Esouag r12 presentation

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  • CEOs are driving supply chains offshore: You see examples daily of offshore manufacturing, from household goods to business products. Additionally, leading companies are using offshore sources earlier in their own value chains, including engineering design and new product research. To make off-shoring work, companies need timely, detailed communication with distributed and outsourced supply sources. [NEXT]
  • So out of these groupings emerges a sort of CEO and executive agenda. How will you grow your business this year and in the coming years? The good news is that there are continued signs of global economic recovery. In fact, 80% of the world’s top corporate CEOs said in a recent survey that their primary objective has shifted from cost-cutting to revenue growth. And you see that focus reflected in this agenda. However that renewed focus on growth puts new demands on the business. [NEXT] ============================================= [ Note to Presenter: The next few HIDDEN slides elaborate on each of these agenda items. In most cases you can skip ahead -- because the next question, is if these are the things that CEOs care about, what standing does a software company have to talk about these things?]
  • So out of these groupings emerges a sort of CEO and executive agenda. How will you grow your business this year and in the coming years? The good news is that there are continued signs of global economic recovery. In fact, 80% of the world’s top corporate CEOs said in a recent survey that their primary objective has shifted from cost-cutting to revenue growth. And you see that focus reflected in this agenda. However that renewed focus on growth puts new demands on the business. [NEXT] ============================================= [ Note to Presenter: The next few HIDDEN slides elaborate on each of these agenda items. In most cases you can skip ahead -- because the next question, is if these are the things that CEOs care about, what standing does a software company have to talk about these things?]
  • Performance Management continues to rank as one of the top initiatives for corporate executives. Oracle’s ability to deliver information driven applications that proactively guide users to make the most informed decisions is at core of Oracle’s Corporate Performance Management applications. CPM continues to deliver applications focused around management reporting and planning and modeling that cover reporting, profitability and cost optimization, scorecards, consolidation, compliance and planning, budgeting and forecasting Let’s take a closer look at each one of theses….
  • Oracle ICM R12 provides segregation of duties compliant access provisioning that is a automated preventive control itself for security embedded in customers' ERP system. This helps to prevent potential financial and operational risks and increases reliability of security controls for customers. On top of application setup values, ICM will help you to monitor profile options stating R12. This is continuous monitoring that leaves no time gap in audit trail. It reflects all changes and provides details on when, who, and what has been changed. Furthermore, application setup values and profile options could be changed at supplier sites, ICM will track those changes for you as well. All the change history will be presented not only online, but also in a XML Publisher report. Application Controls Monitoring (ACM) also provides a spread sheet upload feature for "recommended values".
  • Profitability Manager integrates the functionality of Oracle Performance Analyzer and Oracle Activity-Based Management applications into a single, comprehensive solution for the calculation, analysis, and reporting of profitability. The multi-dimensional model allows allows analysis and reporting along any dimension, including product, customer, channel, activity, business unit and even transaction. Powerful analytical capability is driven by an open allocation engine, using your preferred methodology, from the simple to the complex, including activity-based management concepts.
  • All Project Management enhancements listed as well as new product are available in Projects Family Pack M (FP.M), which was released in May 2005, and can be applied on top of versions 11i.7 and above. Highlights specific to R12 are: Uptake of MOAC, SLA, etc. Uptake of Complex Payment project with Procurement and Payables Uptake of AP Lines, etc Project Portfolio Analysis Rapidly run multiple scenarios (of project groupings) to help determine which group “best” meets your business objectives. (Note -- Application does NOT recommend "best" scenario) Define business objectives with relative weightings Financial objectives such as NPV, IRR Competitive objectives such as market share, growth Score projects against objectives Rank projects within scenarios (i.e., to help gauge which project to remove) Align projects to resources and corporate objectives by: Selecting best portfolio Defining how projects should be ranked (financial, strategic, technical, etc.) Scoring and ranking Balancing portfolio based on priorities and resources Developing scenarios and recommending best portfolio Allocating funds and starting project Assessing how portfolio of projects and programs is performing to plan
  • Strategic Network Optimization (SNO) Specifically it enables you to determine your optimal dynamic sourcing strategies, rationalize your capital assets, optimize your product and customer mix, manage your risk more effectively, and simulate changing business conditions to develop strategies and contingency plans. We will discuss each of these areas in more detail. New in R12: Provide input to sourcing rules / priorities, inventory strategy, replenishment strategy, forecast analysis via integration with EBS in R12 Models all nodes of your supply chain network (mfg facilities, distribution centers, stores, suppliers, and customer facilities) along with costs like transportation, operating, sourcing, storage, labor and so on. Output = graphical simulation of the impact of different situations like demand scenarios, integration of new businesses and targeting of new markets, evaluation of outsourcing decisions, and decisions of which facilities to ramp-up or shutdown Outputs are essentially sourcing rules and priorities.  This is used to calculate inventory strategy (IO) and replenishment strategy (ASCP) and Forecast Analysis (DP), as well as the sales and operations planning process.  Leading solution for 15+ years, 300 customers Sell to all industries with complex supply chains; strong install base in CPG, Process, and Distribution Use as competitive differentiator – Complements IO as ‘door opener’ Used by companies like J&J, Cargill, BMW, Nabisco BENEFITS: Reducing costs through dynamic sourcing Increasing profits through asset rationalization Increasing revenue with customer or product segmentation Managing risk more effectively Simulating changing business conditions
  • Oracle can help you take control of your inventory management problem, and will help you maximize customer service while minimizing inventory investment. This means you can improve your performance to your customers while simultaneously reducing your costs and becoming more competitive. Oracle helps you react quickly to changing conditions, allowing you to minimize your exposure to the risks inherent in uncertain economic times. Reducing the inventory investment required to achieve competitive delivery performance to your customers not only reduces your costs, it also makes you less susceptible to large inventory write offs. Oracle’s unique stochastic optimization technology balances the risks and determines the optimal level of inventory investment, at the right place in your supply chain to meet your customer service requirements. We determine the optimal inflection point in trading off a high customer service level with inventory investment, production, procurement, and transportation cost, revenue and profit. By having the capability to compare alternative scenarios, you can choose the best inventory investment strategy. Key capabilities are: Reduce inventory without sacrificing customer service by looking at postponement and risk pooling strategies Manage supply chain variability by looking at demand, supply, and lead-time variability Choose the best service level strategy based on cost and revenue – use inventory budget constraints to determine the best allocation of inventory and calculate the service levels that you can attain based on your budget Invest in the most profitable channels, products, and customers by setting service levels at different levels Manage seasonality and product life cycle characteristics, and recommend time-phased safety stock across your entire supply chain to supply planning Out of the box integration – the tool is designed with planners in mind and can be used out of the box without the need to program complex algorithms; you can therefore implement it more quickly and achieve almost instant business benefits
  • Oracle Daily Business Intelligence (DBI) delivers pre-built analytic application content through embedded integration with the Oracle Business Suite (EBS) OLTP transaction system. DBI covers all functional areas including: CRM, Financials, Procurement, Supply Chain, HR, Projects and Order Management. DBI promotes a rapid implement timeframe and has a very low Total Cost of Ownership (TCO). This next generation offering (Fusion Intelligence for EBS) renders all the same pre-built metrics and integration via an industry standard BI tool. This allows for tremendous flexibility for end-users of a business to consume the content with little or no involvement from IT in a true self-service fashion. The low cost of ownership of DBI is largely due the minimal data movement involved in producing hundreds of day-to-day operational metrics. This continues to be the case. Most of the EBS application setup and security rules are leveraged in this minimal data processing (mainly high-performing summaries). But the resulting schema that is used for analysis (in the classical DBI) is a complex mixture of OLTP and some light summaries. Any slightest change to the metrics being consumed required some level of knowledge of this schema. That limitation goes away as the complex schema is unlocked and exposed via a very business-friendly logical layer in the OBIEE tooling. This allows for a very Data Warehouse style analysis but directly off EBS.
