Decide Now - JD Edwards Support Options

EXCELLENCE IN GLOBAL SUPPORT AND CONSULTING

Your Future JD Edwards World StrategyOptions and Analysis for World A7.3 and A8.1 Users

January 16, 2013

2Copyright © 2013 Spinnaker

Agenda

• Spinnaker Support Overview

• IT Strategy and Decision Making

• JD Edwards Support and Product Strategy

• Decisions Faced by JD Edwards World Customers

• Viable Options Review and Customer Examples

• Questions and Answers


SPINNAKER SUPPORT OVERVIEW


Spinnaker Support: At-a-Glance

• Long-Term Client Relationships• Stable & Expert Resources • Average 15+ Years Experience• Collaborative Approach• Proven Tools, Process and

Methodology• IP Policy & Process Adherence

Experience & Approach

Experience &

Approach

• Over 10 years in business• 160+ Clients Globally• 100% Customer References• 24x7x365 Support Availability• Global Presence - Offices in

Denver, London, Singapore• Customer Service Culture

Fast Facts


Mission and Values

To operate the most respected and talented Enterprise Application Services firm focused on

Support and Consulting, where our customers and employees are valued beyond comparison.

Mission

Values• Outstanding customer service and responsiveness• Best people providing best service• Creative solutions to difficult issues• Attention to detail• References from every customer• Honesty and integrity


Spinnaker Today

• Founded in 2002 by Rob Benson and Matt Stava

• Served hundreds of clients over the past decade

• 205+ resources across 3 continents

• Strong, stable business

• Growth and evolution spurred by client demand

Recent Rewards

Inc. Magazine – Inc. 500 List“Fastest Growing Private Companies”

list for multiple, consecutive years

UK Oracle User GroupPartner of the Year Award

Supply and Demand Chain Executive 100 Recognized by Supply &

Demand Executive Magazine


What We Provide

Maintenance• Replace Oracle Maintenance• Critical Software Bug Fixes• Regulatory Updates• Customization Support• Highly Responsive• Tracking and Management

Co-Sourcing• Application Managed Services

⁻ User Support⁻ Business Process⁻ Development⁻ Staff Backfill⁻ As Needed Support

• CNC Managed Services• Regulatory Compliance

Consulting• Implementation Services• Technology Services• Strategic Business Services• Supply Chain Services

Individually, the services are powerful solutions for software support needs. Combined, they help companies optimize highly-valued IT budgets


Sample Spinnaker Support Customers

Consulting

Maintenance

Co-Sourcing

http://www.google.com/imgres?imgurl=http://www.thepaperyinc.com/images/CraneAndCoLogo.gif&imgrefurl=http://www.thepaperyinc.com/Links.aspx&usg=__bVqyRGACLTZGW0YzksZREz4k-X4=&h=213&w=372&sz=5&hl=en&start=2&itbs=1&tbnid=0GKehD8VvVDNoM:&tbnh=70&tbnw=122&prev=/images?q=Crane+&+Co+logos&hl=en&sa=G&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1




http://www.ifc.com.hk/media/logos/logo_brooks_brothers.gif

http://www.google.com/imgres?imgurl=http://www.alliancetechnet.com/Balfour%20Beatty%20Construction.gif&imgrefurl=http://www.alliancetechnet.com/clients.htm&usg=__hwDoAXZGOtsGFrjYle6Gb2dt7kE=&h=569&w=1530&sz=270&hl=en&start=1&itbs=1&tbnid=oLcDMB7eNi6KdM:&tbnh=56&tbnw=150&prev=/images?q=Balfour+Beatty+Construction+logo&hl=en&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1

http://www.google.com/imgres?imgurl=http://www.alliancetechnet.com/Balfour%20Beatty%20Construction.gif&imgrefurl=http://www.alliancetechnet.com/clients.htm&usg=__hwDoAXZGOtsGFrjYle6Gb2dt7kE=&h=569&w=1530&sz=270&hl=en&start=1&itbs=1&tbnid=oLcDMB7eNi6KdM:&tbnh=56&tbnw=150&prev=/images?q=Balfour+Beatty+Construction+logo&hl=en&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1

