G Log Transportation Mgmt V5.7
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The document describes Oracle's G-Log Transportation Management software. It provides high-level overviews of the software's key capabilities including transportation optimization, collaboration with partners, automation, visibility, and management. Customers cite benefits like cost savings, improved on-time delivery, and streamlined processes.
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G Log Transportation Mgmt V5.7
- 1. G-Log Transportation Management Presenter’s Name Presenter’s Title
- 2. Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decision. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.
- 8. Transportation Management Opportunity 28.9% 42.1% 13.2% 13.2% 2.6% 0% 10% 20% 30% 40% 50% % of Companies Researched 1-5% 6-10% 11-20% 21-30% x > 30% Companies with Annual Transportation Spend > $10 Million Source: The Logistics Institute at Georgia Tech Savings Opportunity Transportation Mgmt Solutions can Save Most Companies 5-25%
- 9. What Customers are Saying… CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract “ Following an extensive selection process, we chose Oracle G-Log Transportation Mgmt web-native technology platform as it aligns with our corporate IT strategy. Their global data model and single instance of software will enable Tesco to deploy the solution worldwide, whilst maintaining central control and administration.” -- Colin Cobain, IT Director “ We've enabled our buying organization to reduce the number of days between placing an order & receiving the order by 30%…Although I wouldn't say it's reduced the number of exceptions in our supply chain, what it has done is made it easier to identify and manage exceptions.” -- Bill Parry, Vice President of Logistics “ We’re able to take transportation information from Asia, move it all the way through to the US and track it on the same system.” -- Martin Neil, Chief Technology Officer
- 10. A Few More Customers… Retail Logistics Service Providers Manufacturing
- 11. How Delivers
- 13. Oracle G-Log Transportation Management Best-In-Class Shipment Lifecycle Coverage Procurement Collaboration & Optimization Performance & Financial Analysis Logistics Order Management Shipment Planning & Optimization Service Provider & Asset Management Shipment Execution Freight Payment, Billing, Claims Global Logistics Visibility Supply Chain Event Management Operational Reporting & Document Generation Forwarding & Brokerage Operations CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
- 14. Oracle G-Log Transportation Management Provides… High Performance Transportation Optimization Global Transportation Collaboration and Execution Logistics Automation with Exception Management Complete Logistics Network Visibility Global, Local, and Central Logistics Management
- 15. Oracle G-Log Transportation Management Provides… High Performance Transportation Optimization Global Transportation Collaboration and Execution Logistics Automation with Exception Management Complete Logistics Network Visibility Global, Local, and Central Logistics Management
- 23. Oracle G-Log Transportation Management Provides… High Performance Transportation Optimization Global Transportation Collaboration and Execution Logistics Automation with Exception Management Complete Logistics Network Visibility Global, Local, and Central Logistics Management
- 26. Automated Payments and Settlements Example: Auto-Pay Example: Match-and-Pay Carrier Proof of Delivery Voucher for Rated Amount Payment for Rated Amount Carrier Invoice Alert user if no match is found Alert user if amounts are out of tolerance Voucher for Approved Amount Payment for Approved Amount AP System AP System Find shipment matching the invoice Compare invoice amount with OGL calculated amount If amounts are within defined tolerances, approve invoice Create invoice Auto-match Auto-approve CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
- 28. Example 1: Request Pick-Up from 3PL Customer uses Shipper application to request services Specifies pick-up window… … and shipment details for multiple items CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
- 29. Example 2: Order Status Change Collaboration is Transactional and Extends Beyond Visibility Shipper confirms shortage (200 ordered, 100 available) Customer sets Status to “URGENT” for next 4 deliveries Status is printed on shipment docs for action while in transit and upon receipt CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
- 32. Oracle G-Log Transportation Management Provides… High Performance Transportation Optimization Global Transportation Collaboration and Execution Logistics Automation with Exception Management Complete Logistics Network Visibility Global, Local, and Central Logistics Management
- 33. Foundation: Global Logistics Integration Leverage Fusion Middleware Standardized, Packaged Integrations via Web Services Orchestrated by BPEL XSL BPEL XML / XSL XML / XSL BPEL Web Services Orders Shipments Events Web Services Invoices Allocations Accruals EBS OM / WMS / Inv Mgmt EBS Purchasing Oracle Retail Other ERP / SCM EBS Financials Other Financials Oracle G-Log