  • Notes form John’s preso: and one of the coolest things about this release is the new look and feel. Our user experience team has benefited tremendously from the acquisitions. We have more than tripled our commitment to user experience and added experts from across the acquired product lines. This has been a huge benefit to our usability lab and we think you will notice a big difference – with overall improved experience which included reduced time to complete tasks, screens that can be personalized by the end user and a more approachable blue interface  Transition: After the incredible presentation we had last year with Versace, we had a tough challenge to find a customer that could make software seem as sexy as Madonna could. But our world-class marketing team was up to the challenge and they found a great story. <<CLICK>>
  • Accounting Setup Manager Define and manage your Ous and their relationships to Les and Ledgers in a central location Collections View and manage customers across Ous and within the context of a global collections currency. (+ collections tasks can be done across OU: dunning letters, calls, reporting, etc.) Global Purchase Agreements Negotiate with your suppliers for your enterprise, not just OU Payables Enter and pay invoices across OUs Customer Data Management View customer accounts, merge and import data for multiple Ou Supply Chain: receiving transactions across any OU (work project, po, req) + user can select an inventory item from any OU.
  • Let’s begin by taking a look at the new and improved ledger structure. Ledgers are defined the 4 C’s: COAs, Calendars, Conventions (accounting) and Currencies Ledgers – each one is separate. SOBs are gone in R12, Ledgers replace SOBs. Data is in the Ledger, and the management is in the Ledger Set. Many Ledgers in one set: Open and close as one Report totals and details as one Translate currencies within the set Make entries across the set Dual ledgers can be complete or adjustments only. Multiple Ledgers can also be used to represent currencies, or for management reporting. Immediate opportunity after upgrade. The next thing is to start working your Ledgers into Ledgers Sets. They do need to share a common COA and calendar so this is an opportunity (if you haven’t already done so) to standard on a single global COA. I’ve spoken to organizations that have 60 SOBs or over 100, they’re ideal candidates for taking advantage of Ledgers Sets. Eliminates manual workarounds which minimized mistakes
  • Net New on R12 is 1. compliant access provisioning which prevents SOD violations at the time of access provisioning. 2. ICM now tracks profile options changes continuously. 3. Changes of application setup values at suppliers sites are tracked. 4. Recommended values (industry best practices) can be uploaded with excel spreadsheet into ICM's application controls monitoring Talking points on this slide: Internal controls manager provides a complete end to end solution for any risk based compliance regulatory. First of all, it helps customers documenting and centralizing process definitions and risk and control metrics to ensure consistency and repeatability. Secondly, it has a full audit/testing capability to make audit operations transparent. On top of that, it provides automated controls, such as SOD and application controls monitoring, to reduce workload of internal auditors. Thirdly, signing officers can use ICM to sign off on processes, organizations, and even financial statements for accountability. Above all, it allows top executives and managers to see progress and issues throughout the whole compliance process with adequate security. All activities and progress status are tracked in ICM with full audit trail. Lastly, customers can share seeded reports with external auditors as proof of internal controls existence and their efficiency. This compliance solution by Oracle reduces risk through continuously controls monitoring, reduces costs with reliable and repeatable compliance processes, and ensures auditability via change control and history. More notes: These features will be available pre-R12 in Financial Consolidation Hub minipack D and Internal Controls Manager minipack E. Internal Controls Manager supports the various business activities required for Section 404 compliance, as well as for other risk and process-based audits. Oracle ICM R12 provides segregation of duties compliant access provisioning that is a automated preventive control itself for security embedded in customers' ERP system. This helps to prevent potential financial and operational risks and increases reliability of security controls for customers. On top of application setup values, ICM will help you to monitor profile options stating R12. This is continuous monitoring that leaves no time gap in audit trail. It reflects all changes and provides details on when, who, and what has been changed. Furthermore, application setup values and profile options could be changed at supplier sites, ICM will track those changes for you as well. All the change history will be presented not only online, but also in a XML Publisher report. Application Controls Monitoring (ACM) also provides a spread sheet upload feature for "recommended values".
  • Manage Tax Globally – Common Architecture for rules and transactions across geographies and applications. Allows sharing of common configuration. Improve Operational Efficiency – Improving from a defaulting model to automatic tax calculation. Using the attributes of the transaction to determine applicability and calculation of the tax. End user no longer has to memorize or look-up wide range of tax codes. Global Business Insight – All tax transaction are now stored in one single repository. Opportunity to measure efficiency of tax rules and tax transactions. Provides auditability of tax transactions. More accurate and easier reporting. Reduce Risk – Manage the updating and overriding of tax on transactions through configuration. Ensures compliance and reduces audit concerns. Reduces manual intervention. Mitigate underpayment or overpayment of tax.
  • The 10 counties for which HR has added new localizations: Denmark, UAE, Finland, India, Kuwait, Mexico, Norway, Poland, Russia, Sweden “ 87%” figure based on… 2005 World GDP = US$44.4 Trillion Source: International Monetary Fund, via http://en.wikipedia.org/wiki/List_of_countries_by_GDP_(nominal) Oracle localization coverage = US$38.4 Trillion (Oracle apps cover the top GDP countries) Source: International Monetary Fund, via http://en.wikipedia.org/wiki/List_of_countries_by_GDP_(nominal)
  • This slide shows a portion of the line manager overview dashboard. Below the title there are the five standard parameters, from left to right: The effective date (the date the information on the dashboard is based on); The period. This defines the period of time that the change columns and the trend regions are based on; Compare to parameter. The change column can be based on either information in the prior period or on information in the prior year; The manager. All the information on the dashboard will relate to everyone reporting to this manager, but not the manager themselves. The manager is a hierarchy based on the primary assignment and it is possible to drill all the way down the hierarchy. Currency. Two reporting currency rates are available, one will normally be your enterprise currency rate (for example, USD), the other one could be the same currency, but using a spot rate set for the year, or it could be another currency, for example, Euros. All monetary values, in this case salary, are converted into the selected salary rate. Underneath the parameters are a number of lines of regions. The top left region is always the KPI region and it contains the KPIs (or measures) that relate to the dashboard. In this example we see: Employee headcount; Average years of service; Total salary; Average salary; Total annualized turnover. This is the turnover in the reporting period annualized up; Voluntary and involuntary annualized turnover. The annualized turnover for voluntary terminations. The determination of what is voluntary and what is involuntary is a set up step. The regions on the far right side are usually links regions, they contain links to reports that relate to the regions on that line. The top links region contains links to other dashboards that you have access to via your responsibility. It is possible to personalize any of the links regions apart from the top one. The remaining regions contain reports or graphs. It is possible to drill from some of the KPIs, region titles, manager names and some values. Generally KPIs and region titles drill to reports, drilling on the manager name takes you to a report with that manager’s view and drilling on values usually takes you a list report. Clicking on the “Employee Summary by Manager” title opens up the following report.
  • DBI for HRMS 7.0C or family pack A comprises the following content (i.e. dashboards, KPIs and reports): For line managers and human resource professionals we have Dashboards, KPI’s, and reports for: Employee workforce (headcount, salary and turnover); Contingent workers; Absence (duration and occurrences); For the Chief HR Officer we have: Workforce (headcount, salary and turnover) For the budget manager we have: Workforce budgeting (headcount and costs) For the benefits manager we have: Open enrollment (number of elections)
  • Using the progress report link, administrators can o btain a progress report for any global plan. The report can now be accessed for any plan after the group compensation process has run, during the allocation period, or after the compensation post-process has run. The report displays data dynamically based on real-time data.
  • [Read a few of the features] These are some of the key features and functions that will be new for R12, or a rollup from the last two mini-packs in 11i. More details are available in the What’s New presentation.
