Oracle Openworld 2014 Customer Showcase Presentation - Shawn Gilronan - Focusing on IT Strategies for implementing ERP in high growth companies

1. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Oracle
for
Growing
Companies
at
Oracle
OpenWorld
CON7281
“Customer
Voices:
IT
Strategies
and
the
High-­‐Growth
OrganizaFon
October
1,
2014
|
10:15
am
–
11:00am
|
Moscone
West
-­‐
3006

2. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Today’s
Panel
• Moderator:
• Steve
Cox,
Vice
President,
Midsize,
Oracle
Customer
panelists:
• Oracle
CX
Cloud—Neil
McFarlane,
Managing
Director,
T
H
March,
• Oracle
JD
Edwards
EnterpriseOne
ERP—Shawn
Gilronan—CIO,
Fin,
Feather,
&
Fur
OuWiXers
• Oracle
ERP
Cloud—ScoX
Brown,
VP-­‐Finance,
Mouser
Electronics
• Oracle
HCM
Cloud—Ron
Storn,
VP-­‐People,
Ly

3. Copyright
©
2014
Oracle
and/or
its
affiliates.
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rights
reserved.
|
Session
Flow
• Introduc]ons
• Modern
Best
Prac]ce
Explained
• Customer
Elevator
Pitches
• Panel
Discussion
ü Never
a
Dull
Moment
ü Solu]on
Evalua]on
&
Selec]on
in
the
21st
Century
ü The
Game
Plan
ü Outcomes

4. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
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• Current
&
Future
Needs
• Radically
Superior
Results
• Harness
Enabling
Technologies
• Flexible
• Evolves
As
You
Do
Oracle
Confiden]al
–
Internal/Restricted/Highly
Restricted
4
Managing
the
transforma]on
to
modern
business
Consistent
Social
Consumerised
Seamless
Mobile
Real-­‐]me
Insight-­‐Driven

5. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
5
Panel
Discussion

6. Copyright
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2014
Oracle
and/or
its
affiliates.
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rights
reserved.
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Panel
Discussion—Topic
1
Never
a
Dull
Moment
• How
is
growth
impac]ng
your
business?
• What
organiza]onal/opera]onal/compe]]ve
challenges
are
you
(were
you)
facing?
• How
do
(will)
modern
IT
solu]ons
help
solve
those
challenges?

7. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Panel
Discussion—Topic
2
Solu]on
Evalua]on
&
Selec]on
in
the
21st
Century
• Where
did
you
start?
• What
resources
did
you
employ?
• How
did
Oracle
get
on
your
list?
• What
other
solu]ons
did
you
consider?
• Why
did
you
choose
Oracle?

8. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Panel
Discussion—Topic
3
The
Game
Plan
• What
Oracle
products
did
you/will
you
deploy?
• What
is
your
deployment
strategy
(and
what
was
your
decision
criteria)?

9. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Panel
Discussion—Topic
4
Outcomes
• Modern
Best
Prac]ce—What
can
you
do
(or
will
you
be
able
to
do)
with
your
new
solu]ons
that
you
couldn’t
do
before?
• How
has
this
(will
this)
change
the
compe]]ve
landscape?

10. T
H
March
&
Co.
Limited
Neil
McFarlane
Managing
Director
www.thmarch.co.uk

11.
Our
Elevator
Pitch

12. Never
a
Dull
Moment…
• Stretching
resources
(
people
)
and
impac]ng
on
response
]mes,
innova]on
and
service.
• What
organiza]onal/opera]onal/compe]]ve
challenges
are
you
(were
you)
facing?
• Fragmented,
disparate
solu]ons
currently
in
place.
No
360°
view
of
our
clients.
• Outgrown
current
systems
–
too
manual.
• Streamline
IT
-­‐
• Standardize
best
prac]se
processes
across
all
branches
of
the
business
.
• By
crea]ng
a
complete
understanding
of
how,
when,
where
and
why
our
clients
contact
us,
we
can
design
personal
and
individual
responses
and
campaigns
based
on
their
own
needs.

13. Solu]on
Evalua]on
&
Selec]on
in
the
21st
Century
• Originally
I
was
interested
in
Marke]ng
Automa]on
–
Eloqua
–
and
aXended
various
roadshows
and
seminars,
together
with
reviews
of
whitepapers
and
downloads.
• All
of
the
original
research
was
carried
out
by
me,
including
other
senior
managers
at
different
stages
to
encourage
buy-­‐in.
• They
followed
up
my
aXendance
at
an
Eloqua
event
and
weren’t
even
on
the
original
list
!
I
thought
we
were
too
small.
• We
looked
at
Salesforce,
Microso
Dynamics
and
Sage.
• They
were
the
only
company
who
understood
our
main
driver
was
MA,
not
CRM.
They
also
fully
involved
Enigen,
our
implementa]on
partner
from
the
very
outset,
so
they
always
seemed
1
or
2
steps
ahead
of
the
compe]ng
vendors.

