Post on 17-Jan-2016
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From Great to Excellence“Winning in the Turbulence of Globalization ”
Keith Ip
Director, Supply Chain Management, Greater China April, 2008April, 2008
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 remains at the
sole discretion of Oracle.
SOX DISCLAIMER
1st Take Away
World Is Getting Complex and Competitive
It’s More CompetitiveEmerging Markets are Driving Massive Change
01,5003,0004,500
US
,E
U,
JAP
,
Total population
4X
~950
~2,900
With large work forces
Source: EIU; Ministry of Education Annual report 2005–06
Building skill setsCreating massive new
purchasing power
Driven by low wage rates
40.0
25.0
3.0 1.0 0.90
20
40
Germany US Mexico China India
Wages ($/hour)
Driving innovation
Enabled by access to everything
Free trade
TransportationIntellectual
capital
Internet/communications
86 120
443548
775
0
200
400
600
800
US UK India ChinaMexico
% increase in personal disposableincome per capita (1990–2006)
4% 5% 11% 15%CAGR 12%
510450
380360290
210
0
200
400
600
00–01 01–02 02–03 03–04 04–05 05–06
Intake in engineering in India (K)
CAGR = 16%
Embraer“double bubble”
fuselage
Goodbabystroller
Source: PWC, 9th Annual Global CEO Survey
EXTENT TO WHICH VALUE CREATING ACTIVITIES INCREASE COMPLEXITY
39
39
34
36
33
26
29
26
29
33
36
35
33
42
10
11
16
16
23
32
23
0 20 40 60 80 100
Outsourcing
Business Process Localization
Offshoring
Strategic Alliances
New Product Launches
M&A
Expansion into New Territories
Percent
Some Extent
Large Extent
Very Large Extent
77% of global CEOs say the level of complexity in their organizations is higher than 3 years ago
It’s More Complex
And It’s Riskier
FACT: Between 2004-2007, 62% of global companies experienced risk events* • 87% of those risks were non-financial• Almost half were not prepared• Only half manage risk formally
Environmental• Climate change• Water, energy shortages• Natural disasters
Societal• Pandemics• Food, product liabilities• Infectious diseases
Geopolitical• Terrorism, War• Crime, Corruption• Breakdown in
information
infrastructure
Economic• Oil shock• Fall in US Dollar• China hard landing
*Source: IBM Global CFO Study 2008
Data Turbulence
• More data created in last 2 yrs than in the past 40,000 yrs• Total data quadrupled in the last 2 yrs• Will continue to double every year
To
tal
Dat
a W
orl
dw
ide
(in
Ter
abyt
es)
21m
15m
57m
33m
2nd Take Away
Enterprises Need Next-Generation BI To Stay Ahead
Agility:Closed-Loop Responsive Enterprise
Measure
Disco
ver
Analyze
Exec
ute
SenseResponse
Real Time
Tracking,
High Visibility
Exception
Management,
AlertIdentify,
Resolution
Execute with
Feedback
Today’s Reality: Management Processes Are Siloed
SIX SIGMA
ANALYZE PERFORMANCE
GOAL SETTING
SCORECARDS FINANCIAL REPORTING
FINANCIAL MODELING
VARIANCE ANALYSIS
ROLLING FORECAST
OPERATIONAL PLANNING
MONITOR RESULTS
Results of Silos
• Lack of Alignment• Can’t Align Corporate Goals with Plans and Execution
• Low Predictability• Not Able to Improve Accuracy in Forecasts and Plans
• Inconsistency
• Unable to Base Decisions on the Right Information
• Lack of Transparency• Not Able to Meet Changing Disclosure Requirements
• Stale Data and Information unable to aid in Competitive
business environment• Data is Out of Date and Irrelevant
Operational Challenges
• Delayed, inaccurate reporting• Conflicting, departmentally-biased results
SalesData
Marketing Operations FinanceSales
Analyses, ReportsExecutives
IT
• Cross-functional analysis only by IT• Sub-optimal enterprise performance
OperationsData 1
FinanceData N
FinanceData 1
OperationsData N
DataWarehouse
MarketingData
Valuable Insights Often Require Data from Multiple Departments and Sources
How do I proactively manage risks of my receivables portfolio?
How does supplier performance impact customer satisfaction and revenue?
Ser
vice
Customers
Sal
es
Mar
keti
ng
Dis
trib
uti
on
Fin
ance
HR
/Wo
rkfo
rce
Op
erat
ion
s
Pro
cure
men
t
Customers
Customers
Suppliers
Suppliers
Suppliers
How does call center agent tenure, training, & compensation affect efficiency and cross-selling performance?
Next Generation BI: Integration Becoming ImperativeIncreases BI Value…and BI Solution Requirements
The Next Level of Performance Optimization
“Business intelligence (BI) is moving into the context of the business process, not just to make users’ information experience more effective, but also to allow for business process optimization.”
