Creating Enterprise Value - Oracle | Integrated Cloud ... · PDF fileBASF 607.5 -7NA NA...
Transcript of Creating Enterprise Value - Oracle | Integrated Cloud ... · PDF fileBASF 607.5 -7NA NA...
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• Increasingly Global Operations
– Many customers are moving production overseas to take advantage of decreased costs associated with labor, raw materials and regulatory compliance
– Overall market growth is driven by demand growth in Asia and Eastern Europe
– Global Diversification insulates against geopolitical Risk and cyclical economic factors
● Intense Merger / Acquisitions and Joint Venture Activity
– Increased Joint Venture activity in Asia and the Middle East
– Assets managed as portfolio to be bought or sold to achieve optimal mix
● Escalating cost pressure
– Cost reduction is key due to lack of control over raw material prices
– Feedstock Prices at historic highs resulting in cost increases downstream
– Energy Price Escalation impacting product cost
Key Trends
Natural resource Companies Must Respond To Key Industry Trends
• Expand into new global regions embrace new local business processes
• Assimilate acquisitions quickly and efficiently, evaluate asset value in the context of its fit to the corporate portfolio
• Accelerate cost reduction efforts and embrace efficient, collaborative supply chain and projects, strive for more efficient operation of key assets
Implications
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Occidental Signs New Exploration Contracts in LibyaLOS ANGELES, March 6, 2005 (PRIMEZONE) -- Occidental Petroleum Corporation (NYSE:OXY) announced that the company and its partners have signed contract agreements with Libya's National Oil Company for nine exploration blocks awarded in the EPSA-4 oil and gas licensing round in January. Preliminary work on the blocks, which encompass an area in excess of 46,000 square miles (77,000 square kilometers), is already under way.
Kerr-McGee Establishes Position in South China Sea New Deepwater License Doubles Acreage in ChinaOklahoma City, Feb. 4, 2005 – Kerr-McGee China PetroleumLtd., a wholly owned affiliate of Kerr-McGee Corp. (NYSE: KMG), has signed a production sharing contract with China National Offshore Oil Corp. (CNOOC) for block 43/11, which covers 2.4 million undeveloped acres (9,729 square kilometers) in the SouthChina Sea. Under the contract, Kerr-McGee holds a 100% foreign contractor’s interest in the first phase of the exploration period. CNOOC has the right to participate with up to a 51% interest if Kerr-McGee enters into the development phase.
Kerr-McGee takes stake in block off AngolaBy OGJ editors HOUSTON, May 24 -- Kerr-McGee Angola Ltd. has signed an agreement with Angola's national oil company Sonangol to take a 25% contract interest in Block 10 off Angola. The deepwater block is operated by Devon Energy Corp., which holds a 35% contract interest. Sonangol and affiliates hold the remaining 40%.
CLEVELAND, OHIO, April 8, 2004 – The Sherwin-Williams Company (NYSE: SHW) announced the acquisition of a majority interest in Shanghai KinlitaChemical Co., Ltd. based in Shanghai, China in order to participate in the growing Chinese automotive coatings market. The company, now named Sherwin-Williams Kinlita Co., Ltd., will operate under the direction of Sherwin-Williams Automotive Finishes Corp. and will be included in the Automotive business segment of The Sherwin-Williams Company. Price and terms of the purchase were not disclosed.
Increasingly Global Operations - Implications
● Asset Intensive Companies must:
● Expand Internationally to remain competitive
● Embrace Global Business Practices
● Mitigate Geopolitical Risks
● Optimize use of mobile assets
● Establish flexible collaborative supply chain
● Establish and track complex contractual arrangements
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Noble Energy Closes Patina AcquisitionHOUSTON, May 16 /PRNewswire-FirstCall/ --Noble Energy, Inc. (NYSE: NBL) today announced that its acquisition of Patina Oil & Gas Corporation (NYSE: POG) has closed. Patina stockholders will receive 0.6014 shares of Noble Energy common stock or $39.3398 in cash for their shares.
ChevronTexaco Announces Agreement to Acquire Unocal • Stock and cash transaction valued at $18 billion • Acquisition extends ChevronTexaco's strategic positions in core areas
• ChevronTexaco production and proved reserves expected to increase by more than 15 percent
• SAN RAMON, Calif., April 4, 2005 - ChevronTexacoCorporation (NYSE:CVX) and Unocal Corporation (NYSE:UCL) announced today that ChevronTexacowould acquire Unocal in a stock and cash transaction valued at approximately $18 billion, including net debt. The acquisition, which is subject to approvals by Unocal shareholders and certain regulatory agencies, will significantly enhance ChevronTexaco's position as a leading global energy provider.
Valspar to Buy Stain MakerBy Chemical Week Editorial StaffValspar says it has agreed to acquire Samuel Cabot (Newburyport, MA), a privately owned manufacturer of exterior and interior stains and finishes. Cabot had 2004 sales of about $58 million. Financial details were not disclosed, but Valspar says the deal is a cash merger transaction. The acquisition is expected to close in June, Valspar says.
Intense Merger and Acquisitions Activity - Implications
1. Companies must be able to evaluate potential acquisitions effectively
2. Vertical Integration Opportunities enhance value chain
3. Efficient Assimilation of acquisitions can increase consolidation benefits
4. Divestitures require equal scrutiny to acquisitions to ascertain portfolio impact
CLEVELAND, OHIO, April 8, 2004 – The Sherwin-Williams Company (NYSE: SHW) announced the acquisition of a majority interest in Shanghai Kinlita Chemical Co., Ltd. based in Shanghai, China in order to participate in the growing Chinese automotive coatings market. The company, now named Sherwin-Williams Kinlita Co., Ltd., will operate under the direction of Sherwin-Williams Automotive Finishes Corp. and will be included in the Automotive business segment of The Sherwin-Williams Company. Price and terms of the purchase were not disclosed.
Occidental Announces Permian Basin AcquisitionLOS ANGELES, May 19, 2005 (PRIMEZONE) -- Occidental Petroleum Corporation (NYSE: OXY) today announced the acquisition of an interest in oil and gas production from ExxonMobilin the Permian Basin of West Texas for a purchase price of approximately $972 million. The production being acquired from ExxonMobil is primarily from the Salt Creek, Sharon Ridge and Dollarhide fields.
LionOre Mining Acquisition in Botswana Travers Smith has acted for LionOre Mining International in its US$75.9m acquisition of nickel mining and associated assets in Botswana. LionOre acquired Anglo-American's 43.35% interest in Tati Nickel Mining Company (Proprietary) together with Anglo-American's interest in BCL and BRST.