14. The
Game
Plan
• We
have
bought
“4
pillars”
being
Sales
Cloud,
Marke]ng
Cloud,
Service
Cloud
(
live
chat
)
and
SRM
• What
is
your
deployment
strategy
(and
what
was
your
decision
criteria)?
• Cloud
was
the
only
way
to
go.
• Because
Enigen
were
involved
from
the
very
start,
there
wasn’t
a
conscious
decision
to
use
anyone
–
it
just
felt
like
the
right
thing
to
do.
• We
are
currently
in
the
ini]al
design
phase
for
Personal
Lines,
including
our
Introducers,
with
go
live
expected
by
the
end
of
November
2014.
• Aer
Personal
Lines,
we
will
bring
in
our
Commercial
Clients,
then
Financial
Planning.
The
hard
work
in
understanding
our
business
model
has
already
been
completed.

15. Outcomes
• Where
to
begin
?
Having
a
360°
view
of
all
of
our
clients
will
enable
us
to
be
responsive,
relevant,
innova]ve
and
of
course
flexible.
It
will
enable
us
to
automate
very
personal
communica]ons
with
all
of
our
clients,
irrespec]ve
of
size,
at
all
stages
of
the
prospect
and
client
cycle.
Using
the
SRM
plaWorm
will
give
us
a
major
advantage
in
campaign
management.
• By
adop]ng
our
“visionary”
approach
we
will
be
able
to
deliver
a
true
inclusive
“added
value”
customer
experience,
which
our
compe]tors
can
only
dream
about.

16. Fin Feather Fur Outfitters, Inc.
Shawn Gilronan
Chief Information Officer

17. INTRODUCTION
• Shawn Gilronan
• Role
• Chief Information Officer
• Capital Projects (ERP Selection & Implementation, Private WAN, Distribution Center (WMS), Technology Modernization)
• Background
• 2010 – 2013 – Senior Manager, Financial Systems
• Cliffs Natural Resources, Cleveland, Ohio
• 2007 – 2010 – Senior Project Manager, IT Corporate Banking
• National City/PNC Bank, Cleveland, Ohio
• 2004 – 2007 – Team Leader/Senior Analyst
• FirstEnergy Corporation, Akron, Ohio
• Education
• MBA, Strategic Management - 2008
• Baldwin-Wallace University, Berea, Ohio
• Bachelors, MIS & Finance – 2004
• Miami University, Oxford, Ohio

18. ELEVATOR SPEECH
• Fin Feather Fur Outfitters, Inc.
• Hunting, Fishing & Sporting goods retailer, based in Ashland, Ohio
• 4 locations in Ohio with sizes ranging from 72,000 to 25,000 sq. ft
• Direct competitors include; Cabela's, Gander Mountain, Field & Stream (Dicks)
• Competitive Advantage(s)
• Wider selection of firearms & accessories (85,000+ sku’s)
• Highly trained & knowledgeable sales associates
• World-Class training program, sponsored by top tier vendors (Sig Sauer, Rocky Boots, Columbia Sportswear, Under-
Armour)
• Future Growth
• Additional 8-10 stores within 4 years of similar sq. ft (25-35K)
• eCommerce & OmniChannel presence for customers
• Oracle Relationship
• Phase 1 - Current
• Deployment of JD Edwards EnterpriseOne, Oracle Retail POS v14, OBIEE & UPK Training Foundation
• Phase 2
• ATG eCommerce & Endeca platforms, ORPOS mobile POS
• Phase 3
• Additional JD Edwards module configuration (Transportation Management, Advanced Warehousing)

19. NEVER A DULL MOMENT
• How is growth impacting your business?
• Fin Feather Fur Outfitters, Inc. has witnessed a tremendous growth curve over the last 4 years, averaging over
40% revenue growth every year through 2013.
• What organizational/operational/competitive challenges are you (were you) facing?
• High growth environment has caused Fin Feather Fur Outfitters to quickly outgrow its current legacy systems
and business processes.
• Visual FoxPro based IMS and POS
• Overcapacity on system SKU’s
• Frequent outages from high volume of transactional data
• Disparate systems
• Separate Inventory/POS system vs accounting and financial systems
• Many non-standard processes and procedures, born out of necessity, rather than intelligent/through driven
planning
• How do (will) modern IT solutions help solve those challenges?
• Leveraging JD Edwards and Oracle Retail POS will allow industry standard, out of the box processes and
procedures to replace existing inefficient processes
• UPK will allow corporate training and development, ensuring all locations are following the same standard
operating procedures

