturing forecast – qty, value, cum
Resource utilization, overloaded ratio Variance of PAB over mean
WIP start qty, avg make order qty, thru-put rate Late demand satisfaction factor
Min and max inv levels, safety stocks, order qty Inventory turns
76

Summary
77

Continuous performance management Execution
Service levels vs inventory cost

Balance capacity
Inventory policy
Rebalance inventory Delay orders
Carrier contracts
Allocate products
Profitable product mix Expedite shipments
Shape demand
Weigh single vs dual sourcing Deal with quality issues
Reschedule promotions
Strategic Decisions Tactical Decisions Operational Decisions
• What has changed since last month? How are we performing compared to last year?
• Are we on plan financially? Is there any need to revise long term plans?
• How are we performing to performance metrics? Are we achieving our six-sigma goals?
• What new risks do we need to consider? Is our single sourcing strategy exposing us?
• What decisions need to be made now and in the near future?
• How are product families performing? Do I have the most profitable product mix?
• Are we on track with product development? Do we need to delay new products?
• Do we have any critical supply constraints or issues with key suppliers?
• How is the resource utilization on our most critical resources?
78

Enable holistic view of supply chain performance
Planning Dashboards and Reports • Provide insight to key decision makers

– Close the loop with embedded analytics
Analyze
– Bridge the gap between analytics and planning
through seamless integration with operational
planning applications
Analytical – Leverage pre-built dashboards with rich content and
Data KPIs
Business scenario planning
• Proactively respond to deviations in
performance
Plan
Execute – Identify root cause
scenarios
Scenario and – Define and evaluate alternative business scenarios
Activity Management
– Manage execution of scenarios; assign tasks to
planners and other stakeholders
Planning process automation • Reduce decision making cycle time
Orchestrate
Forecasting Supply Planning through process automation

– Use BPEL process flows to execute planning
processes
Web Service enabled planning processes – Configure and adapt
79

Monitor and manage your supply chain
Analyze across key demand, supply, capacity, finance, and exception metrics
Pre-built self-service dashboards

for comprehensive management
analysis with corporate metrics
80

Key Value Areas of APCC
• Business insight for key decision makers

– Monitor corporate metrics in real time, automatically derived from operational
planning information
– Enable cross-planning business analysis to manage your value chain
• Proactively respond to performance deviations
– Seamlessly move from analysis to planning (problem to resolution)
– Assign tasks to planners to evaluate alternative business scenarios
• Pre-built rich content – Fast ROI
– No need to built a “rear-view mirror only” disconnected data warehouse
• Automated business process planning processes
81

Q&A
Q U E S T I O N S
A N S W E R S
82

83

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Oracle Shop Floor Management/Advanced Supply Chain

The following is intended to outline our general

© 2008 Oracle Copyright, Proprietary & Confidential

• OSFM (Lot Based Mfg.) Factors in Planning

• All factors must be considered in developing

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

• Moved from a monthly planning cycle to a weekly cycle

© 2008 Oracle Copyright, Proprietary & Confidential

• Integrated S&OP process resulting in one consensus forecast number

• Strongly reduced planning cycle time

• Moved from manual spreadsheets to integrated consensus forecasting process

• Synchronization of entire worldwide supply chain with complete global visibility

• System supported sales and operations planning process

• Reduced planning cycle time - Eliminates waste on spreadsheets

• Reduced inventory levels by $20M per year

• Reduced planning cycle time to daily

• Productivity savings from reduction of planners (120 to <30)

Business Intelligence (BI)

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

How does call center agent tenure, training, & compensation

How does supplier performance impact customer satisfaction

How do I proactively manage risks of my receivables portfolio?

© 2008 Oracle Copyright, Proprietary & Confidential

Service & Order

Oracle BI Apps • Common & Complete Enterprise Information Model

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

© 2008 Oracle Copyright, Proprietary & Confidential

Volatility Uncertainty Risk

Virtualization Changing Consolidation

© 2008 Oracle Copyright, Proprietary & Confidential

Product Demand Supply Financial

HIGH LATENCY, NO VISIBILITY

 No connection between plans, plans not tied to execution

© 2008 Oracle Copyright, Proprietary & Confidential

What data is most challenging? #1 impediment to data collection