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1. Labor costs rising globally – resulting in outsourcing to lower cost labor markets
2. Energy Prices continue to Rise resulting in cost increases in downstream products due to energy consumption in manufacturing process:
– Gasoline
– Electricity
– Plastics
– Paper
3. Raw Material Costs rising
Escalating Cost Pressures
Rising raw material costs put a crimp in first-quarter profits at paints and
coatings companies. The first quarter is typically the slowest for paintmakers, particularly in the architectural coatings sector because of the weather, producers say.
Dull Finish*(in millions of dollars)Company Sales % Change Earnings % ChangeAkzo-Nobel $1,597.0 0% $79.8 -26%Sherwin-Williams 1,540.0 17 83.3 62DuPont¹ 1,536.0 8 166.0 -12PPG Industries² 1,332.0 5 9.0 -95ICI 961.9 2 94.1 2BASF 607.5 -7NA NARPM³ 516.3 9 4.5 -25*First quarter sales and earnings for paints and coatings operations. NA=Not available. 1) Pretax operating profit. 2) Includes $150-million pretax charge for nonrecurring legal settlement. 3) Fiscal third quarter ended Feb. 28.
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Fluctuating Market Demand
History: Energy Information Administration (EIA), Annual Energy Review 2003
, DOE/EIA-0384(2003) (Washington, DC, September 2004),
and EIA, Short- Term Energy Outlook October 2004. Projections: Table A16.
Coal Consumption for Electricity Continues To Rise in the ForecastU.S. Consumption of Coking Coal Declines in
the Forecast
*Source: Energy Information Administration*Source: Energy Information Administration
'Smells like money' _ Canada's
tar sands industry booming
Associated Press Writer
FORT McMURRAY, Canada
(AP
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Changing Environmental Conditions
*Source: Energy Information Administration*Source: Energy Information Administration
Low-Sulfur Coal Continues To Gain
Share in the Generation Market
To reduce sulfur dioxide emissions
…Low-sulfur coal will continue to be
used in generator compliance
strategies and is also expected to be
attractive to many generators…
Emissions Caps Lead
to More Use of Low-
Sulfur Coal From
Western Mines
Clean Air Interstate Rule (CAIR)
and the Clean Air Mercury Rule
(CAMR)… The ripple effect of these
rules impacts allowance prices, clean-
up and fuel decisions for electric
utilities, and coal demand on a regional
level.
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● Hidden Slide – Place Holder – would like a quote from an analyst or trade magazine talking about the importance of EAM and supply chain in driving value for the Natural Resources industry.
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How Can Oracle Help?
●Provide better business insight
●Enable adaptive business processes
●Deliver superior ownership experience
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Oracle’s Information Architecture Is Designed For Business Insight
Oracle SAP
CRM
Distribution
Financials
ServiceSRM
PlanningERP
Data Warehouse
Customer Data Hub
Product Data Hub
Vendor Data Hub
Demand Data Hub
Financial Consolidation Hub
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13 of the top 20 Paper Companies run
Oracle Applications
Our Large Customer Base Enables Continuous Investment In Natural Resource Industries
● Strong Asset Intensive application footprint
– EAM, Process Mfg., Distribution, Fuels, Supply Chain, Projects, etc.
● Oracle has the lowest Total Cost of Ownership…
– Software
– Hardware
– Professional Services
● …Fastest speed to implementation…
● …And Provides the shortest time to benefit realization
Oracle Is Committed To Asset Intensive Industries…
…And Oracle Has A Strong Value Proposition For Them
9 of the top 15 Global Oil Well Services
Companies run Oracle Applications
4 of the top 10 Gold and Silver Chemical Companies run Oracle Applications
4 of the top 8 Metal Mining Companies run Oracle Applications
4 of the top 10 Coal Mining Companies run Oracle Applications
“The new Oracle tools give Solid Energy the functionality we need to make better decisions about overhaul and replacement of assets, preventive maintenance routines, and rationalization of spare parts and rotables. By ensuring we have accurate records of maintenance and expenditure on assets, we can determine the condition of assets at any given time and identify a poorly designed plant so it can be redesigned.”
-- Warren Maslin, Chief Financial Officer, Solid Energy
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Oracle Market Position – Mining
4 of the top 10 Coal Mining Companies run Oracle Applications
4 of the top 10 Gold and Silver Chemical Companies run Oracle Applications
4 of the top 8 Metal Mining Companies run Oracle Applications
“The new Oracle tools give Solid Energy the functionality we need to make better decisions about overhaul and replacement of assets, preventive maintenance routines, and rationalization of spare parts and rotables. By ensuring we have accurate records of maintenance and expenditure on assets, we can determine the condition of assets at any given time and identify a poorly designed plant so it can be redesigned.”
-- Warren Maslin, Chief Financial Officer, Solid Energy
● Strong Mining application footprint
– EAM, Process Mfg., Distribution, Fuels, Supply Chain, Projects, etc.
● Cost of Ownership…
– Software
– Hardware
– Professional Services
● Optimal Time to value
– Fastest speed to implementation…
– Provides the shortest time to benefit realization
…And Oracle Has A Strong Value Proposition For Them
Oracle Is Committed To Mining Companies…
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Oracle Can Provide A Superior Cost of Ownership Experience…
19.8%24.5%Internal Staff
33.4%40.5%Professional Services
13.6%9.6%Hardware
33.2%25.4%Software
172184# Responses
Data Excluding Outliers*
All Responses
Cost Categories As A Percent of ICO
Average Implementation Cost of Ownership
*For each vendor, the two highest relative TCO responses have been removed
$-
$10
$20
$30
$40
$50
$60
$70
$80
Oracle
PeopleSoft
SAP
Millions
Internal Staff
Prof. Services
Hardware
Software
Implementation Cost of Ownership, by Vendor
Source: Meta 2003 TCO Study “Deriving Value from Twenty-First Century ERP Applications”
Hardware and
Professional Services Are Key Drivers of Cost
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…As Well As Lowest Time To Implement And To Benefits
Median Time To Implementation
12 20 27
0
10
20
30
Oracle Peoplesoft SAP
Time in months
Source: Meta 2003 TCO Study “Deriving Value from Twenty-First Century ERP Applications”
“The success of the POSCO project is definitely attributed to the flexibility of the Oracle E-Business Suite --Inventory turnover increased from 8.7 times to 12 times. Delivery lead time reduced by 53% (from 30 days to 14 days).”