  • Chargeable Subcontracting – Shikyu is a type of outsource / contract manufacturing in Japan where an OEM sub-contracts subassembly activities to a Manufacturing Partner (MP). These items are marked “SHIKYU components” (i.e., component sent by OEM to MP). In EBS, the MP is set up as an inventory org. The OEM creates a PO and the SHIKYU process automatically creates and maintains the corresponding replenishment orders and tracks the WIP jobs and inventory on hand at MP (factoring in manufacturing and transit lead times). AP/AR netting is also enhanced so that the OEM only pays for the added value (assembly activity). Golden Tax Support – China (PRC only) mandates that VAT calculation, invoice generation, and reporting to tax authorities be done by Chinese certified software certified as “Golden Tax”. Through Oracle China and a partnership with Hangtian, a software company who is certified as “Golden Tax”, we are able to accommodate this. With R12, we offer a plug-and-play interface between Oracle AR and Hangtian tax software. This new module is called Golden Tax Adaptor. Once in Hangtian, the official VAT is computed and official VAT invoices as well as reporting of collected VAT to the Chinese tax authorities can be done. Information is then sent back through the Golden Tax Adaptor to Oracle AR where collection and accounting are actually done. Periodic Average Costing – E nhanced algorithms to support regulatory accounting compliance requirements in countries such as China/Taiwan and Brazil. for inter-org transfers. Per regulations, inter organization transactions must be costed identically in the shipping and receiving organizations. Deferred Revenue and COGS – One of the fundamental GAAP requirement is that revenue and its corresponding COGS must be recognized in the same accounting period. Prior to R12, COGS was immediately recognized on shipment of goods even though revenue recognition could be deferred to future periods. In R12, COGS is recognized and accounted in the same proportion as revenue recognized. Also, to specifically satisfy Japanese customers…It is customary in Japan NOT to start the invoicing flow BEFORE customer have formally accepted the shipped goods. OM will now offer through Order Information Portal (OIP), Sales Order Pad UI, or OM open interface a “record of customer acceptance”. Before being accepted the good are NOT invoiced and revenue is not recorded as well.  To account for similar requirement in the US and globally, the feature also support invoicing before acceptance but REVENUE will not be recording before the goods are accepted. NOTE: This project is a sub feature of the overall Deferred Revenue & COGS. ________________ http://www.iht.com/articles/2005/08/04/business/small.php http://www.signonsandiego.com/news/business/20060411-0624-china-tradesurplus.html
  • Professional Buyer Work Center (for Centralized…) Requisition Processing Agreement and Order Mgmt Document Styles Multi-Org Access Control Contract Management Complex Contract Payments (e.g. retainage, advances, milestone, progress payments) Contract Expert Contract Repository MSWord Authoring Synchronization (also applies to Sales Contracts) Sourcing Optimization (New Product in11i.10+) Online bid analysis and scoring Award allocation rules Template-based contract authoring Supplier Management Supplier Self-Service Catalogue Authoring Supplier Qualification and Profile Mgmt Supplier Scorecarding
  • The biggest advancement is in the professional buyers work-center. Basically, this is the ‘next generation’ purchasing application. Designed to deliver a command and control environment where a buying professional can jump from any point in the procurement process to any other. The focus here is on the UI and the flow through the application. To learn more, you’ll have to go to the breakout session.
  • We’ll now switch to the ‘Lines’ tab, where we see that the PO line has been created from the information on the RFQ. The price for the Parking Lot Renovation Service is the negotiated price of $1,000,000. In order to see more information about this PO line, we need to click on the pencil icon shown in the ‘Actions’ column. This will take us to a details page for the line with more information such as the complex payment terms, etc.
  • This is the details page for the line. This page allows the user to capture several pieces of critical information for the Complex Services Contract. We’ll run through these briefly even though in our example we have most of this information captured from the sourcing event. Buyers can define a scope of work which is really the description of the service that is being procured. This can be captured either as the Line Description or can be attached as an external document. Complex Payment Terms for Financing, and Retainage are captured on the line. In our example for Financing, the Advance Amount and the Recoupment Rate are the negotiated values from the RFQ. Likewise for the Maximum Retainage Amount and the Retainage Rate. I would like to point out that these terms defined here apply uniformly to the entire progress payment schedule of this line. What this means is that the Retainage Rate of 10% is applied to all invoices submitted against pay items of this line. Similarly, the Recoupment Rate of 10% is applied to all Invoices submitted against pay items of this line. Further to this, certain attributes defined at the line behave as defaults onto the progress payment schedule. Billing details like the Charge Account, Accrue at Receipt, Project Information etc all act as defaults for the payment schedule and as each new pay item is created for the line, it assumes these values.
  • The screenshot shows the supplier scorecard reports. Supplier user can login to iSP and navigate to Intelligence subtab to access this page. Each supplier will only see their own data. Buying organization can customize this page to add or remove reports and KPIs.
  • One stop shop for “Manufacturing Operations Management” - ERP, Quality, Scheduling, Maintenance and MES Leverage “Best in class” integration infrastructure in Fusion Middleware to connect to other plant floor systems
  • Integrate G-Log with EBS – Currently G-Log v5.0 is sold “stand-alone” and integration with EBS is via APIs and consulting. With v5.5 (est 2006), G-Log will be integrated with EBS for several shipping/receiving and inventory management flows.
  • Enhanced New Product Intro Flow Easy to copy and propagate changes for BOMs across multiple organization to support global/outsourcing processes Enhance common BOM to control material attributes at local organization Embedded document operations for check-in/check-out and browsing for managing product unstructured information Product Information Management Data Librarian import workbench for managing source system mapping and cleansing (de-duping) product information during import Change Management for item operational attributes to manage item master data quality Views to: Transactional information from EBS External data sources
  • Complex MRO MEL/CDL* lists for acceptable flight configurations, including concessions Role-based UIs with configuration access control lists Rotable parts: planning linked to part reliability and flight schedules, serial number reservations *Minimum Equipment List, Configuration Deviation List
  • Integrated lifecycle management means than managing maintenance work, materials and MRO Purchasing..(Shot at point vendors who define “Asset Lifecycle Management” in this way. Believe me, they will have heard this from point vendors.) Lifecycle management means MRO information is integrated with enterprise data sources—design, construction, fixed assets, purchasing et al—to insure hat all impacts are considered when managing the asset lifecycle.
  • Customer Support In R12, the base product TeleService has been expanded with two new modules specifically to provide “internal” and “external” support. The Customer Support module is optimized for Providers to deliver services to “external” customers The Service Desk module is optimized for Providers to deliver services to “internal” employees (e.g., IT help desk) In either case, the Requester uses iSupport to initiate service requests and interact with the service Providers. Case Management A new module for Public Sector Manage complex cases and related activities and share info securely across departments or agencies Designed for investigative services (e.g., criminal investigation) and Health & Human Services Field Service Spares Management – 2 key areas of improvement: External (3 rd Party) Repair Execution New functionality to plan, execute and track repairs performed by external/3rd parties System automatically generates Move Order to send defective parts to provider and issues corresponding Purchase Order Currently, can only manage internal repairs Time Zone Support Basis of problem is time was traditionally represented in SERVER-time – which may or may not be the time zone of the user, which may or not be the time zone of the customer/incident, and which is further exacerbated with a single global instance R11i.10: Added USER-based time zone support – User sees everything in their time zone R11i.10 “Hidden”: Added LEGAL ENTITY-based time zone support – eliminates time gap differences as global companies close their books R12: Added INCIDENT-based time zone support – User sees everything in the time zone of the customer or incident Products effecter: Tele Service, Contact Center, Field Service, Scheduler, Contracts
  • So out of these groupings emerges a sort of CEO and executive agenda. How will you grow your business this year and in the coming years? The good news is that there are continued signs of global economic recovery. In fact, 80% of the world’s top corporate CEOs said in a recent survey that their primary objective has shifted from cost-cutting to revenue growth. And you see that focus reflected in this agenda. However that renewed focus on growth puts new demands on the business. [NEXT] ============================================= [ Note to Presenter: The next few HIDDEN slides elaborate on each of these agenda items. In most cases you can skip ahead -- because the next question, is if these are the things that CEOs care about, what standing does a software company have to talk about these things?]