- 39. Oracle G-Log Transportation Management Provides… High Performance Transportation Optimization Global Transportation Collaboration and Execution Logistics Automation with Exception Management Complete Logistics Network Visibility Global, Local, and Central Logistics Management
- 40. Complete Logistics Network Visibility Planning Level Execution Level Dashboard Level Across… … the entire supply chain: from raw materials to point-of-sale … all roles: suppliers, planners, service providers, customers, management … all phases: before (planning), during (execution), after (improvement) Manufacturer Customer Consolidator Shipper
- 42. Visibility Example @ Planning Level Gain Visibility into Scheduled Events / Activities Gauge weight and volume utilization View multiple modes from single screen See status in and between nodes Reuse popular queries
- 43. Visibility Example @ Execution Level Capture Actual Performance Information FREEDOM 12242420 By shipment, vessel, voyage, carrier By container PO, by carton # By container or carton contents CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract Carton ID Line ID Style Color Size Width
- 44. Visibility Example @ Dashboard Level Compare Data to KPIs and Identify Improvements Multiple dashboards Query by time and geography Drill to transaction shipment details Weight shipped by mode of transport
- 47. Oracle G-Log Transportation Management Advanced analytics and reporting via multi-tenant configuration and security, graphically UIs with KPIs and access to drill-down details Configurable BPA and event mgmt for order processing and exception handling, automated corrective actions, alerts via UI or mobile devices Seamless customer-to-carrier transportation execution flows, automated payments & settlements, transaction-centric global collaboration Multi-mode, multi-leg, multi-tier shipment planning and optimization; integrated fleet planning and carrier bid optimization for services sourcing Complete Logistics Network Visibility Logistics Automation with Exception Management Global Transportation Collaboration and Execution High Performance Transportation Optimization CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
- 50. Global, Local, and Central Management Oracle’s Solution Supports…
- 54. Oracle G-Log Transportation Management Complete Logistics Network Visibility Logistics Automation with Exception Management High Performance Transportation Optimization Global Transportation Collaboration and Execution
Editor's Notes
- Note: Asked MB for a replacement quote (else this one is fine). Need to replace – update this slide to show the expanded functionality depicted in the next slide. – MJ First off, what do we mean by transportation? It seems that every person or company means something different by this word … but we use it to refer to everything to do with moving products from the original source to the final destination. Key components of Transportation definition: Meet delivery promises by moving goods via multiple modes (e.g. railway, truck, planes, boat) Pick up and deliver goods at factories, warehouses, or customer locations Track and monitor goods in transport Process paperwork for regulatory approval or freight payment
- Need to replace with the next slide – MJ There are many sources of pressure on Transportation processes - many have always been present, many are associated with the e-business transformations that have occurred over the last few years. Customer Expectations: As the speed of information flow continues to increase and there is more insight into this information, customers continue to place higher expectations on all suppliers. Accurate, rapid global shipment dates and visibility into the shipment status at any time in the transport process are just two examples of what customers expect when orders are being shipped. Variable Demand: The order pattern for many organizations has changed from infrequent, predictable bulk orders to that of customized, smaller, more frequent orders . This has been driven by a combination of new sources of demand such as the Internet , and changes in the buying habits of traditional customers. This order fragmentation increases the complexity of shipping options and also adds pressure on transportation costs. Fragmented Market: Adding to the pressures for transportation solutions is the fragmentation of transportation globally. Many companies today have local solutions to address regional regulations and requirements. With manufacturing occurring on a global basis, complex shipping networks have evolved to deliver the right product to the right customer in a timely fashion. This transformation has led to increased pressure on transportation / logistics costs and made strategies such as FTL more important than ever. Regulatory Compliance : Recent events have drastically increased security and compliance requirements for all transportation methods. Heightened security , both in terms of inspections and paperwork authorizations, is leading to higher potential for delays in the delivery process. Global customers are adding to the compliance challenge by increasing the need to adhere to international trade regulations.