- Ryoo, Kyeong Ryul, POSCO CIO
Median Time to Benefits
33.625.824
0
10
20
30
40
Oracle Peoplesoft SAP
Time in months
Note: Median Time to Benefits across all vendors is 24.7 months
Note: Median Time to Implement across all vendors is 17 months
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Agenda
Oracle’s Commitment to Natural Resources - Past, Present & Future
Applications to Support Your Future Needs
How Oracle Raises The Bar – Our Differentiators
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Oracle Is Committed To Natural Resource Industries
5. Dedicated Sales Team – Many of our sales teams are focused primarily on Natural Resource Industries. Our teams are familiar with the industry issues, trends, terminology, and industry unique business process flows. Natural Resource industries are global in scope so is the local presence and global coverage of Oracle’s Natural Resource Team.
4. Ongoing Product Development – Oracle has over 13,000 total developers: 8,000 are focused on applications and 5,000 on database and application server product development. Oracle is the largest ERP provider in North America and leads the industry in technology innovation. Since the early 1980’s Oracle has provided application solutions for the Natural Resource industry.
8. Recent PeopleSoft / JD Edwards Acquisition – The recent acquisition more than doubles Oracle’s presence within the Natural Resource Industry and provides products with additional functionality to meet the needs of the industry.
3. Our Skilled & Experienced People – Globally Oracle has over 1,500 industry skilled and experienced people servicing the Natural Resource industry. Most are from the industry or management consulting having worked as Natural Resource functional or technical experts.
7. Industry Specific Tracks at OracleWorld – OracleWorld our annual users conference provides a forum for customers to exchange lessons learned, hear about what’s new, and network Oracle Executives and one another. Last year, in addition to product specific sessions there were sessions devoted to natural resource industries compeltewith customer presentations.
2. Our Industry Solutions – Oracle offers solutions that meet the needs of the Natural Resource industry. Several examples of industry specific functions provided include: batch formulation and optimization, supply chain planning and execution, multi-modal transportation, enterprise asset management, strategic sourcing, global purchasecontracts, etc.
6. Revenue / Impact on Oracle Economy – Over 50% of the revenue recorded last year came from manufacturing sector. Oracle serves over 20 industries in three broad markets – Manufacturing Industries, Service Industries and Government.
1. Our Customers Base – More than 675 Natural Resource companies run applications from Oracle and over 1,000 Natural Resource companies run their systems on Oracle technology. Oracle has solutions covering the entire spectrum of Natural Resource companies including specialty, commodity, allied products, and others.
Go to http://www.oracle.com/industries/natural_resources/index.html for more information.
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Oracle Applications Run Natural Resource Companies
Distribution
Financials
Advanced Planning / SCM
Sourcing and Procurement
Manufacturing/Quality/OPM
Human Capital Management
OraclePeopleSoft/JDE
Asset Lifecycle Management
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Oracle Reference Clients – Mining
Teck Cominco
Granite Rock Co.
Alcoa
Inco Limited
Kinross Gold
Placer Dome
Shell Canada
Asset Lifecycle Management(e.g., eIB, EAM Supply Chain, Procurement)
Teck Cominco
Luscar
Stillwater Mining
Drummond Coal
North American Coal
Teck Cominco
Luscar
Stillwater Mining
Mid Market MiningCompanies
Inco Limited
Placer Dome
Kinross
Phelps DodgeAlcoa
Inco Limited
Kinross Gold
Placer Dome
Shell Canada
Top 20 Mining Companies
Customer Management(e.g., Order Management, Provisioning)
HumanCapital Management
FinancialManagement (e.g., Ledgers, SOX Compliance)
Solution Area Segment
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Oracle Clients – Mill Products
Solo CupBlue Ridge Paper
Abitibi
Stora Enso
Smurfit Stone Cont.
Mead Westvaco
Graphic Packaging
Posco
Alcoa
Asset Lifecycle Management(e.g., eIB, EAM Supply Chain, Procurement)
Appleton Papers
Blue Ridge Paper
Boise CascadeBell PackagingNippon Paper IndustriesGarden State PaperMaverick TubeAlcan Aluminim
Little Rapids Corp.Bull Moose TubeMaverick TubeSolo CupBlue Ridge Paper
Mid Market Mill ProductsCompanies
Abitibi
Stora Enso
Smurfit Stone Cont.
Mead Westvaco
Graphic Packaging
Posco
Alcoa
Abitibi Consolidated
Stora Enso
Mead Westvaco
Posco
Alcoa
Abitibi Consolidated
Stora Enso
Smurfit Stone Cont.
Mead Westvaco
Graphic Packaging
Posco
Alcoa
Top 20 Mill Products Companies
Customer Management(e.g., Order Management, Provisioning)
HumanCapital Management
FinancialManagement (e.g., Ledgers, SOX Compliance)
Solution Area Segment
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Agenda
Oracle’s Commitment to Dana - Past, Present & Future
Applications to Support Your Future Needs
How Oracle Raises The Bar – Our Differentiators
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Key Questions from Our Customers
●Application Development Roadmap
●Oracle Approach to Lower TCO
●Designing Next Generation Applications
●Continued Commitment to Natural Resources
●Approach to Software Quality
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Oracle Applications Roadmap
JDE World
JDE Enterprise One
PeopleSoft Enterprise
20132008200720062005
First Release Fusion Suite
Individual Fusion Applications
Data Hubs and Transaction Base
Fusion Architecture Complete
Oracle Fusion
Continued Enhancements
JDE World
Continued Enhancements
Enterprise One 8.12
JDE Enterprise One
Continued Enhancements
Start Peoplesoft 9.0
Continued Release of 8.9
PeopleSoft Enterprise
Continued Enhancements
E-Business Suite 12.0
Continued Release of 11i.5.10
Oracle E-Business Suite
Fusion Middle Ware Compliant
Support
●Support Extended to 2013 at the earliest
●Ongoing Industry Functionality Enhancements
●Automated upgrades included as part of maintenance
●SOA compliant architecture
94% of Oracle Applications Customers are on the latest Release….14% of SAP
Customers are on the latest releaseSource: GartnerThe following is intended to outline our general product direction and is intended for information purposes only. The development, release and timing of any features or functionality remains at the sole discretion of Oracle. This presentation is not a commitment to deliver any material, code or functionality.