  • Delivered Web Services : Change Sales Order XML Message Email Business Object Services Integration Repository Service Invoice Notification XML Message Location Business Object Services Organization Business Object Services Organization Contact Business Object Services Organization Customer Business Object Services Party Site Business Object Services Person Business Object Services Person Customer Business Object Services Phone Business Object Services Purchase Order Confirmation XML message Relationship Business Object Services Repair Order Service Show Sales Order XML Message Synchronize Chart of account code XML message Synchronize Exchange rate XML message Synchronize Fields XML message Synchronize Item XML message Synchronize Supplier XML message Synchronize Unit of Measure XML message Web Business Object Services Wf Agents Service
  • A web service is an application functionality that is turned into a “service” that can be consumed by other applications. In release 9, PeopleSoft CRM applications offer web services in the area of orders, leads, cases and customers. PeopleSoft FMS offers web services in the area of OFAC, Digital Signatures, Certified Documents, send and receive bill/invoice . PeopleSoft HCM offers web services in the areas of person, job data, photo, address, phone . PeopleSoft SCM will offerweb services in the area of procure-to-pay, vendor validation, and customers. BPEL or Business Process Execution Language is a standard language put forward by Oracle, IBM, Microsoft, and SAP to define composite Applications or process-centric Applications. It is an umbrella of standards and technology to reduce the cost and complexity of developing, deploying and managing a new class of connected applications. Using BPEL, customers can develop Business Processes that are portable across products from different vendors. Such portable processes eliminate the lock-in that customers faced when they used EAI or Business Process Management solutions from pure-play solution providers Oracle’s BPEL Process Manager provides a map between applications to orchestrate how the services created by an application should be used by other applications. These services can be consumed in a logical sequence or in parallel. BPEL Process Manager also provides portals/interfaces on each of the applications to receive or send the services. These portals/interfaces also work with web user interfaces to facilitate an action using a “service” and an external website. Oracle’s BPEL Process Manager is the only solution in the industry that offers advanced capabilities: Native BPEL Support rather than import-export translation of BPEL for performance and scalability Parallel Execution and Compensation to allow multiple steps to be executed in parallel with the ability to rollback or compensate steps across systems Can be used across different applications from different vendors Enables monitoring and messaging Can be used to integrate with web content Using web services and the BPEL Business Process Manager will help you: Link applications together to improve efficiencies of a business process Better inform decision makers with cross application information (better data/results/processes, better decisions) Deliver strong, automated controls over entire process (automating and integrating more of the process) Reconfigure app integration more easily than recustomizing software
  • Oracle’s BPEL Process Manager provides a map between applications to orchestrate how the services created by an application should be used by other applications. These services can be consumed in a logical sequence or in parallel. BPEL Process Manager also provides portals/interfaces on each of the applications to receive or send the services. These portals/interfaces also work with web user interfaces to facilitate an action using a “service” and an external website. Oracle’s BPEL Process Manager is the only solution in the industry that offers advanced capabilities: Native BPEL Support rather than import-export translation of BPEL for performance and scalability Parallel Execution and Compensation to allow multiple steps to be executed in parallel with the ability to rollback or compensate steps across systems Can be used across different applications from different vendors Enables monitoring and messaging Can be used to integrate with web content Using web services and the BPEL Business Process Manager will help you: Link applications together to improve efficiencies of a business process Better inform decision makers with cross application information (better data/results/processes, better decisions) Deliver strong, automated controls over entire process (automating and integrating more of the process) Reconfigure app integration more easily than recustomizing software
  • Top-to-bottom management of applications, middleware, database, and hardware – Not only does it cover the components, but it helps you mange them in the context of the greater apps system. e.g. The topology graph shown here, where the impact of a failure in one component is seen percolating up through the Apps system. Global management of test, development, and production systems – One ring to rule them all. Unparalleled depth of capabilities for managing Oracle Applications and technologies – This is the benefit of an all-Oracle solution. We leverage this to the point that some advanced database features (e.g. AWR) are licensed as EM features. Support for third party products – This includes common EBS integrated products such as Big IP load balancers and Cisco routers. Also, there’s quite a bit there for the competition. SQL Server, DB2, etc. Integration with third party management frameworks – e.g. OpenView. Very important where EM lacks functionality or mindshare.
  • Original Slide Notes: Customers have seen Release 12 through Customer Advisory Boards, Strategy Council meetings, and this is what they’re saying…
  • Top-to-bottom management of applications, middleware, database, and hardware – Not only does it cover the components, but it helps you mange them in the context of the greater apps system. e.g. The topology graph shown here, where the impact of a failure in one component is seen percolating up through the Apps system. Global management of test, development, and production systems – One ring to rule them all. Unparalleled depth of capabilities for managing Oracle Applications and technologies – This is the benefit of an all-Oracle solution. We leverage this to the point that some advanced database features (e.g. AWR) are licensed as EM features. Support for third party products – This includes common EBS integrated products such as Big IP load balancers and Cisco routers. Also, there’s quite a bit there for the competition. SQL Server, DB2, etc. Integration with third party management frameworks – e.g. OpenView. Very important where EM lacks functionality or mindshare.
  • A Few New Products: Sourcing Optimization Project Portfolio Planning Service Desk Case Management Clinical Data Repository Customer Loyalty Utility Biller Financial Consolidation Hub Healthcare Intelligence
  • Esouag r12 presentation

    1. 1. Oracle E-Business Suite Release 12 Ron Nawojczyk Senior Solution Consultant (Now-a-check)
    2. 2. 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 remain at the sole discretion of Oracle.
    3. 3. Oracle At-a-Glance <ul><li>Globally… </li></ul><ul><li>#1 in Database </li></ul><ul><li>#1 in Supply Chain Mgmt </li></ul><ul><li>#1 in Customer Relationship Mgmt </li></ul><ul><li>#1 in Human Capital Mgmt </li></ul><ul><li>#1 in Industries </li></ul><ul><ul><li>Retail </li></ul></ul><ul><ul><li>Communications </li></ul></ul><ul><ul><li>Public Sector </li></ul></ul><ul><ul><li>Professional Services </li></ul></ul><ul><ul><li>Financial Services </li></ul></ul><ul><li>275,000 total customers </li></ul><ul><li>220,000 database customers </li></ul><ul><li>30,000 applications customers </li></ul><ul><li>30,000 middleware customers </li></ul><ul><li>17,700 partners </li></ul><ul><li>56,000 employees </li></ul><ul><li>14,000 developers </li></ul><ul><li>7,000 support staff </li></ul>
    4. 4. <ul><li>R&D: Procter & Gamble to source 50% of new product ideas from global partners by 2010 </li></ul><ul><li>Design: Boeing designs navigation and landing gear systems in India </li></ul><ul><li>Procurement: Pella sells windows primarily in the US, but sources many parts overseas </li></ul><ul><li>Manufacturing: Sony, Dell, and Apple use China’s Quanta Computer for laptop manufacturing </li></ul><ul><li>Shared Services: Citigroup uses a single global HR system to serve all divisions and geographies </li></ul>Globalization Changes Everything “ Our strategy is to work with global networks to leverage the best technologies on the planet.” -- HP SVP Dick Conrad
    5. 5. Management Challenges Globalization creates unique challenges in managing… Competitors The Internet eliminated borders making all markets global markets Compliance Mandates Increased and varying regulatory / security requirements exert additional burdens on businesses Suppliers Margin pressures force companies to search for goods & services anywhere in the world resulting in complex supply networks Customers & Employees Manage employees and customers dispersed across geographic and cultural boundaries
