The document summarizes the Oracle ERP Cloud implementation at The CSL Group Inc., a shipping company. It discusses CSL's need to modernize its back office systems, its selection of Oracle ERP Cloud over other options, and the solution approach taken in partnership with IBM. The implementation was completed on time and has provided CSL with benefits like improved reporting, automation, controls and a cloud-based platform. Next steps include deploying additional Oracle modules and focusing on other areas of CSL's digital finance transformation.

1. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Smooth Sailing at
THE CSL GROUP INC.
Oracle ERP Cloud Implementation
Rissa Adebo CPA, CA
ERP Project Manager
The CSL Group Inc.
Jean Bernard Caisse, CPA, CA
National Oracle Cloud ERP Lead
IBM Services
Spencer Lin
IBM Institute for Business Value, CFO Lead
IBM Services
February 2018

2. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.1
Digital CFO Agenda
The CSL Group Finance
Digital Transformation
Solution and Approach
Benefits and Lessons Learned
Next Steps
Questions
Agenda

3. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Digital CFO
Agenda

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Finance has a more prominent role within the business and
is critical to help the enterprise make decisions
Source: IBM Institute for Business Value, “IBM Digital Reinvention in Finance Study”, 2017
Source: IBM Institute for Business
Value, “IBM Digital Reinvention in
Finance Study”, 2017
Key decision areas for Finance
44%
55%
58%
59%
59%
65%
65%
67%
68%
83%
Address fraud, waste, and abuse
Identify and evaluate merger and acquisition opportunities
Manage enterprise risk
Provide end-to-end supply chain visibility
Address workforce planning
Identify enterprise cost reduction opportunities
Optimize pricing and promotions
Respond to changes in strategy/business model
Analyze customer profiles/value
Identify and evaluate organic growth opportunities
CSL
CSL
CSL
CSL

5. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.4
Finance executives see a combination of digital
technologies as critical to their organizations
Importance of technology to finance
Advanced analytics
Cloud computing
Mobile technologies and applications
Collaboration and social technologies
Cognitive computing
Robotic process automation
Blockchain
Autonomic process automation
68% 86%
54% 70%
70%47%
28%
24%
20%
14%
12%
54%
49%
43%
30%
40%
Today
In 2-3 years
Source: IBM Institute for Business
Value, “IBM Digital Reinvention in
Finance Study”, 2017
CSL
CSL
CSL
CSL

6. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.5
The most effective finance organizations digitally reinvent
through new focus, new ways to work and new expertise
New Ways to Work
§ Digital Technology Foundation
§ Analytics, Cognitive Computing, Process
Automation and Blockchain for processes
§ Leading Practices for Order-to-Cash (O2C),
Procure-to-Pay (P2P), Record-to-Report (R2R)
processes
New Focus
§ Enterprise Data Commonality
§ Predictive Models
§ Connection of Front and Back Office
§ Application of analytics and Cognitive
Computing to enterprise decision making for
profitable growth
New Expertise
§ Center of Excellence for
Analytics/Cognitive Computing
§ Management of change
associated with Digital
Reinvention
§ Culture and Talent
improvements to support
Digital
§ New skills around
technologies, Data Acquisition,
Mining, Modeling and Analysis
Digital Reinvention of Finance
New
Focus
New Ways
to Work
New
Expertise
CSL related

7. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.6 6
The CSL Group Finance
Digital Transformation

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The CSL Group
Confidential – Oracle Internal/Restricted/Highly Restricted
• Largest owner and operator of self-unloading ships in the
world
• Leading provider of marine dry bulk cargo handling and
delivery services
• Over 100 years of cargo-handling experience
• Headquartered in Montréal, Canada
o Operates divisions in America, Australia, Europe and Asia
o Delivers millions of tons of dry bulk cargo annually for
customers in the construction, steel, energy and agri-
food sectors
o Employs approximately 1,500 people worldwide
(shipboard and ashore)

9. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.8
Case For Change
Objective Need For Change Timing Of Change
• Financial Accounting and
Reporting solid foundation
• Modern solution with HR and
procurement capabilities
• Streamline and automate
processes
• Current market realities
pressure on cost
• Modernize Back Office platform
• Provide management with
reliable and timely data to
support decisions
• Part of broader strategic
objectives
• Current system support coming
to an end
• New structure drive opportunity
to re-think processes
Confidential – Oracle Internal/Restricted/Highly Restricted

10. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.9
SELECTION PROCESS
Road To New ERP System
MAY 16 JUNE 16 JULY/AUG 16 SEP 16 SEP/OCT 16
• Project launch
approved
• Short listed 3
vendors: SAP,
Oracle & Microsoft
• Legacy system did
not meet
requirements (not
well targeted to
industry)
• Defined detailed
requirements
• Established
selection criteria
• Demos attended by
large number of key
users and end
users
• Follow up demos to
dive into detailed
financial, HR,
procurement
modules
• IT due diligence
• Formal feedback
• Customer testimonials
• Functionalities mapped
and evaluated against
criteria
• Proposals of integration
cost and on-going
licensing fees
• Auditors review
• Business case
presentation
Steering
committee
meeting
Short list
vendor
System
requirements
and criteria
Detailed
demos
Evaluation of
proposals
OCT 16
Recommend to
steering and
executive
committees

11. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.10
Why Oracle ERP Cloud?
Functional Technological Partnership With IBM
• Modern Finance Business Practice
• Single Solution (ERP-HCM-EPM)
• Strong reporting and BI capabilities
• No customization – process
standardization
• Strong Process Automation (OCR,
workflows,…)
• Hosted Cloud Solution (SaaS)
• Secure web based data
• Effective Disaster Recovery Plan
• Regular and simpler upgrade process
• Internal customer service and
business value added activities
• Strong partnership with IBM as a
trusted system integrator
• Agile Implementation Method and
Flexible Delivery Approach (Client
Innovation Center)
• Modern solution with Best in Class
processes

12. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.11
Phase 1 of
our Project
Project Maslow
Physiological Needs
Safety Needs
Belongingness
Esteem Needs
Self
Actualization
Self-Fulfillment
Needs
Psychological
Needs
Basic
Needs
“CSL wishes to adopt a
modern ERP business
practice and standardize
their processes across the
4 main worldwide divisions
for an improved employee
experience and a lower
cost of ownership”

13. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Solution
and Approach

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Solution Architecture
Middleware (SSIS)
Crew Claim
Admin System
Voyage
Management
Pool Vessels
Financial
Reports
BI
Reporting
Gov Tax/
Ad-hoc
Extracts
Treasury
Expense
Reports
Payroll
Financial
Institutions
Rates
Financial
Institutions
ACH/EFT
Crew Payroll
Vessel
Management
Other Automated
Interface
New
Interface
Manual/
ADFDI
1
2
11,5,1
0
1,2,3,
7
11 8 9
Procurement
General Ledger
Accounts payable
Cash Management
Fixed Assets
HCM
Analytics/Financial
Reporting

15. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.14
IBM Oracle Cloud
Agile Methodology
Project
Startup
Solution
Scope
Confirmation
Iteration
Sprint 2..
Iteration
Sprint 1..
Pre-
Assembly
Hardening
Sprint
(including
UAT)
Epic (E2E)
Integration
Sprints
Prepare for
Cutover
Technical
Readiness
Assessment
StabilizeCutover
End User Training
Go-Live
Program and Sprint Management
Architecture and Infrastructure
Data Management
Change Management and Value Realization
Product
Roadmap
Sprint
Planning
Handoff
to Client
Rel. Mgr.
Iteration
Sprint 3..
Retrospective
Discovery
Workshops
Cloud
Demo
Planning and Scoping
focus : 6 weeks
Pre-project
After Planning and
Scoping : 22 weeks

16. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.15
OperationDeliver Transition
Post
GO Live Support
User
Acceptance Testing
Cut-over
Kick
off
CRPs
Detailed
Plan
Interfaces Development
System Integrated Test
Simulation
Conversion 1
Simulation
Conversion 2 (test environment)
Startup
W 12
Mr 27
W 13
Ap 3
W 14
Ap 10
W 15
Ap 17
W 16
Ap 24
W 17
Ma 1
W 18
Ma 8
W 19
Ma 15
W 20
Ma 22
Go-Live
(June1st)
Start UAT GO /No GOProd
Configuration
completed
W21
Ma 29
W 22
Ju 5
Training
Financial Report
consolidation
W 23
Ju12
W 24
Ju19
End UAT
W 6
Fe13
W 7
Fe 20
W 8
Fe 27
W 9
Mr 6
W 10
Mr 13
W 11
Mr 20
W 0
W1-W3
Ja 9-23
W 4
Ja 30
W 5
Fe 6
May 5
Oracle
Patches
Timeline
Prod
Configuration
completed
Year end
process

17. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Benefits and
Lessons Learned

18. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.17
Outcomes And Benefits
Visibility, Reporting
and Analytics
• Easy & timely access to information
• Department head visibility on all
overhead costs
• Flexible Chart of Account aligned on new
organizational structure
• Powerful Reporting and Analytics
drive better analysis
Automation &
Standardization
• Standard Process drives better
efficiency (i.e..: Procurement, AP,
Assets,…)
• Invoice Workflow Automation and
Electronic Approval drives increased
visibility
• Electronic Cheque Signature drives
efficiency gain
Control & Risk
• Detailed audit trail on transactions
and workflows
• Improved user access control and
segregation of duties
• Centralized master data management & one
source of truth (i.e..: vendors, employees)
Platform,
Cloud & Mobility
• Current release (already went through R12
upgrade)
• Accessible from any device :
• Opportunity to improve overall
integration infrastructure
Procurement
General Ledger
Accounts payable
Cash Management
Fixed Assets
HCM
Analytics/Financial
Reporting

19. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.18
Lessons Learned
Planning & Resources Change Management Solution and Approach
• Would like more time in the
project
• CSL resource availability for
backfilling
• Competing priorities
• Limited resources for CSL
critical knowledge
• Transfer of knowledge
difficult due to time
constraint
• Remote user training is a
challenge
• Reorganization during the
project is challenging
• Complexity of legacy system
data conversions
• Complexity of interfaces and
integration architecture
• After go live support efforts
not to be underestimated
• Careful planning of refresh

20. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Next Steps

21. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.20
Next Steps
Further deployment and implementation
Oracle
Planning and
Budgeting Tool
Oracle
Timesheet
Management
Tool
Oracle provided a solid foundation for our back office
financial system. Our efforts are now focused on other areas
of our digital finance transformation.
Oracle
Procurement
Module roll-out

22. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.21
Oracle Cloud Impact Assessment
To learn more on Oracle
Cloud Impact
Assessment, you are
invited to the IBM Kiosk
in the Empire Ballroom
(Level 2), Thursday
February 15th, 9:00am

23. Copyright © 2018, CSL Group, IBM, Oracle and/or their affiliates. All rights reserved.
Questions