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Oracle’s Approach to Business Applications Unique Information Architecture
� Start with a common data model that produces a single source of truth
� Build a robust suite of applications designed to work together
� Support modular deploymentby business flow
� Use flexible, open standards to enable integration
Develop
Market
Sell
Order
Plan
Procure
Make
Fulfill
Service
Maintain
Finance
HR
Projects
Contracts
Customers,
Suppliers,
Products…
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Project Fusion Builds On Our Fundamentals
●Greatest business insight
–System design begins by delivering the key information needed for optimal business operations
–Open to information from other sources
●Deep and adaptive industry processes
– Integrate with legacy and third party systems
–Continued industry-specific functionality focus
–Easily tailored to the needs of your business
– Leverage industry standards
●Superior ownership experience
–Focus on product quality
– Full lifecycle management philosophy
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Greatest Business InsightInformation You Can Trust
• Single data model for single source of truth, but set for heterogeneity
• Embedded analyticsand management reporting
• Real-time operational analysisand ability to take related actions
• Industry specific KPI’s
• Open to third party data
• Centralized data with additional data hubs
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Deep and Adaptive Industry ProcessesInformation You Can Use
• Industry-based configuration
• Modularized services
• Broad API / web services support
• Enhanced interoperability through standards-based, open platforms
• User experience personalization
• Standards-based extensibility
• Tailored business process flows
• BPEL Certification
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Superior Ownership ExperienceInformation You Can Manage
• Automated, tailored installs
• Functional components for individual upgradeability
• Minimal downtime upgrades
• Active system and business monitoring
• Self-supporting, self-tuning
• In-place education
• Packaged integration… from server technology, middleware, to applications
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Oracle’s Commitment: Support All Product Lines
• Protect applications investment
• Provide more functionality with a lower TCO
• Ensure a smooth upgrade path
PeopleSoftEnterprise
OracleE-Business
Suite
JD EdwardsEnterpriseOne & World
OracleApplications
• Commodity products
• Lack of visibility into customer requirements
• Field failures
• Commodity products
• Lack of visibility into customer requirements
• Field failures
• Product / BOM proliferation
• Lengthy test and approval cycles
• Product / BOM proliferation
• Lengthy test and approval cycles
• Unplanned / excessive asset downtime
• Accidents and downtime caused by improper maintenance
• Unplanned / excessive asset downtime
• Accidents and downtime caused by improper maintenance
• Recipe instability and repeatability
• Tracking materials through continuous processes
• Recipe instability and repeatability
• Tracking materials through continuous processes
• Supply and demand volatility
• Poor visibility into total purchasing spend
• Supply and demand volatility
• Poor visibility into total purchasing spend
• High demand for specialized and proprietary products
• Industry consolidation and re-alignment
• High demand for specialized and proprietary products
• Industry consolidation and re-alignment
• High asset utilization needed for profitability
• Need to increase fixed asset base to remain efficient
• High asset utilization needed for profitability
• Need to increase fixed asset base to remain efficient
• Globalization and competition driving companies to look to produce for the lowest total cost
• Globalization and competition driving companies to look to produce for the lowest total cost
• Renewed emphasis on innovating value-added services
• Market-driven prices for raw materials and products
• Renewed emphasis on innovating value-added services
• Market-driven prices for raw materials and products
• Need to maximize profitability by producing and delivering the right product a the right time
• Need to maximize profitability by producing and delivering the right product a the right time
Attract and Retain Customers
Accelerate Product Development
Maximize Asset Utilization
OptimizeManufacturingOperations
Drive Efficient Planning and Procurement
Marketing & Sales
MarketingQuoting, ProposalsTeleSales, Field Sales
Order Fulfillment
Order ManagementAdvanced PricingWarehouse MgmtTransportation Mgmt
Service
TeleService, iSupportInteraction Center
Product Lifecycle Mgmt
Adv Product CatalogRecipe Development(Process Mfg)
SourcingProject ManagementProject CollaborationProj Resource Mgmt
Asset Management
Enterprise Asset MgmtSelf-Svc Work ReqsField ServiceInventory MgmtSourcingProperty Mgr (Fin)Fixed Assets (Fin)Project ManagementProject Collaboration
Manufacturing
Mfg SchedulingProcess Mfg- Recipe Mgmt- Prod Scheduling- Process Execution- Cost Management- Quality Management- Inventory Mgmt- Order Fulfillment- Regulatory Mgmt
Planning
Collab PlanningAdv SC PlanningDemand PlanningInv Optimization
Procurement
SourcingPO ContractsiProcurementPurchasingServices ProcurementiSupplier Portal
Footprint: Natural Resources
Enterprise Infrastructure: Financials, Human Resources, Customer Data Management
Performance Management: E-Business Intelligence, Balanced Scorecard, Enterprise Planning & Budgeting
Corporate Governance: Internal Controls Manager, Financials, Tutor, iLearning
IT Infrastructure: Database Server, Applications Server, Systems Management, Development Tools
Services: Consulting, IT Outsourcing, Education, Support
Challenges
Drivers
Oracle Enablers
• Product Development for Process Manufacturing
• Project Management
• Inventory Optimization
• Dual Unit of Measure
• Shelf-Life & Status Control
• Shift Level Reporting
• Workflow-Enabled Quality Management
• Lot Traceability
• Skills Database
• Asset Maintenance
• MES Integration APIs
• Advanced Product Catalog
• Product Data Management via Process Parameters
• Collaborative Sourcing
• Enhanced Blanket Orders and Releases
• Validation Procedures
• Quality-Driven Lot Usage and Production Control
• Production Batch Record Keeping System
• Integrated Process Quality Workbench
• Integrated Maintenance and Production Planning
• Self-Service Work Requests
• Procurement Contracts
• Retroactive Pricing in Purchasing
• Multiple Drum Receipt with Automatic Lot Numbering
• Mass Quality Control Result Entry
• Business Account Planning
• Integrated Sales Contracts
• Reserve Manufacturing to Sales Orders
• Transportation Management
• RFID-Based Transactions
Oracle’s EBS Natural Resources Capabilities
Base Differentiators… Just Released in 11i.10…...Added in 11i.9…
• Multi Attribute Product Capabilities
• Robust EAM Solution
• Mixed Mode mfg. Capabilities
• Supply Chain Planning for Process Industries
• Integrated Maintenance and Production Planning
• Agreement Management
• Advanced Pricing
• Co- / By-Products
• Project Management
• Asset Maintenance
• Transportation Execution
• EDI Transactions for POs, Ship Notices, Invoicing & Warehousing
• MES Integration APIs
• Multi-Channel Order Capture
• Real Time Order Promising
• Process Industry Procedures and Business Flows for ISO Certification