    6. 6. To Meet These Challenges, Businesses Must… <ul><li>Think Globally to make the right decisions </li></ul><ul><li>Work Globally to be more productive </li></ul><ul><li>Manage Systems Globally to lower cost and increase performance </li></ul>
    7. 7. Brought to You by Oracle Applications Unlimited The G lobal B usiness Release CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract Introducing Oracle E-Business Suite 12
    8. 8. Flexible Architecture Meets the Needs of Dynamic, Global Businesses <ul><li>Complete </li></ul><ul><li>Integrated </li></ul><ul><li>Standards-based </li></ul><ul><li>Adaptable </li></ul><ul><li>Accessible </li></ul><ul><li>Secure </li></ul><ul><li>Scalable </li></ul>Fusion Middleware Database RAC / Grid Enterprise Security Role-Based Portal Access Performance Management Analysis, Planning & Reporting Compliance Framework Systems Management Applications <ul><li>Integration Services </li></ul><ul><li>Process Orchestration </li></ul><ul><li>User/System Configuration </li></ul><ul><li>Data Hubs </li></ul><ul><li>Application Server </li></ul><ul><li>Web Services </li></ul><ul><li>Development Tools </li></ul><ul><li>Collaboration Tools </li></ul>
    9. 9. Release 12 Enables You To… Think Globally Work Globally Manage Systems Globally Make more informed and compliant decisions with a global view of customers, suppliers, partners, and operations
    10. 10. R12 Improves Global Decision Making by Supporting All Types of Reporting/Analysis <ul><li>Make timely decisions with integrated information systems </li></ul><ul><li>Target information delivery with role-based dashboards </li></ul><ul><li>Protect organizational integrity with secure information delivery </li></ul>Financials, Supply Chain, Projects, PLM, Sales & Marketing, HR, Service Transaction Processing Users Sensor Based Services Analysts Managers Executives Operational Reporting Profitability Analysis Performance Scorecards Consolidation & Compliance Forecasting & Modeling Network Optimization Inventory Optimization Portfolio Analysis Reporting Planning Think Work Manage
    11. 11. Global Financial Consolidation Make more informed financial decisions with a single, accurate, global view of financial position <ul><li>Perform true global consolidation by bringing together financial data from any source </li></ul><ul><li>Automate consolidation process to improve speed, consistency, and auditability </li></ul><ul><li>Capture and apply accounting rules to meet local reporting standards worldwide </li></ul><ul><li>Use familiar spreadsheets to build sophisticated financial statements with drilldown links </li></ul>Think Work Manage
    12. 12. Profitability Analysis Achieve greater insight into the profitability of global operations and provide actionable information for driving margin improvement <ul><li>Achieve global view of profitability from multiple data sources </li></ul><ul><li>Calculate profitability based on user-definable rules and formulas </li></ul><ul><li>Analyze profitability along any dimension including geography, product, channel, segment, customer, organization, etc </li></ul>Drivers Resources Activities Statistics Costs / Revenue Transactions Cost Pools % Distributions Rate X Volume Models Methods Profitability Engine Think Work Manage
    13. 13. Project Portfolio Analysis Balance and align global projects with organizational objectives and strategy Scenarios Strategy Projects Metrics & Ranking <ul><li>Define: Build consensus by establishing and communicating a common framework for evaluating projects </li></ul><ul><li>Evaluate: Simulate the impact of business change by evaluating “what-if” scenarios </li></ul><ul><li>Select: Rate and rank portfolios to ensure strategic fit and/or maximize return on investment </li></ul><ul><li>Integrate: Ensure individual project success by seamlessly connecting with Oracle Projects for tracking and planning </li></ul><ul><li>Communicate: Streamline the delivery of project portfolio status and decisions to global stakeholders </li></ul>Balanced Portfolio Think Work Manage
    14. 14. Strategic Network Optimization Create optimal supply chain networks by continuously evaluating the cost and revenue impact of global supply & fulfillment decisions <ul><li>Increase profits through asset rationalization </li></ul><ul><ul><li>Model supply chain to determine optimal mix and location of facilities and equipment </li></ul></ul><ul><ul><li>Analyze scenarios via geographical visualization </li></ul></ul><ul><li>Reduce costs through dynamic sourcing </li></ul><ul><ul><li>Leverage network plan to improve sourcing, inventory, and replenishment strategies </li></ul></ul><ul><li>Manage global risk more effectively by anticipating supply and demand fluctuations </li></ul>Graphical Simulation of Network Think Work Manage
    15. 15. Global Inventory Optimization Optimize global inventory levels & locations based on anticipated demand <ul><li>Maximize on-time product delivery while minimizing inventory costs </li></ul><ul><li>Improve delivery flexibility by storing common subassemblies which are completed only when an order is placed </li></ul><ul><ul><li>Account for global demand, supply & lead-time variability </li></ul></ul><ul><ul><li>Select the best global inventory investment strategy </li></ul></ul><ul><li>Reduce inventory write-offs </li></ul>Inventory Cost Product Delivery 10 30 50 75 80 85 90 95 100 Without Oracle With Oracle Lower Inventory Cost Improve On-Time Delivery Think Work Manage
    16. 16. Real -Time Operational Reporting Make better and faster decisions at dramatically lower cost Daily Results, Flexible Periods Flexible Comparisons Multiple Currencies Graphs / Trends Performance Measures (KPIs) Reports w/ Drilldown <ul><li>Get rapid results with an out-of-the-box mgmt reporting system </li></ul><ul><li>Get the right information with role-based dashboards </li></ul><ul><li>Get complete information with seamless drilldowns </li></ul><ul><li>New in R12: </li></ul><ul><ul><li>6 dashboards, 49 KPIs, 90 rpts </li></ul></ul><ul><ul><li>A focus on global sourcing, purchases, and supplier mgmt </li></ul></ul>Drag & Drop Portlets Think Work Manage
    17. 17. EBS Business Intelligence Marketing & Sales Intelligence Service Intelligence Procurement Intelligence Supply Chain & Order Mgt Intelligence Financial Intelligence Human Resources Intelligence Pipeline Analysis Sales Forecasting Opportunity Analysis Quota Analysis Marketing Analysis Lead Conversion Absence Analysis Compensation Analysis Talent Management Workforce Profile Turnover Trends Return on Human Capital A/R & A/P Analysis GL / Balance Sheet Analysis Customer & Product Profitability P&L Analysis Expense Management Cash Flow Analysis Supplier Performance Spend Analysis Procurement Cycle Times Inventory Availability Employee Expenses BOM Analysis Order Linearity Orders vs. Available Inventory Cycle Time Analysis Backlog Analysis Fulfillment Status Customer Receivables Activity Analysis Customer Satisfaction Resolution Rates Service Rep Effectiveness Service Cost Analysis Service Level Trends Next Generation DBI Low TCO Preserved Business-friendly Logical Layer
    18. 18. Release 12 Enables You To… Think Globally Work Globally Manage Systems Globally Increase productivity with global processes that cross applications, divisions, and regions
    19. 19. A New User Experience for R12 Accelerate global roll-outs with simplified business flows and user interface <ul><li>Reduced pop-ups and duplicate screens </li></ul><ul><li>Re-designed and streamlined entire workflows </li></ul><ul><li>Reduced the number of steps to complete key tasks </li></ul><ul><li>Improved overall look & feel and visual style </li></ul><ul><li>Increased personalization capabilities </li></ul><ul><li>Campaign Management </li></ul><ul><li>Customer Support </li></ul><ul><li>Collections & Payments </li></ul><ul><li>Loan Management </li></ul>Improved Workflow in Targeted Areas <ul><li>Financial Consolidation </li></ul><ul><li>Online Candidate Registration </li></ul><ul><li>Absence Management </li></ul><ul><li>Salary Administration </li></ul><ul><li>Self-Service Purchasing </li></ul><ul><li>Sourcing </li></ul><ul><li>Supplier Collaboration </li></ul><ul><li>Business Intelligence </li></ul>Think Work Manage
    20. 20. Global Financial Management Increase the efficiency of shared services and single database operations with streamlined processing, reporting, and access across operating units Single Global Database Shared Service Center Org 3 Org 2 Org 1 Examples: Payables, Purchasing, Collections, HR Drive Shared Services with R12 Financial Management Initiatives Think Work Manage