Source: Software Macro-Trends: Reshaping Enterprise Software - Sep 2005
Source: InformationWeek
THE #1 BI VENDOR CRITERIA
“Ability to Integrate with Existing Applications”
3rd Take Away
Oracle BI Solutions Should Be Your Consideration!
Comprehensive BI Solutions and More
BUSINESS INTELLIGENCE FOUNDATION
Essbase BI Server Real Time DecisionsCommon Enterprise Information Model
EPM Workspace
OLTP & ODSSystems
Data WarehouseData Mart
SAP, Oracle, Siebel,PeopleSoft, Custom
BusinessProcess
OLAP
Fusion Middleware
BI ApplicationsPerformance ManagementApplications
EPM Workspace
ExcelXML
Hot Pluggable with Existing IT Investments
Oracle KerberosiPlanetMSFT ADNovellCustomOthers...
Oracle Data Integrator (Sunopsis)Oracle Warehouse BuilderInformaticaAscentialOthers...
Any JSR 168 Portal Oracle Data Mining, SPSS, SAS
Oracle EBS, Siebel, SAP, PeopleSoft, JD Edwards…
Excel, Outlook,Lotus Notes...
Oracle Enterprise Performance Management SystemOracle Business Intelligence Foundation
PORTALS DATA MINING APPLICATIONS DESKTOP TOOLS
SECURITY DATA ACCESS DATA INTEGRATION
Oracle RDBMSOracle OLAP OptionMicrosoft SQL Server& Analysis ServicesIBM DB2TeradataEssbaseSAP BWXML, Excel, Text
Acquisition Strategy: Best-in-Class SolutionsAcquisition Strategy: Best-in-Class SolutionsIncrease the value of customer investmentsIncrease the value of customer investments
Oracle AcquiresSiebelBest in Class:Trade Mgmt
Oracle AcquiresDemantraBest in Class:Demand Forecasting, Trade Optimization, and S&OP
Oracle AcquiresRetek, 360 Commerce,Profit LogicBest in Class: Retail Applications
Oracle AcquiresG-LogBest in Class:Logistics and Supply Chain Execution
Oracle AcquiresHyperionBest in Class:Analytics, Consumer Insight
Oracle AcquiresAgile/ProdikaBest in Class:Product Lifecycle Management
Supply Chain Mgmt Supply Chain Mgmt Acquisitions Acquisitions
Oracle is Uniquely QualifiedTechnology + Business Process Expertise + SCALE
• Database• Fastest Growing Middleware • Business Analytics• Human Capital Management • Supply Chain Management• CRM• Retail • Financial Services • Public Sector• Customer Support
275,000 Customers
#1
The market validates our Strategy
Oracle Leads In Business Performance SolutionsFollowing Its Hyperion Acquisition
Essbase
Essbase : 10 Most Influential Innovations
Top Innovations
Build from Scratchwith Traditional BI Tools Oracle Analytic Applications
Prebuilt Business Adapters for Oracle, PeopleSoft, Siebel, SAP, others
Prebuilt DW design, adapts to your EDW
Role-based dashboards and thousands of pre-defined metrics
Easy to use, easy to adapt
Weeks or Months
Back-end ETL andMapping
DW Design
Define Metrics& Dashboards
Back-end ETL andMapping
DW Design
Define Metrics& Dashboards
Training / Roll-out
Training / Rollout
Months or Years
Oracle Analytic Applicationssolutions approach:
• Faster time to value• Lower TCO• Assured business value
Source: Patricia Seybold Research, Gartner, Merrill Lynch, Oracle Analysis
Speeds Time To Value and Lowers TCO
COMMUNICATIONS AUTOMOTIVE FINANCE/BANKING CONSUMER GOODS HIGH TECH
MEDIA/ENERGY AERO/INDUSTRIAL INSURANCE/HEALTH LIFE SCIENCES OTHER
Business Intelligence CustomersSelect References
1250 Users, 400 Reports, 3 Months, 1 IT Admin
BEFORE
• Poor measurement of employee performance in sales and service
• Lack of customer insight – no consistent, real-time view
• Slow “Customer Inquiry Response Time”
• No single source of customer data for segmentation
• High reliance on IT for information
AFTER
• “Turned the tides” in sales force with better insight into performance
• Enhanced sales productivity with 360° view of customer relationship
• Increased customer responsiveness, leading to greater satisfaction/retention
• Unified customer data for better marketing segmentation and targeting
• Customer-facing employees empowered with the information they need
Pitney Bowes is the world’s largest producer of postage meters. Implemented Oracle BI Applications (sales, service, and marketing analytics) to over 1,250 employees.
25
AQ&