• Resource assignment workbench
• Equipment cost analysis
• Capital asset management workspace
• Condition based maintenance –alerts
• RFID outbound
• Buyer workspace
• Customer self service enhancements
• eRequisition (self service)
• Supplier self service
• Procurement multi-account distribution
• Customer self service enhancements
• RFID inbound
• Resource assignment & scheduling
• Work order management
• Some uses for demand flow manufacturing
Base Differentiators… Just Released in 8.11…...Added in 8.10…
Oracle’s E1 Natural Resource Industry Capabilities
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Building Quality in Oracle Applications
Release Strategy
● Focus Quality and Process Efforts on the Suite
● Less Focus on Individual Products/Families
● How we Reduced # Customer Configurations
● Autoconfig, iSetup & BFAs
● Do Fewer Things, and Do Them Better
Application LifecycleManagement
● Philosophy
– Evolutionary, not Revolutionary
– Exploit Existing Standards/Processes
– Align Development with Other LOBs
– Visibility, Deliverable Focused, Metrics
● Lifecycle Phase Management
Building the Quality
Automation
● Automation is the Key to 100% Compliance
● Automate Everything Possible
● Allows Processes to Change Rapidly
● Removes Huge Training Burden
● Accelerates Development Capabilities
Quality Systems
● Central Process/Quality Team
● Consistent Metrics, Used to Manage Development
● All Processes Defined/Refined and Documented
● Mercury Partnership
● Automated Testing vs. Manual
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Summary
Demonstrable customer value today1
Continued focus on Natural Resource industry
2
Next releases protect current application investments and start on the path to Project Fusion
3
Project Fusion builds on fundamentals for delivering on customer technology needs
4
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Agenda
Oracle’s Commitment - Past, Present & Future
Applications to Support Your Future Needs
How Oracle Raises The Bar – Our Differentiators
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Partnership
Provide Differentiated Capabilities For Your Business
Flexible
● Industry-based configuration
● Modularized components
● Broad API / web services support
● User experience personalization
● Mixed Mode Manufacturing
● Tailored business process flows Dana
– Best Practices but not rigid
Information Driven
● Embedded analytics
● Pre-built intelligence
● Deep and wide operational dashboards
● Industry-based KPIs
● Business intelligence tied to actions
● Open to third party data
● “We had a series of small problems, none of which individually would have been too much to handle. But together they created the perfect storm.” – Gilles Bouchard, CIO & Exec VP of Global Operations at HP (CIO Magazine, Dec 2004)
– Result = $120M in back-order losses + $40M net-loss at HP
– SAP implementation was $30M, so HP lost $10M + just on SAP
● “30% of all SAP implementations fail to meet buyers expectations” – Bobby Cameron, (Forrester Research, Nov 1999)
● “Although improvements continue, the system is neither sufficiently robust nor efficient” – Bang & Olufsen Financial Statement (Feb 1999)
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• Oracle – True Collaborative Projects sub ledger system, strong Projects Intelligence, Single Unified Data Model
• SAP – New xApps Release requires multiple 3rd party products, weak in Asset Management, Capital projects arena, requires multiple data models for full footprint
Project Management
• Built on industry standards, used by Independent Software Vendors• SAP – Proprietary tools only used with their software
Open MiddleWare
• Oracle – Strong Purchasing and Strategic Sourcing• SAP – Basic purchasing functionality only. Poor Collaboration and Sourcing
Collaboration with suppliers/ Strategic Sourcing
Technical Features
• Oracle – Embedded performance management on top of transaction systems (does not require separate costly data warehouses and data marts)
• SAP – Separate data warehouse disconnected from transactional data
Drill Down in Reporting
SAP
• Oracle – Single data model consolidates data, reducing IT costs and allows easier access to data.
• SAP – Replicates Data and divides it across databases, resulting in higher IT costs and making it difficult to get consolidated view of data objects
Common Data Model
• Oracle – Solution designed specifically for process• SAP – less robust solution, not designed for process
Supply Chain Planning & Execution
ORACLE
• Oracle – Proven solution and references at an operational level with thousands of users• SAP – Clunky solution with limited success from an installation perspective – mostly marketing material rather than product
Process Manufacturing
Asset Lifecycle Mgmt.
Industry Functional Analysis
• Oracle – customers are using more of the footprint for supply chain and manufacturing capabilities; SAP has weak credibility in this area.
• Oracle provides an integrated solution built for Process Industries, while SAP is an inherently discrete product, adding process functionality as a design afterthought
Differentiation
Why Oracle?Asset Intensive – EBS Superior functionality
Lacking functionality
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• Built on industry standards, used by Independent Software Vendors• SAP – Proprietary tools only used with their software
Open MiddleWare
• Oracle – Strong Purchasing and Strategic Sourcing• SAP – Basic purchasing functionality only. Poor Collaboration and Sourcing
Collaboration with suppliers/ Strategic Sourcing
Technical Features
• Oracle – Embedded performance management on top of transaction systems (does not require separate costly data warehouses and data marts)
• SAP – Separate data warehouse disconnected from transactional dataDrill Down in Reporting
SAP
• Oracle – Single data model consolidates data, reducing IT costs and allows easier access to data.
• SAP – Replicates Data and divides it across databases, resulting in higher IT costs and making it difficult to get consolidated view of data objects
Common Data Model
• Oracle – Solution designed specifically for process, single inventory model simplifying the planning process
• SAP – less robust solution, not designed for process
Supply Chain Planning
& Execution
• Oracle – building multi attribute functionality along with large customers in the paper consortium. Product is targeted for base code in Fusion eliminating expensive customer modifications
• SAP – limited functionality and focus on mill products
Multi-Attribute
Products
ORACLE
• Oracle – Proven solution and references at an operational level with thousands of users• SAP – Clunky solution with limited success from an installation perspective – mostly marketing material rather than product
Energy / Chemical Capabilities
Asset Lifecycle Mgmt.
Industry Functional Analysis
• Oracle – only viable alternative to SAP, strong success in division of majors and most small oil companies run E1 or niche solutions, not SAP
• SAP – strong in back office financials at majors, not in operations such as fuels distribution, exploration and production, etc. E1 tends to dominate at the operational level.
Differentiation
Why Oracle?Asset Intensive – E1 Superior functionality
Lacking functionality
40
Agenda
Appendix
– Challenges, Capabilities, Value
– What Customers & Analysts Are Saying...