    21. 21. Global Financial Management: Multi-Org Access Increase the efficiency of shared services and single database operations with streamlined ACCESS , processing, and reporting across operating units Perform multiple tasks across operating units (OUs) without changing responsibilities <ul><li>Define and manage OUs from a central location </li></ul><ul><li>View and manage customers across OUs </li></ul><ul><li>Enter and pay invoices across OUs </li></ul><ul><li>Receive goods across any OU </li></ul><ul><li>Negotiate with suppliers for your enterprise, not just your OU </li></ul>For Example: Single Responsibility Holland Legal Entity Denmark Legal Entity Belgium Legal Entity Belgium Operating Unit Holland Operating Unit Denmark Operating Unit Think Work Manage
    22. 22. Single subledger transaction (e.g. invoice, payment) can create multiple accounting entries <ul><li>Ensure both corporate visibility and local compliance by automatically creating accounting for all legal entities </li></ul><ul><li>Simplify inter-account reconciliation for key business flows such as procure-to-pay or order-to-cash </li></ul><ul><li>Streamline reporting and inquiries by leveraging a common and consistent data model across all subledger applications </li></ul>Global Financial Management: Subledger Accounting Increase the efficiency of shared services and single database operations with streamlined access, PROCESSING, and reporting across operating units Ledger B French GAAP/IAS Plan Comptable French Calendar EUR Ledger A US GAAP US COA US Calendar USD Subledger Transaction Dr Cr Think Work Manage
    23. 23. Ledger Set <ul><li>Ledger Set Benefits: </li></ul><ul><li>Cross/Multiple Ledger processing and reporting </li></ul><ul><li>Data and definitions that can be shared and secured </li></ul><ul><li>Native support for multiple accounting representations </li></ul>Reporting Currency Global Financial Management: Ledger Sets Increase the efficiency of shared services and single database operations with streamlined access, processing, and REPORTING across operating units French Rules Plan Comptable French Calendar EUR Ledger B <ul><li>Must Share: </li></ul><ul><ul><li>C hart of Accounts </li></ul></ul><ul><ul><li>C alendar </li></ul></ul>US GAAP US COA US Calendar EUR Ledger A US GAAP US COA US Calendar GBP Ledger D <ul><li>Defined by 4 C’s: </li></ul><ul><ul><li>Accounting C onvention </li></ul></ul><ul><ul><li>C hart of Accounts </li></ul></ul><ul><ul><li>C alendar </li></ul></ul><ul><ul><li>C urrency </li></ul></ul>Ledger C US GAAP US COA US Calendar USD Think Work Manage
    24. 24. Governance, Risk, & Compliance Document, test, monitor, and certify ongoing compliance with Sarbanes-Oxley, JSOX, HIPAA and other global regulations <ul><li>Diagnose access and process control violations and take corrective action </li></ul><ul><li>Strengthen application control environment with continuous monitoring </li></ul><ul><li>Ensure auditability via secure change control and history </li></ul>Think Work Manage Certify and Report Results Track Compliance Status, Document Findings, Mitigate Exceptions Assess Risk & Controls Scope Audit Program Test Controls Document Processes Create Risk & Control Library
    25. 25. E-Business Tax Centrally manage tax transactions across entire E-Business Suite Tax Transactions Tax Setup/Rules Internet Expenses Receivables Order Management General Ledger Purchasing Internet Procurement Inter-Company Invoicing Payables <ul><li>Single Repository of transactions for global business insight </li></ul><ul><li>Centralized rules applied to transactions to manage globally and reduce risk </li></ul><ul><li>Automation of tax processes on transactions to improve operational efficiency </li></ul><ul><li>Extensible architecture that supports additions, e.g. Self-assessed Use Tax </li></ul>Think Work Manage
    26. 26. <Insert Picture Here> “ We’ve provided corporate assurance from a controllership perspective by centralizing our foundational accounting activities, defining our corporate policies and procedures, and standardizing our processes.” Anthony Salcido VP and Corporate Controller, Toyota Motor Sales USA
    27. 27. Global Talent Management <ul><li>Higher quality products & svcs </li></ul><ul><li>Lower employee turnover rate </li></ul><ul><li>Lower hiring and training costs </li></ul><ul><li>More productive and skilled employees </li></ul><ul><li>Reduced employee downtime during the on-boarding, transfer, and off-boarding process </li></ul>Benefits Expense, Productivity & Revenue Improvements <ul><li>Increase in employee morale at all levels of the organization </li></ul><ul><li>Reduced risk from outdated Information Technology </li></ul>Other Improvements Business Environment SG&A Expense Sales / Services Credibility & Investor Confidence Risk Employee Satisfaction Income Statement Workforce Performance Mgmt <ul><li>Cascading Objectives </li></ul><ul><li>Appraisal Uplifts </li></ul>Learning Management <ul><li>Workforce Certification </li></ul><ul><li>Applicant Support </li></ul><ul><li>Web Conferencing </li></ul>iRecruitment <ul><li>Auto-Search </li></ul><ul><li>Integration w/ Offers </li></ul><ul><li>Embedded Analytics </li></ul><ul><li>Assessments </li></ul>News Think Work Manage
    28. 28. Human Resource Localizations Manage all employees within a single system while adhering to local, in-country regulations Mexico Sweden Russia Norway Poland Kuwait Denmark UAE Finland India New in R12: Localizations expanded for 10 countries Oracle now has localizations for 30 countries covering 87% of world GDP <ul><li>Enterprise & workforce management </li></ul><ul><li>Workforce sourcing & development </li></ul><ul><li>Compensation & benefits management </li></ul><ul><li>Payroll management </li></ul>Business Process Examples Think Work Manage
    29. 29. Line Manager Overview Dashboard Think Work Manage
    30. 30. HCM Intelligence - New Features <ul><li>For line managers and human resource professionals, we have dashboards, KPI’s, and reports for: </li></ul><ul><ul><li>Employee workforce (headcount, salary and turnover) </li></ul></ul><ul><ul><li>Contingent workers </li></ul></ul><ul><ul><li>Absence (duration and occurrences) </li></ul></ul><ul><li>For the Chief HR Officer we have: </li></ul><ul><ul><li>Workforce (headcount, salary and turnover) </li></ul></ul><ul><li>For the budget manager we have: </li></ul><ul><ul><li>Workforce budgeting (headcount and costs) </li></ul></ul><ul><li>For the benefits manager we have: </li></ul><ul><ul><li>Open enrollment (number of elections) </li></ul></ul>Think Work Manage
    31. 31. Compensation Workbench Salary Statistics Reporting Think Work Manage
    32. 32. Key Features/Functions in HRMS <ul><ul><li>NEW FUNCTIONALITY </li></ul></ul><ul><ul><li>Workforce Performance Management </li></ul></ul><ul><ul><li>iRecruitment Offers </li></ul></ul><ul><ul><li>HR Checklists </li></ul></ul><ul><ul><li>HR Global Transfers </li></ul></ul><ul><ul><li>All new salary administration </li></ul></ul><ul><ul><li>Enhanced Compensation Workbench </li></ul></ul><ul><ul><li>Total Compensation Statement 1 </li></ul></ul><ul><li>NEW TECHNOLOGY </li></ul><ul><li>XML Publisher </li></ul><ul><li>All EEO reports </li></ul><ul><li>Qtrly Tax Return Worksheet </li></ul><ul><li>Employee W-2 </li></ul><ul><li>Retro Notifications Report </li></ul><ul><li>And more… </li></ul><ul><li>New User Experience – Key Highlights </li></ul><ul><li>iRecruitment - Completely re-designed Candidate Registration </li></ul><ul><li>Absence Management - Updated business flows and entire look-and-feel </li></ul><ul><li>Salary Administration - Vastly improved UX for Salary Information, including high-interactivity embedded analytics </li></ul><ul><li>Competency Profile - Completely re-designed user experience </li></ul>1 Available in FPK_RUP1 Think Work Manage
    33. 33. Manufacturing Practices for APAC Satisfy local requirements to compete in key outsourcing regions Asia Pacific is the factory floor for the world In 2005, China’s global trade surplus more than tripled Chargeable Subcontracting Automatically create replenishment orders and track component allocations & inventory for sub-contracted manufacturing (e.g. Shikyu) Golden Tax Support for China Provide compliant VAT calculation, invoicing, and tax reporting via China-certified “Golden Tax” software Customer Acceptance, Deferred Revenue and COGS Recognize and account for COGS and revenues in the same proportion, based on flexible contingencies & within the same accounting period Periodic Average Costing Support accounting compliance requirements in territories such as China/Taiwan Think Work Manage
    34. 34. Adv. Procurement for Materials & Services Achieve Best Cost, Quality & Delivery via Real-Time Supplier Collaboration Expanded Supplier Management and Enablement Unified Work-Center for All Procurement Responsibilities New Support for Complex Goods & Services Supplier Management Think Work Manage
    35. 35. Buyers Workbench The Procurement Professional’s Release Think Work Manage
    36. 36. Procurement for Complex Services Process – Author Contract Line PO Line with information from Negotiation Think Work Manage
    37. 37. Procurement for Complex Services Process – Author Contract Line Define Scope of Work Attach Scope of Work as a document <ul><li>Financing Terms: </li></ul><ul><li>Advance Amount </li></ul><ul><li>Recoupment Rate </li></ul><ul><li>Retainage Terms: </li></ul><ul><li>Max. Retainage Amount </li></ul><ul><li>Retainage Rate </li></ul>Associate Project, Task, Expenditure Think Work Manage