20. SOLUTION EVALUATION & SELECTION IN THE 21ST CENTURY
• Where did you start? (e.g. online evaluation, talking with peers, previous experience)
• Based on previous ERP experience and discussions with industry peers, and internal growth needs/forecast, we
developed a comprehensive RFP and solicited 5 tier 1 and tier 2 ERP vendors
• What resources did you employ? (e.g. consultants, internal teams)
• All RFP negotiations and considerations were handled internally by the executive leadership team
• No outside consultants were used or considered
• How did Oracle get on your list?
• Oracle JD Edwards was a top consideration, due to the robust distribution capabilities inherent within the product
• eCommerce capabilities with ATG and Endecca and vast retail exposure
• What other solutions did you consider?
• Microsoft Dynamics AX 2012 R3
• Epicor
• Why did you choose Oracle
• Retail industry exposure – ability to support sustained growth
• Robust distribution management – aligns with company growth model
• User-friendly application environment

21. THE GAME PLAN
• What Oracle products did you/will you deploy?
• Software
• Oracle JD Edwards EnterpriseOne 9.1.4 – all modules
• Oracle JD Edwards OneView Reporting
• Oracle Retail POS v14.0.1
• Oracle Business Intelligence Enterprise Edition 11g Suite Plus
• Oracle UPK Professional
• Hardware
• Oracle X4-2 Servers (14) (various configurations)
• Oracle ZFS Storage ZS3-2 appliance
• What is your deployment Strategy
• On premise hardware
• More control, reduced perpetual cost
• Partner selection
• Multiple bids for both JDE and ORPOS application deployment
• Selection based on “best fit” approach with company morals and values, along with bid and location
• Timeline
• 9-10 months (Phase 1)
• Approach
• Crawl > Walk > Run

22. OUTCOMES
• Modern Best Practice – What can you do (or will you be able to do) with your new solutions
that you couldn’t do before?
• Integration between sales, inventory and financials
• Best practices approach to inventory management and supply chain management
• Reduced inventory/carrying cost of product at store level – more robust DRP solution with JDE
• Detailed analysis at the department level, or deeper, or sales, sq. ft. allocations for products, and profitability at a
more granular scale
• How has this (will this) change the competitive landscape?
• Allow us to continue our organic growth model, opening many new locations and concepts without being
impeded by technology
• Allows for more direct competition (across the company) with larger big box stores

23. Mouser Electronics
Scott Brown
Vice President, Finance
The Newest Products for Your Newest Designs®

24. The Newest Products for Your Newest Designs®
Mouser Electronics and Berkshire Hathaway
“Among the World’s Most Respected Companies and Leaders”
Berkshire Hathaway, Inc.
2013 Revenue:
$182,150 Million
2013 Net Income:
$19,845 Million
Total Assets:
$484,931 Million
Total Cash: $42,614 Million
Total Employees: 330,745
Mouser Electronics
Acquired 2007
2006 Revenue
$ 190 Million
2013 Revenue
$ 700 Million
20.5% CAGR
William H. Gates III
Co-founder
Microsoft Corporation
Susan L. Decker
Chairman Executive Committee
INTEL
Warren E. Buffett
Chairman & CEO
Berkshire Hathaway,
Inc.
Notable Members of
the Board of Directors

25. The Newest Products for Your Newest Designs®
Employees:
• 1300+
Land:
• 58acres (234,000m2)
Building:
• > 500,000sf (46,450m2)
Order Capacity:
• > 9 Million Lines / Year
Mouser Headquarters
“World-class global logistics platform.”

26. The Newest Products for Your Newest Designs®
Local Customer Support & Marketing
“Not just a website, local people connecting
with local people”
Munich
Shanghai
Hong Kong
San Diego New Jersey Tel Aviv
Bangalore
Singapore
Texas
Brazil
Guadalajara
France
London
Bangkok
Milan
Planned or In Process
BrnoEindhoven
Stockholm
Barcelona
Taipei
Mouser Partner
Mouser Offices
UAE
Penang
Americas Marketing
EMEA Marketing
APAC & China Marketing
Russia
20 Customer Support Branches
20 Currencies Supported
17 Languages

27. The Newest Products for Your Newest Designs®
Never a Dull Moment…
How is growth impacting your business?
• Growth has created a need for scalability
What organizational/operational/competitive challenges are you (were you)
facing?
• End of month, limited Management reporting
• Multiple entry of data from disconnected systems
• Manual processes
• Single currency (USD) legacy system
How do (will) modern IT solutions help solve those challenges?
• Integrated Database for reporting and drill down
• Automation of manual processes (scanning, research)
• Enter data once ….. Report from many angles
• Multi-currency capabilities