– Oracle Proof Points
– Oracle Support
41
� Fragmented view of product information
� Need for increased part reuse to reduce costs / leverage designs
� Inability to effectively collaborate -- both internally and externally
� Long design cycles
� Need to eliminate product defects while in design
� Manual product issue resolution processes
� Need to more effectively utilize scarce engineering resources
Challenges
� Faster time to market
� Increased part re-use
� Enhanced engineering productivity
� Enhanced enterprise BOM and change management process
� Enhanced collaboration while protecting Dana’s intellectual property
Value
Challenges / Capabilities / Value
Concept to Design – PLM
� Enterprise wide product and component catalog
� Collaboration tools – document management & internet
conferencing▲
� Full integration to document repository system
� Proven integration with leading
CAD/CAE systems▲
� Flexible user-defined issue resolution
� Project & resource management
� Product data hub – data model linking part to: project, supplier, customer, issue and BOM
structure ▲
Capabilities
▲ Oracle differentiator
42
� Lack of uniform data collection processes and analytical tools
� Difficult to identify root cause of problems
� Difficult to monitor progress of corrective action programs
� Difficult to determine cost of inferior quality and attribute to source (e.g., charge back for external sources)
� Inability to share best practices across Dana and certify ISO compliance
Challenges
� Rapid quality issue resolution process – “Manage based on fact”
� Reduced total cost of quality
� Enhanced customer satisfaction
� Improved operational performance (e.g. first pass yield, field failures, etc.)
� Supports kaizen / continuous improvement process
Value
Challenges / Capabilities / Value
� Collect quality data from multiple functional domains (e.g., manufacturing, purchasing and field service)
� Centralized enterprise quality
data repository▲
� Enhanced analytical tools
� Real time quality KPIs▲
� Common repository of shared best practices across Dana divisions
� Centralized repository of procedures, corrective action programs and quality knowledge
Capabilities
Detection to Issue Resolution – Quality▲ Oracle differentiator
43
� Manage multiple demand streams in multiple formats
� Optimizing inventory management in a complex multi tiered supply chain network
� Plan and execute globally & locally
� Holistic collaborative planning including regional participation, Customer and supplier collaboration
� Determining how much inventory to carry and where in manufacturing cycle
Challenges
� Optimized inventory location and quantity / Better manage within budget constraints
� Optimized order execution & fulfillment
� Enhanced planning productivity
� Reduced planning cycle time
� Increased supply chain agility & responsiveness
Value
Challenges / Capabilities / Value
� Multiple channel order capture and fulfillment
� Inventory Postponement
Optimization▲
� Multi-echelon supply chain planning enabled at the plant,
division and business unit level
▲
� Collaborative Sales and Operations Planning (S&OP) –Internal and External
Capabilities
Plan to Order – Planning/SOM▲ Oracle differentiator
44
� Lack of visibility on global spend by commodity or supplier
� Lack of meaningful supplier performance information
� Purchasing resources engaged in non value add administrative tasks
� Time-consuming and cumbersome RFx process
� Need to migrate from decentralized procurement to global shared service environment
� Need for more Global sourcing contracts
� Too much leakage – off contract purchases
Challenges
� Information for more timely decision making
� More assured supply
� Reduced spend
� Enhanced supply base operational performance
� Improved operational productivity
� Enhanced supplier communications
� Improved supplier relations
Value
Challenges / Capabilities / Value
� Integrated intelligence and KPI’s - providing spend analysis by supplier, commodity, region
� Global procurement contracts
� Advanced sourcing with optimized award selection & full
supplier enablement▲
� Single integrated solution for direct, indirect and services purchasing
� Retroactive pricing including automated invoice adjustments
� Self service requisitioning
Capabilities
Analyze to Action – PO▲ Oracle differentiator
45
� Complex modular and systems assembly processes
� Support for Lean and the Dana Production System
� Improving Customer Delivery Performance
� Limited enterprise wide visibility of manufacturing load and capacity
� How to manage inventory utilizing several different material management methods
Challenges
� Improved on time delivery performance
� Improved inventory turns
� Reduced freight expense
� Enhanced manufacturing and transportation planning efficiency
� Maximize operating efficiency and flexibility
� Infrastructure support for lean initiatives
Value
Challenges / Capabilities / Value
� Mixed mode manufacturing from a single production plan, in
a single instance▲
� Broadcast supplier sequence
scheduling▲
� Kanban simulation▲
� Integrated manufacturing data collection & quality management
� Transportation Planning advanced optimization integrated with OM/WMS/Purchasing
� Advanced inventory
replenishment methods▲
� Built in RF/mobile technology
Capabilities
Make to Ship – Manufacturing/Freight▲ Oracle differentiator
46
� Inability to obtain required information to manage the business in a timely manner
� Enterprise wide visibility across all legal entities
� Rising administrative costs
� Ability to perform financial operations in a shared service center environment
� Continuously evolving, challenging corporate compliance requirements
� Non-standard, transaction focused and non-value add tools and legacy systems
� Lengthy month end close
Challenges
� Enhanced fact based decision making - Better information about internal operations, customers and suppliers
� Process standardization and automation
� Administrative process productivity improvement
� Enhanced cycle time
� Reduced compliance risk
� Improved balance sheet
Value
Challenges / Capabilities / Value
Capabilities
� Information driven decision-making tools for complete, real-time visibility
� Oracle’s architecture for Shared Services provides a powerful framework to enable “lights out”
automation▲
� Robust statutory and tax support through business rule setups
� Self-Service, collaborative capabilities
� Embedded performance management / role based KPI’s
Global Compliance Management – AR/AP▲ Oracle differentiator
47
Agenda
Appendix
– Challenges, Capabilities, Value
– What Customers & Analysts Are Saying...
– Oracle Proof Points
– Oracle Support
48
Oracle Reference Clients – Mill Products
“The new software puts data in the user’s hands to be proactive to the needs of our customers.
- Barry Warren, VP Sales & Service
“In the next month, for regulatory reasons, I need to open two new companies and split another. In any other system, this would be very time consuming to organize and arrange, but PeopleSoft, now Oracle, makes it very easy for us.”
“You can’t separate information technology from competing in the marketplace. PeopleSoft, now Oracle, is helping us integrate systems into our operations that are going to help us do exactly that.”
- Mike Sullivan, CFO
49
Oracle Reference Clients – Mining
“JD Edwards (now Oracle) significantly lowered our operating costs, improved our efficiency, Helped us face the challenges posed by technologies and also facilitated smooth execution of our exports. The net effect has been An improvement of quality and the reduction of costs.”
– Nayan Pansare, Chief Financial Controller
“The new Oracle tools give Solid Energy the functionality we need to make better decisions about overhaul and replacement of assets, preventive maintenance routines, and rationalization of spare parts and rotables. By ensuring we have accurate records of maintenance and expenditure on assets, we can determine the condition of assets at any given time and identify a poorly designed plant so it can be redesigned.”