- Need to add or substitute in: Limited logistics visibility (order – shipment – inventory – settlement) Lack of automation Lack of automated exception recognition / resolution - MJ Common problems with traditional transportation solutions: Limited Collaboration with Providers and Customers Manual Transportation Execution Processes Disparate TMS Components and Complex Integration with the Rest of Supply Chain Systems Lack of visibility into shipment status during transit Costly Solution to Meet Global Requirements
- Question: Do you have the date of this study? If you make these changes, the benefits are significant...
- The direction of Oracle Transportation development is guided by our active Customer Advisory Board which supports all aspects of our logistics solution. Many of them were tired of the costs associated with supporting existing bolt-on solutions and asked Oracle to develop a solution of our own. Their input, together with that of our early adopters will be an important factor in the success of Oracle’s Transportation solution.
- Fortunately, Oracle has acknowledged these problems faced by Transportation organizations and we have solutions to address your specific needs. With Oracle you can Integrate transportation with the rest of your Supply Chain without the costs, risks, complexities and restrictions associated with bolt-on systems Let’s take a look…
- Today the global logistics industry is valued at > $3 trillion. ( BEAR, STEARNS & CO. INC. Feb. 2001) Tens of millions of shipments move across a very complex network- changing modes and crossing borders. Logistics has all the ingredients that the capital markets look for: highly fragmented, a huge market, dominated by small players, and plagued with legacy information system or none at all. The best business models are those that use the Internet to transform industries. The logistics industry still uses business principles from the 1930s, is ripe for change, and the Internet is the best medium. Let’s discuss four challenges facing the global supply chain logistics industry today. Islands of Connectivity. Typically a Shipper (a company that manufactures or distributes goods) interfaces with multiple carriers, freight forwarders, customs brokers, each with their own separate system. This lack of integration causes a lack of in-transit visibility, inability to re-plan the supply chain and a lot of expense to integrate to these disparate systems. With Oracle, a shipper can have global visibility across all modes of transportation. Isolated Procurement Do you have a global view of your transportation spend? Do you know which carriers are consistently delivering on-time and at the lowest costs? For many companies, this kind of information is scattered across departments, subsidiaries or even with individual employees. Consolidating and analyzing your transportation spend will allow you to to negotiate better rates with your transportation providers and eliminate costly spot buys. 3. National Silos As goods move across borders, the problem becomes even more complex. Export and Import laws, which vary by country, must be followed and any inconsistencies in documentation cause delays in customs clearance. Many times, goods sit in customs, without any automated way to let the shipper know that their goods are ‘stuck’. Customs clearance can be very unpredictable. 4. Accountability vacuum. Today, many shippers get their carrier service metrics and directly In a centralized transportation environment, Centralized performance data will be captured and intelligence metrics will be tied to contract rules.
- Today the global logistics industry is valued at > $3 trillion. ( BEAR, STEARNS & CO. INC. Feb. 2001) Tens of millions of shipments move across a very complex network- changing modes and crossing borders. Logistics has all the ingredients that the capital markets look for: highly fragmented, a huge market, dominated by small players, and plagued with legacy information system or none at all. The best business models are those that use the Internet to transform industries. The logistics industry still uses business principles from the 1930s, is ripe for change, and the Internet is the best medium. Let’s discuss four challenges facing the global supply chain logistics industry today. Islands of Connectivity. Typically a Shipper (a company that manufactures or distributes goods) interfaces with multiple carriers, freight forwarders, customs brokers, each with their own separate system. This lack of integration causes a lack of in-transit visibility, inability to re-plan the supply chain and a lot of expense to integrate to these disparate systems. With Oracle, a shipper can have global visibility across all modes of transportation. Isolated Procurement Do you have a global view of your transportation spend? Do you know which carriers are consistently delivering on-time and at the lowest costs? For many companies, this kind of information is scattered across departments, subsidiaries or even with individual employees. Consolidating and analyzing your transportation spend will allow you to to negotiate better rates with your transportation providers and eliminate costly spot buys. 3. National Silos As goods move across borders, the problem becomes even more complex. Export and Import laws, which vary by country, must be followed and any inconsistencies in documentation cause delays in customs clearance. Many times, goods sit in customs, without any automated way to let the shipper know that their goods are ‘stuck’. Customs clearance can be very unpredictable. 4. Accountability vacuum. Today, many shippers get their carrier service metrics and directly In a centralized transportation environment, Centralized performance data will be captured and intelligence metrics will be tied to contract rules.