28. The Newest Products for Your Newest Designs®
Solution Evaluation & Selection in the 21st Century
Where did you start?
• Identified top 20 vendors based on online reviews, journals, publications
• Narrowed to 9 vendors that met our requirements
• Conducted demonstrations to validate systems met requirements
• Sent RFQ to 5 finalists (selected 2 from responses)
• Held onsite demonstrations with final 2 vendors
What resources did you employ?
• Our Controller and Project Manager worked on the initial evaluation
• VP’s, Functional users, and Finance users all involved in the onsite demo’s
Why did you choose Oracle?
• We chose Oracle based on the Fusion Vision, current and future capabilities,
belief in leading edge technology

29. The Newest Products for Your Newest Designs®
The Game Plan
What Oracle products did you/will you deploy?
• We are currently deploying Fusion Financials, HCM, and Eloqua
• All of these are cloud based
What is your deployment strategy (and what was your decision criteria)?
• We are using a phased implementation approach for Financials and
HCM. Starting with the basic parts of each one and then adding on
other modules as resources permit
• A separate team is working on Eloqua with the same approach

30. The Newest Products for Your Newest Designs®
Outcomes
Modern Best Practice—What can you do (or will you be able to do) with your
new solutions that you couldn’t do before?
• Single entry between H/R, Payroll, and Financials
• Integrated BI tools and drill down on expenses
• Multi currency entry and reporting
• Automation (workflow, scanning, accruals, expense reporting)
• Reduce individual department spreadsheets
How has this (will this) change the competitive landscape?
• Easier to evaluate and more timely availability of information for
management decision making
• Allow us to become more scalable
• Improved processes

31. Ron Storn, VP of People

32. Lyft
Community:
Lyft is a community of drivers and passengers powering shared transportation
Connection:
Passengers can sync with drivers for a ride with a simple tap of a button
Mission:
Peer-to-peer personal transit solution
Hyper-Growth:
In more than 65 cities with over 10 million rides shared
Oracle Fusion HCM
Implemented by Intelenex
Lyft + Oracle

33. Lyft-Off!
Lyft’s success has resulted in the acquisition of hundreds of new employees over a short amount of time. In September of 2013 we
were about 100 employees; a year later we are over 350. The company is stronger than ever with the influx of new people, but the
sheer number of recent hires presents a challenge as we strive to evolve our systems and maintain the sanity of our human
resources department.
Challenges of rapid-growth:
Lyft’s roots are typical for a successful start-up; we grew as needed and had an additive approach to our HR solutions. When we
could no longer get away without something, we found a quick solve to move us forward. This resulted in a hodgepodge of different
platforms and systems.
With the explosion of employee growth over the last year, we could no longer rely on “scrappy” methods. We needed to
accommodate the current demands of our workforce, while scaling for the future. It was time to find a more robust solution.
Solutions:
Our solution to HR needs was Oracle Fusion. The Lyft People team is excited to soon have the ability to properly tackle our growth
through a robust plug-and-play system that provides access across platforms. and creates an easy pathway to solutions for our
employees, particularly managers, and most meaningfully for our human resources team.
Never a Dull Moment…

34. The Game Plan - Why We’ve Chosen Oracle Fusion HCM
Specification:
Ability to selectively implement specific HCM modules
Streamlining:
Access to key Oracle HCM leadership and an implementation partner to tailor the product to Lyft
needs
Analytics:
Predictive analytics to help drive HR decisions
Competitive Pricing:
Product and implementation cost savings

35. Outcomes
What we will now be able to achieve:
With the right Oracle Fusion tools in place, we will have the capability to properly manage current
and future employees in a well-rounded way. The Oracle process has helped us take stock and
analyze our company needs. Fusion will integrate and streamline our processes by providing a
consolidated space for most of our HR portals. It will also solve for compliance issues as it
becomes a storage space for employee information.
Having the ability to be nimble, proactive, and preparatory helps stabilize our company, and
provide an exemplary work environment that will contribute to employee loyalty and further
establish Lyft as a key competitor and model of the start-up world.

36. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Summary
&
Call
To
Ac]on
The
world
has
changed.
Have
you
transi]oned
to
a
digital
way
of
doing
business?
Understanding
and
Adop]ng
Modern
Best
Prac]ce
for
Fast
Time
to
Value
[CON7282]
Thursday
Oct
2
12:00
pm
Moscone
West
3004

37. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
Learn
more
about
Modern
Best
Prac]ce
• Go
to
oracle.com/modernbestprac]ce
• Download
the
ebook

38. Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|