–Warren Maslin, Chief Financial Officer
50
What The Analysts Are Saying…
“Oracle’s Enterprise Asset management product is turning heads in Asset Intensive industries , and for good reason. For the past three years, Oracle has invested heavily in developing a suite of EAM functionality that rivals products from competitors specializing in the markets.”
-- Allison Smith, Oracle Poised to Strike Gold in Asset intensive Midmarket, 2005
“At many companies, the rising costs of supporting an SAP implementation have become a board-level discussion”
– Colin Masson, Derek Prior, CIO Dilemma, Apr 12, 2005
““In terms of industries again, Oracle's greatest penetration according to Gartner is in the manufacturing segments, and with a 7.4% growth in Process Manufacturing actually slightly outgrew SAP.” – Gartner 2004 ”
51
Agenda
Appendix
– Challenges, Capabilities, Value
– What Customers & Analysts Are Saying...
– Oracle Proof Points
– Oracle Support
52
SAP
OracleAsset Turnover
SAP
OracleReceivables Turnover
SAP
OracleInventory Turnover
SAP($ 000)
OracleRevenue per Employee
Oracle Advantage over SAP(1)
Operating Metric
Publicly Available Info Shows Oracle Customers Perform Significantly Better Than SAP Customers
154 257 315
86 212 418
11.7 17.57.3
7.54.7 12.8
6.44.9 9.2
5.61.3 8.2
1.3 1.51.0
1.10.7 1.4
Source: OneSource; Oracle team analysis
SAP Customers from SAP website, excludes companies for whom publicly available financial data was not available.
Notes: (1): Computed based on average metric of the sample companies
21.4%
57.0%
13.5%
14.4%
Min / Max
Average
Average
53
Oracle Enables Lower TCO, by lowering Operating Costs
Software Acquisition Costs● Software License
● External Implementation
● Maintenance (support fees)
LifeCycle Costs● Additional Implementation (Internal Staff etc.)
● Hardware
● Changes and Ongoing-Maintenance
● External Labor: In-State (local community) vs. Out-of-State
● Upgrades
54
Non-Recurring Acquisition &
Implementation Costs
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Recurring Maintenance Costs
100
150
200
250
300
Oracle OracleSAP SAP
Average $k
Average $k
Oracle costs 48% less than SAP
Oracle costs 14% less than SAP
Source: Current Analysis “Oracle / SAP Cost and Satisfaction Study” Jan 2003
Oracle Applications Cost Less
55
$4,238$2,816Other Costs*
$308$264Annual Maintenance Fee
Maintenance Costs
$5,045$1,927External Labor Costs
$331$53Database Hardware
$717$256Application Hardware
$376-Upgrade Fees
$1,538$1,315License Fees
SAPOracleAcquisition & Implementation Costs
Major Cost Differences(Average per Customer $K)
Oraclecosts 48%
less than SAP
Source: Current Analysis “Oracle / SAP Cost and Satisfaction Study” Jan 2003
Oraclecosts 14%
less than SAP* Other Costs include other hardware, internal labor costs and training
Oracle Applications Cost Less than SAPDetails
56
Oracle Delivers Lower Total Cost of Ownership
Oracle's acquisition, implementation and maintenance costs are significantly lower than competitors’
Acquisition Costs
•Oracle's license fees are as much as 34% lower than SAP's
•Oracle customers spend 55% less on hardware than SAP's
Acquisition Costs
•Oracle's license fees are as much as 34% lower than SAP's
•Oracle customers spend 55% less on hardware than SAP's
Implementation
•Oracle implementations take almost 38% less time than SAP's
•Oracle's implementation labor costs are 62% lower than SAP's
•71% of Oracle customers are web-enabled, compared to 13% of SAP's
Implementation
•Oracle implementations take almost 38% less time than SAP's
•Oracle's implementation labor costs are 62% lower than SAP's
•71% of Oracle customers are web-enabled, compared to 13% of SAP's
Maintenance
•Oracle's annual software maintenance fees are 14% lower than SAP's
•Oracle customers require 20% fewer administrators than SAP's
•Oracle customers make 40% fewer support calls than SAP's
Maintenance
•Oracle's annual software maintenance fees are 14% lower than SAP's
•Oracle customers require 20% fewer administrators than SAP's
•Oracle customers make 40% fewer support calls than SAP's
Satisfaction
•95% of Oracle customers rated Oracle applications good, very good or excellent
•93% of Oracle customers consider Oracle a strategic software vendor
Satisfaction
•95% of Oracle customers rated Oracle applications good, very good or excellent
•93% of Oracle customers consider Oracle a strategic software vendor
Source: ‘Delivering Lower Total Cost of Ownership’ a report by Current Analysis
57
Oracle’s Average 3 Year Costs Are Half Of SAP’s
~50% reported that their SAP implementations exceeded initial deployment budget
64% of Oracle deployments were completed on time & 55% were completed on budget
Implementation Schedule
Average: $14.50m
Median: $5.22m
Average: $7.44m
Median: $3.44mTotal 3 year costs
Average: $3.36m
Median: $1.44m
Average: $1.59m
Median: $0.90mPersonnel Maintenance Costs
Average: $1.02m
Median: $0.64m
Average: $0.59m
Median: $0.33mSoftware Maintenance Costs
Average: $10.12m
Median: $3.14m
Average: $5.25m
Median: $2.21mTotal implementation Costs
Average: $1.27m
Median: $0.14m
Average: $0.26m
Median: $0.06mTraining Costs
Average: $2.48m
Median: $0.81m
Average: $0.68m
Median: $0.75mPersonnel Costs
Average: $0.88m
Median: $0.35m
Average: $0.28m
Median: $0.06mHardware Costs
Average: $3.64m
Median: $0.85m
Average: $2.30m
Median: $0.79mConsulting Costs
Average: $1.85m
Median: $1.00m
Average: $1.73m
Median: $0.56mSoftware Costs
57% of customers did not believe that they had achieved a positive ROI from their deployments
65% had achieved a positive ROI. Nucleus believes that 90% of all Oracle apps customers can expect a positive ROI within a 5 year timeframe
ROI
21 companies from 93 contacted22 companies from 80 contactedNo. of customers participating
Source: “The Real ROI from Oracle eBusiness Suite Application” (April 2004) and “The Real ROI from SAP” (Mar 2004) – independent studies conducted by Nucleus Research
58
73%
56%
27%
44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Configured Heavily
Customized
Degree of Customization
Oracle
SAP
Oracle Requires Less Customization And Also Fewer Resources
Source: Harte Hanks
37%
65%
0%
20%
40%
60%
80%
Oracle SAP
% Requiring > 6 months of
Customization
3%
25%
0%
5%
10%
15%
20%
25%
Oracle SAP
% Requiring > 10 developers to
Customize
59
Lower Costs and Risks of Operating Oracle Software
21540● Database hardware
466195● Application hardware
SAP has decentralized client-server solution, ERP and CRM have separate databases. Not so with Oracle, centralized, single data model.