- Procurement Extract or interface lane forecast information Aggregate and manage lane forecast Distribute to and collaborate with service providers Receive and optimize bids Award and upload rates into operational tables Procurement (from portal) Prepare bids using real history and forecasted projections Send out bid packages Optimize results and send out awards Load the winning contracts automatically into the execution environment
- Asset Management Vessel Management Tiered Commitments Equipment Road rules Asset Management (from portal) Balance demand with available equipment capacity to dynamically configure your network and position assets where demand is needed in your supply chain
- Financials Claims Value Added Tax (VAT) General Ledger Codes Auto-pay process – country regulations Settlement & Financials (Rating, Invoicing, Billing, Auditing) Freight Payment Match & Pay and Auto-Pay Send vouchers to financial system GC3 does not have to originally plan the shipments Customer Billing Create bills for your customers (internal or external) Send vouchers to financial system Cost Allocation Cost allocation to orders and order lines Understand transportation costs by: Order, Items, Suppliers, Customers, etc Apply G/L codes based upon order characteristics Send cost allocations to financial system Invoicing WEB based invoice & cost mgmt Automate to focus on exceptions Match & Pay Invoices provided by service provider via WEB or Integration Invoices matched, validated & approved Exceptions identified for manual review Auto-Pay System generated invoices provided to service provider Based on actual shipment activity and contract rates Financials (from portal) Match and pay, or auto-pay using the latest shipment data including planned and actual values and accessorials Use the allocation logic to identify costs by item for external billing or cost accounting Manage buy-side and sell-side logistics transactions to calculate profit margin for each shipment
- Business Process Automation (BPA) Web Services Document Management Agent Threshold Tolerances Automatic Data Assignment Business Process Automation (BPA) (from portal) Configure workflow and automation using GC3’s tools to identify changes in operational assumptions, including shipment arrival times, inventory availability, late orders and other information, that may cause delivery or service level problems From the changes identified and with the impact quantified, use the BPA tools to re-plan automatically, or simply present feasible alternatives, in collaboration with your logistics service providers and trading partners
- Logistics Order Management Electronic receipt of orders or manual entry Electronic receipt of data from an ERP or WMS for corporate shippers Electronic receipt of EDI order for LSPs. May act as an LSP’s order entry system – including ability to create order templates “ Ready to Ship” confirmations against an existing “Base Order” Order lines or Order ship units with line item contents Ability to calculate the number of required ship units based upon the quantities of items being ordered Production Lot Schedule support Critical-Path Movements Order Milestone Monitoring
- Advanced Analytics View and edit KPIs and other historic metrics in a dashboard view Aggregate multiple KPIs into a overall indicator of an area’s performance Distribute logistic information and performance to internal and external partners Link execution performance to targeted levels Key Benefits Promotes Logistics Department Elevates Awareness and Recognition of Logistics Perception - value add vs. cost center Quantifies Business Strategy Highlights Areas of Strength and Opportunity Roadmap from Business Strategy to Operational Performance Operational Reporting & Document Generation GC3 Finders (standard product) Simple “reports” User configurable display fields Extensive query options Export data to Excel Oracle Reports (3 rd party software) Pre-configured standard reports Web Interface / Zero desktop installations Ability to push reports via PDF/e-mail from workflow engine Capability for complex reports / forms Fully integrated seamless reporting tool (UI and security) Oracle Discoverer (3 rd party software) Ad-hoc reporting tool integrated into security model Wizard Driven Ad Hoc Reporting Advanced Analytics (from portal) View consolidated key performance indicators (KPIs) down to the granularity of the base data Stay on top of the logistics network by geography, product line, carrier, supplier, etc. by drilling into the data to identify and fix problems before they disrupt your supply chain
- Let’s summarize what we just learned.
- Let’s summarize what we just learned.
- Summary of Oracle Enterprise Project Management