    38. 38. Supplier Scorecard Customize dashboard view to add more reports, KPIs, update KPI list, remove reports, portlets or add custom reports, KPIs etc. Each supplier will only see their data. View trend data over various time periods Think Work Manage
    39. 39. MES for Discrete & Process Manufacturing Control Demand-Driven Mfg with Integrated Shop Floor Execution System Automation & Control <ul><li>Deliver Real-Time Shop Floor Visibility to Multiple Layers of Management </li></ul><ul><li>Reduced TCO / Complexity via Integrated Mfg Mgmt & Production Execution </li></ul>MES ERP Corp Mgmt Shop Floor Control Production Mgmt <ul><li>Process Engineer </li></ul><ul><ul><li>Manage recipes & advanced process instructions </li></ul></ul><ul><li>Production Supervisor </li></ul><ul><ul><li>Create & manage batch status </li></ul></ul><ul><ul><li>Log non-conformances </li></ul></ul><ul><li>Dispensing / Prod Operator </li></ul><ul><ul><li>Pre-weigh designated ingredients </li></ul></ul><ul><ul><li>Process batch operations </li></ul></ul><ul><li>Operator </li></ul><ul><ul><li>Work from dispatch list </li></ul></ul><ul><ul><li>Record transactions, quality info, work completion, and time </li></ul></ul><ul><ul><li>View work instructions and component info </li></ul></ul><ul><ul><li>Report production exceptions </li></ul></ul><ul><li>Supervisor </li></ul><ul><ul><li>Review & resolve exceptions </li></ul></ul><ul><ul><li>Monitor shop floor progress </li></ul></ul>MES for Discrete Mfg MES for Process Mfg
    40. 40. Global Transportation Management Drive down logistics costs and increase on-time delivery by managing the international movement of goods within a single, scalable system Integrated with Shipping, Receiving, Inventory Management, and Purchasing Optimize Modes & Routes <ul><li>Plan across multiple legs, tiers, nodes, and modes (truck, air, train, ocean) </li></ul><ul><li>Handle all supplier inbound and customer outbound deliveries </li></ul><ul><li>Display results via intuitive, graphical UI </li></ul>Automate Execution & Collaboration Payments Event Mgmt <ul><li>Manage internal and 3 rd party fleets (eg. LSPs) in the same system </li></ul><ul><li>Enable partners to transact and “self-update” (eg. pick-up request) </li></ul><ul><li>Handle exceptions via automated event management notifications </li></ul>Think Work Manage
    41. 41. Streamlined NPI and Product Data Mgmt Drive Innovation and Improve Product Profitability Product Introduction <ul><li>Enhanced New Product Intro Flow </li></ul><ul><ul><li>Embedded Document Entity </li></ul></ul><ul><ul><li>Enhanced Multi-Org and Multi-Level Structure Mgmt </li></ul></ul><ul><ul><li>Operational Attribute Change Mgmt </li></ul></ul>Product Information Mgmt <ul><li>Inbound Data Sync and Data Quality Mgmt (Import Workbench) </li></ul><ul><li>Workflow-Based Change Controls for Item and Structure Imports </li></ul><ul><li>360 ° Transaction View of Product from EBS and External Data Sources </li></ul>
    42. 42. Oracle PIM Data Hub Solution Role of Import Workbench Data Quality & Change Control Consolidation Access & Search UCCnet / GDSN** Import & Synchronization Other Apps / Systems Customers / Suppliers Engineering CRM Online Catalog ERP Manufacturing XML Output (print catalogs, data sheets, etc.) Data Pools Syndication & Publication * Product Data Repository Import Workbench Think Work Manage
    43. 43. Asset Lifecycle Management Adopt a Holistic Approach to Managing Capital Assets <ul><li>Common Asset Repository </li></ul><ul><li>Enhanced Fleet Asset Management for Mobile Assets </li></ul><ul><li>Mobile / Wireless Work Execution </li></ul><ul><li>Enhanced Budgeting and Forecasting </li></ul><ul><li>Industry Specific </li></ul><ul><ul><li>Life Sciences: Support for 21 CFR Part 11 </li></ul></ul><ul><ul><li>A&D: Support for Rotable Parts and MEL/CDL* </li></ul></ul>*Minimum Equipment List, Configuration Deviation List Plan Build / Acquire Operate / Maintain Retire / Dispose Commission C o n c e p t R e t i r e m e n t Monitor Performance Think Work Manage
    44. 44. Asset Lifecycle Management Asset Oracle provides for tracking of every asset throughout it’s lifecycle Asset Install Design/ Specify Business Modeling Capital Plan Operate Maintain Construct/ Procure Manage Budget Dispose Decommission Think Work Manage
    45. 45. WO Operations Single Screen Work Order
    46. 46. Mobile Work Order Capability Whether remote or not, a technician has just one place to go for all work order information. Information Dashboard Work Queue Work Query Asset Details Transactions Charge Time Material Issue/Return Work Completion Enter Inspection Results Enter Meters Readings Problem Reporting Create Work Request Create Work Order Enter Quality Results Enter Meter Readings Create Work Order Approvals Think Work Manage
    47. 47. Global Customer Service Drive revenue and customer loyalty with superior customer service <ul><li>Efficiently resolve issues at the customer’s convenience regardless of geographic location </li></ul><ul><li>Coordinate the delivery of all global services within a single system </li></ul><ul><ul><li>Self-service & agent-assisted </li></ul></ul><ul><ul><li>On-site repair </li></ul></ul><ul><ul><li>In-house repair & refurbishment </li></ul></ul><ul><li>Increase revenues while decreasing contact, research & execution costs </li></ul><ul><li>Outsourced / 3 rd party services </li></ul><ul><li>Internal issues (help desk) </li></ul><ul><li>Investigations (case mgmt) </li></ul>Customer Support Initiate service requests 24x7 plus interact with service reps online via new screens for “internal” & “external” customers Case Management Manage key activities related to cases / clients / involved parties and securely share information across geographies or agencies Field Service Coordinate service delivery across time zones, schedule outsourced services globally, utilize digital maps to route reps Think Work Manage
    48. 48. Utilize Digital Maps to Route Reps Minimize drive time, maximize customer face time Think Work Manage <ul><li>Drive service revenue by enabling maximum number of service visits for each service representative </li></ul><ul><li>Drive cost reduction by reducing mileage, travel time, and cost </li></ul>Optimizing street-level routes enables you to:
    49. 49. Release 12 Enables You To… Think Globally Work Globally Manage Systems Globally Reduce implementation, integration, and management costs of global applications
    50. 50. Dramatically Lower IT Costs through System Consolidation <ul><li>Only Oracle… </li></ul><ul><li>Supports all languages and localizations in same database </li></ul><ul><li>Scales to very large volumes via RAC and Grid Computing </li></ul><ul><li>Lower Cost </li></ul><ul><li>Consolidate data centers </li></ul><ul><li>Administer fewer systems </li></ul><ul><li>For each new flow, leverage existing setups and reference data </li></ul><ul><li>Better Automation </li></ul><ul><li>Standardize, document, and audit processes </li></ul><ul><li>Integrated cross-application business flows </li></ul><ul><li>Better Information </li></ul><ul><li>All detail available for drilldown </li></ul><ul><li>Deploy DBI in weeks vs. quarters or years for a traditional warehouse </li></ul>Think Work Manage
    51. 51. Secure the Global Enterprise Address global security pressures with a comprehensive security portfolio <ul><li>Provide enterprise-wide, standards-based security </li></ul><ul><ul><li>Single sign-on </li></ul></ul><ul><ul><li>Corporate directory </li></ul></ul><ul><ul><li>Access / identity management </li></ul></ul><ul><ul><li>Identity federation </li></ul></ul><ul><li>Simplify security administration </li></ul><ul><ul><li>Decentralized, delegated user admin </li></ul></ul><ul><ul><li>Automated & self-service provisioning with approvals </li></ul></ul><ul><ul><li>Extended IT and system admin security with DB tools (e.g. DB Vault) </li></ul></ul><ul><li>Continuously monitor environment </li></ul><ul><ul><li>Security dashboard / reports </li></ul></ul><ul><ul><li>Best practice & typical violations </li></ul></ul>Audit & Compliance Government mandated accountability is driving new scrutiny of security Cost User provisioning, de-provisioning and re-provisioning are often manual and labor-intensive Manageability Multiple user communities require management (clerical, self-service, customers, suppliers) Risk Without control of data integrity and access, business risk increases Think Work Manage
    52. 52. Configure, Don’t Customize Highly configurable global system lets you tailor the system without programming Flexfields – User definable data key Folders – User tailorable forms Workflow – Configurable business process flow Custom Library – Directory for customer extensions (forms) OA Framework / Forms Personalization – Configurable page “look & feel”, navigation, tabs, fields, buttons XML Publisher – Flexible report / document output <ul><li>Eliminate costly customizations </li></ul><ul><li>Preserve configurations through upgrades </li></ul><ul><li>Accelerate systems deployment </li></ul>Think Work Manage