55% less
Hardware
Limited configurability means extended customization, more time consuming
38% less
● Implementation length
(META) SAP requires higher level of data migration, interface development, custom code, users training). More labor means more risks of failure
1200365● Labor Content
SAP complexity and inflexibility of software. Need for configuration and customization
32801460● External Labor
Implementation Factors
DriverSAP*Oracle*Lifecycle Costs
* All costs based on an Oracle license fees of $1000; Source is Current Analysis unless other wise specified
60
Modern Technology, Easier and Cheaper to Change
SAP has proprietary technology – ABAP, BAPI, BSP, ALE etc. Requires expensive, hard-to-find personnel. Oracle is on Java and much easier and cheaper to find resources, esp. locally.
CheapLabor Resources (in-state vs. out-of-state)
(Nucleus Research)3 times● Ongoing-Personnel
(Current Analysis) Training administrators for support.
2 times● Training Administrators
SAP requires “thousands of tables” to be configured and changed which is extremely difficult. Oracle’s approach is a lot more flexible, open and easier:
- Flex fields, folders, html customization framework, powerful setup engines, workflow tool
● Making Changes
Ongoing Maintenance & Changes
DriverSAPOracleLifecycle Costs
Source is Current Analysis unless other wise specified
61
Easier and Cheaper to Upgrade Oracle Software
Limited configurability means extensive customization and therefore, upgrades can be very expensive
high● Upgrade costs of customizations
SAP has much smaller base on web-enabled versions and customers are reluctant to upgrade due to high costs (Gartner Report)
10%90% ● Installed base on current releases
Upgrade to mySAP requires unexpected round of contract negotiations as new modules added (SEM, BW, Self-Service) (AMR Research, Apr 2005)
25-50% higher re-licensing costs
● Upgrade fees
Upgrades
DriverSAPOracleAdditional Costs
Source is Current Analysis unless other wise specified
62
Oracle Advantage – Modern, Safer and Less Expensive
Only Oracle offers itLower TCO further with Hosting
Strong mid-market presence
High Tech Base (Bay Area)
● Oracle: 360 customers < $500M; 110 customers < $100M
● SAP: 100 customers. Majority > $500M
Lower risk
Open standards and architectureEasy integration with 3rd party
Configurable optionsAlign to company’s business processes
90% base is 11iTrue internet-based applications
Reduced complexity of architectureLower cost & easier deployment
Database Materialized ViewsBetter information at lower cost
HowBenefit
Source is Current Analysis unless other wise specified
63
SAP does not provide SRM for both services and equipment – they only provide SRM for equipment and spare parts purchases.
SAP supply chain does not focus on process manufacturing.
Unproven solution with limited end user adoption. Not focused on managing the entire lifecycle of an asset.
Limited footprint and experience in Mill Products industries
SAP Advantage
Ability to negotiate preferred rates and leverage them enterprise wide with visibility into enterprise spend; direct, indirect, and services.
Supplier Relationship Management
Oracle solutions manage the entire supply chain enabling Mill Products companies to drive costs out of the extended supply chain.
Supply Chain Planning and Optimization
Tightly integrated, robust solution enables Mill Products companies to maximize asset utilization from capital expenditure planning though asset construction, maintenance, and decommissioning.
Enterprise Asset
Management
●13 of the top 20 Paper Companies run Oracle
●4 of top 7 Steel Companies run Oracle
●Dominant solution provider to Mill Products Companies
Mill Products Market Position
OracleFunctional Area
Why Oracle? – Mill Products
64
SAP does not provide SRM for both services and equipment – they only provide SRM for equipment and spare parts purchases.
SAP does not offer a pre-configured solution for EAM.
Functionally weak EAM solution lacking end user functionality and adoption.
Portions of the top Global Mining Companies
SAP Advantage
Ability to negotiate preferred rates and leverage them enterprise wide with visibility into enterprise spend; direct, indirect, and services.
Supplier Relationship Management
Pre-configured solution built around maintenance best practices allowing mining companies to rapidly realize the benefits of the EAM solution.
EAM Performance Plus
High end user adoption of robust EAM functionality allowing mining companies to leverage their large investment in physical assets.
Enterprise Asset Management (EAM = ERPII in Mining)
●4 of top 10 Coal Mining Companies run Oracle
●4 of top 10 Gold and Silver Mining Companies run Oracle
●4 of top 10 Metal Mining Companies run Oracle
Mining Market Position
OracleFunctional Area
Why Oracle? – Mining
65
Agenda
Appendix
– Challenges, Capabilities, Value
– Dana/Oracle Partnership
– What Customers & Analysts Are Saying...
– Oracle Support
66
Oracle’s Support Service Has Won Numerous Awards…
"The SSPA STAR Award showcases companies who demonstrate outstanding achievement in the support services industry. The investment and high standards Oracle maintains for delivering superior technical support, evidenced by the success of its customers, made Oracle the clear leader in the Innovative Support category."
2002 SSPA Awards
"Oracle delivers an impressive array of 'high touch' customer support as well as world class web-based services which include self-service tools and resources. These services demonstrate that Oracle is truly deserving of a WebStar Award.“
Bill Rose, SSPA Founder and CEO, 2003
Oracle Support Services recently received two 2004 Software Technical Assistance Recognition (STAR) Awards for customer support service from the SSPA. The Association also honored Oracle with the WebSTAR Service Award for the company's Web-based support offerings that reduce customer time to resolution
2004 SSPA Awards
• Innovative Support, Software Service Professionals Association (SSPA), October 2004 (2nd time)
• WebSTAR Service Award, Software Service Professionals Association (SSPA), October 2004 (2nd time)
• Customer Satisfaction Award, Database Software Services, IT Services Annual Conference, October 2004, Beijing, China (2nd consecutive year)
• Best Customer Service Organization, International Business Awards, March, 2004
• 2004 Best Support Organization• 2003 Stevie Winner Award for Best Support Organization
67
Oracle’s Global Support Reach
● 6,000+ support staff
● 1.25M service requests filed electronically
● 450k service requests over the phone
● 110M+ web knowledge transfers
Sydney
São Paulo
Pleasanton
Vancouver Amsterdam
Denver
SingaporeBangalore
TokyoOrlando
Redwood Shores
Reading
Melbourne
Toronto
CO Springs
Romania