    53. 53. Comprehensive Integration Repository Simplify and accelerate systems connectivity <ul><li>Enable key integration types </li></ul><ul><ul><li>Business to Business </li></ul></ul><ul><ul><li>Enterprise Application Integration </li></ul></ul><ul><ul><li>Business Process Management </li></ul></ul><ul><ul><li>Business Activity Monitoring </li></ul></ul><ul><li>Support industry-standard messages </li></ul><ul><li>Support standards-based XML documents </li></ul><ul><li>Search and view available interfaces via powerful UI </li></ul><ul><li>Automatically keep in step with source code via standard patching </li></ul>A Catalog of All EBS Integration Points <ul><li>Web Services </li></ul><ul><li>Public Java & PL/SQL APIs </li></ul><ul><li>Business Events </li></ul><ul><li>Batch Interfaces </li></ul>Think Work Manage
    54. 54. Next Gen. Business Process Mgmt Integrate Oracle, 3 rd party & legacy applications to extend process automation <ul><li>Quickly integrate heterogeneous applications using an intuitive, graphical UI </li></ul><ul><li>Manage system performance via web with a user-friendly console </li></ul><ul><li>Reduce connectivity headaches with pre-packaged, standard interfaces for applications and legacy systems </li></ul><ul><li>Built on widely adopted industry standard language (BPEL) </li></ul>BPEL – Business Process Execution Language BPEL Process Manager Step 1 Step 2 Step 3 Step 4 Step 5 Business Process Oracle EBS Siebel CRM PeopleSoft Financials Custom Order Application Mainframe HR Application New Web Application <ul><li>Standard Interfaces </li></ul><ul><li>Cross-application maps </li></ul>Think Work Manage
    55. 55. Merchandising Invoice Matching Sales Audit Stock Ledger Accounts Receivable Cash Management General Ledger Accounts Payable E-Business Financials <ul><li>Matched invoices </li></ul><ul><li>Credit notes </li></ul><ul><li>Debit memos </li></ul><ul><li>Rebates </li></ul><ul><li>Suppliers </li></ul><ul><li>Partners </li></ul><ul><li>Addresses </li></ul><ul><li>Freight terms </li></ul><ul><li>Lower cost integration between disparate systems </li></ul><ul><li>Better performance with integrated business flows across applications </li></ul>Inbound Retek Data Outbound Financials Data <ul><li>Daily sales </li></ul><ul><li>Cash and deposits </li></ul><ul><li>Inventory </li></ul><ul><li>Sales data </li></ul><ul><li>Payment terms </li></ul><ul><li>GL accounts </li></ul><ul><li>Currency rates </li></ul>Integration with Core Applications Oracle | Retek Integration with BPEL Think Work Manage
    56. 56. Web/Call Center/Sales Force Identify Customer Quoting Oppty Info. Quote Status Quote Value Order Management Billing Opportunity AR Account Mgmt Browse & Search Products/Services Customer Product Two way synch Oracle <> Siebel Siebel CRM On Demand Siebel/Oracle Oracle Installed Products One way synch Oracle > Siebel Tele, Field Service Quotes Orders Install Base Service Requests Invoices Install Base <ul><li>Initial customer data load from Oracle EBS to Siebel CRM On Demand </li></ul><ul><li>Integrate customer creation flow from CRM On Demand to Oracle EBS </li></ul><ul><li>EBS Customer Data Quality Management (DQM) tools available within CRM On Demand </li></ul><ul><li>Support bi-directional synch of customer and contact </li></ul><ul><li>Product Master maintained in Oracle EBS and synched to Siebel CRM On Demand </li></ul><ul><li>Convert CRM On Demand opportunity to Oracle EBS quote </li></ul><ul><li>Customer and product context are passed from CRM On Demand opportunity to Oracle EBS quote </li></ul><ul><li>Quote status presented back in CRM On Demand </li></ul><ul><li>Quotes, orders, install base, service requests from Oracle EBS are presented within CRM On Demand </li></ul>CUSTOMER AND PRODUCT INTEGRATION OPPORTUNITY TO QUOTE 360 DEGREE CUSTOMER VIEW Integration Solution: Siebel CRM On Demand to Oracle E-Business Suite Think Work Manage
    57. 57. Apps Management Pack for EBS Consolidate and simplify systems management <ul><li>Manage entire systems infrastructure (apps, middleware, DB, H/W) from a single console </li></ul><ul><li>Provide visibility across dev, test, and production systems </li></ul><ul><li>Proactively monitor KPIs and events with alert notifications </li></ul><ul><li>Drive root cause analysis with graphical topology views and config / patch level comparisons </li></ul><ul><li>Accelerate EBS provisioning with automated system cloning </li></ul><ul><li>Open integration with 3 rd party products and mgmt frameworks </li></ul>Think Work Manage
    58. 58. Why Upgrade? All Customers Benefit Straight Talk from Customers and Partners “ Banks, taxes, payments, and accounting – everything that becomes centralized will bring Emerson tremendous efficiencies.” -- Greg Harre, Controller for Emerson Tool Company “ Oracle continues to invest in a better user experience in E-Business Suite Financials Release 12—from centralized accounting, tax and supplier maintenance to a new user interface.” -- Sean Malinski, Accenture Partner, Global Business Solutions - Oracle Practice “ We have 60 Sets of Books and see tremendous efficiencies with running processes across these SOBs using Ledger Sets.” -- Keith Dunkin, Finance Manager - Systems & Support, Alcoa <ul><li>Manage complexity at lower cost </li></ul><ul><li>Comply with international regulations and standards </li></ul><ul><li>Reduce upgrade risk </li></ul>Multi-National <ul><li>Lower TCO </li></ul><ul><li>Improve user experience </li></ul><ul><li>Reduce upgrade risk </li></ul>Domestic Think Work Manage
    59. 59. Why Upgrade? Easier Maintenance E-Business Suite Patching: Minimize system downtime <ul><li>Ensure patch compatibility with customer’s installation and automatically alert for incompatibility </li></ul><ul><li>Leverage faster programs to analyze patch prerequisites </li></ul><ul><li>Generate custom “read me” instructions based on customer-specific setup and configuration </li></ul><ul><li>Automatically consolidate “read me” instructions for multiple patches and eliminate redundant steps </li></ul><ul><li>Automatically detect patches that have already been downloaded (i.e. maintain download history) </li></ul>Think Work Manage
    60. 60. Why Upgrade? Most Comprehensive Solution The Global Business Release <ul><ul><li>Planning </li></ul></ul><ul><ul><li>Procurement </li></ul></ul><ul><ul><li>Manufacturing </li></ul></ul><ul><ul><li>Logistics </li></ul></ul><ul><ul><li>Service </li></ul></ul><ul><ul><li>Maintenance </li></ul></ul><ul><ul><li>Product Lifecycle Mgmt </li></ul></ul><ul><ul><li>Sales & Marketing </li></ul></ul><ul><ul><li>Finance </li></ul></ul><ul><ul><li>Human Resources </li></ul></ul><ul><ul><li>Projects </li></ul></ul><ul><ul><li>Contracts </li></ul></ul><ul><ul><li>Order Management </li></ul></ul><ul><ul><li>Configurator </li></ul></ul><ul><li>Includes Over 2,350 New Capabilities </li></ul><ul><ul><li>50% Industry Specific Capabilities </li></ul></ul><ul><ul><li>50% Cross-Industry Capabilities </li></ul></ul>Includes 11 New Modules/Products Think Work Manage
    61. 61. EBS Release 12 Feedback
    62. 62. <Insert Picture Here> “ The ability to access multiple operating units with a single responsibility can simplify SOX compliance monitoring.” -- Pam Bateman, Business Solutions Manager for Finance  “ Banks, taxes, payments, and accounting – everything that becomes centralized will bring Emerson tremendous efficiencies.” -- Greg Harre, Controller, Tool Company From a Global Customer Feedback from Release 12 Training, October 2006
    63. 63. <Insert Picture Here> “ In our opinion Oracle's EBS 12 is a significant step forward in the integrated suite approach to enterprise applications. The Suite is functionally rich and serves the global enterprise well. As a tightly integrated suite of products, businesses will realize significant gains from the interoperability of the suite environment.” From a Leading Analyst Executive Brief: Oracle E-Business Suite R12 October 2006
    64. 64. <Insert Picture Here> “ Release 12 features will help solve our clients’ biggest business process and industry-specific challenges and we look forward to partnering with Oracle and our joint clients.” A. Mitchell IBM Global Business Services Americas Oracle Practice Lead
    65. 65. <Insert Picture Here> “ Many clients are evaluating whether to upgrade from Oracle E-Business Suite 11i to Release 12 or wait for the larger Fusion release. There are significant application and architecture changes in Release 12. Upgrading now will help build the foundation to prepare for Fusion—maximizing business value while mitigating risk.” Sean Malinski Accenture Partner, Global Business Solutions - Oracle Practice
    66. 66. R12 is the Global Business Release <ul><li>Think Globally to make the right decisions </li></ul><ul><li>Work Globally to be more productive </li></ul><ul><li>Manage Systems Globally to lower cost and increase performance </li></ul>Brought to You by Oracle Applications Unlimited

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