http://www.google.com/imgres?imgurl=http://www.fbagolfclassic.com/images/city_of_orlando_logo.jpg&imgrefurl=http://www.fbagolfclassic.com/&usg=__5rFYE6MyZ2VHA1uwIOnSsA4DlZM=&h=700&w=2292&sz=177&hl=en&start=2&itbs=1&tbnid=KLP6I7TfAONnrM:&tbnh=46&tbnw=150&prev=/images?q=City+of+orlando+logo&hl=en&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1





http://www.google.com/imgres?imgurl=http://www.meritagehospitality.com/o'charley's%20logo.jpg&imgrefurl=http://www.meritagehospitality.com/ocharleys_application.html&usg=___rehKCMWsseS7ZWhjzZlImZkpdY=&h=90&w=300&sz=8&hl=en&start=4&um=1&itbs=1&tbnid=m0RoL4b21IagGM:&tbnh=35&tbnw=116&prev=/images?q=o'charley's+logo&um=1&hl=en&rlz=1T4ADRA_enUS384US384&tbs=isch:1

http://www.helzberg.com/home.do



http://www.adt.com/wps/portal/adt/


http://www.justborn.com/





http://www.acousa.com/index.htm

http://www.acousa.com/index.htm

http://www.pollutionengineering.com/directories/222/2009/150038/durr-systems-logo.jpg

http://www.pollutionengineering.com/directories/222/2009/150038/durr-systems-logo.jpg

http://www.google.com/imgres?imgurl=http://ww1.prweb.com/prfiles/2006/05/23/389495/KellstromLogo1.jpg&imgrefurl=http://www.prweb.com/releases/2006/05/prweb389495.htm&usg=__yiiogFdHU1Pnz8PTJGPfg6eKlg4=&h=70&w=250&sz=11&hl=en&start=12&itbs=1&tbnid=Xfi9aPjqTNRVrM:&tbnh=31&tbnw=111&prev=/images?q=Kellstrom+Industries+logo&hl=en&sa=X&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1

http://www.google.com/imgres?imgurl=http://www.reneshomecomfort.ca/Images/images-new/weil-mclain-logo.jpg&imgrefurl=http://www.reneshomecomfort.ca/brands.html&usg=__T3idKb2mlgfaZ817KwqP3k_I0Yk=&h=51&w=186&sz=4&hl=en&start=17&itbs=1&tbnid=6-ge14N9sRDGUM:&tbnh=28&tbnw=102&prev=/images?q=Weil-+McLain+logos&hl=en&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1

http://www.google.com/imgres?imgurl=http://www.reneshomecomfort.ca/Images/images-new/weil-mclain-logo.jpg&imgrefurl=http://www.reneshomecomfort.ca/brands.html&usg=__T3idKb2mlgfaZ817KwqP3k_I0Yk=&h=51&w=186&sz=4&hl=en&start=17&itbs=1&tbnid=6-ge14N9sRDGUM:&tbnh=28&tbnw=102&prev=/images?q=Weil-+McLain+logos&hl=en&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1

http://www.google.com/imgres?imgurl=http://www.uncorkedwineauction.org/images/logos/Crothall.png&imgrefurl=http://www.uncorkedwineauction.org/sponsors.html&usg=__N-ybhaAXLFQkXHhGwk-b5C4YNdw=&h=101&w=190&sz=6&hl=en&start=4&itbs=1&tbnid=Yt2L74Gz1pG_EM:&tbnh=55&tbnw=103&prev=/images?q=Crothall+Services+logos&hl=en&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1





http://www.catalent.com/




http://www.abbott.com/

http://www.google.com/imgres?imgurl=http://www.acea-online.org/images/assoc%20member%20logos/MillerGrouplogo.gif&imgrefurl=http://www.acea-online.org/0809assocmembers.htm&usg=__5UI5BUP5Oi4kmb92ViBPZC4yH7s=&h=132&w=139&sz=5&hl=en&start=1&itbs=1&tbnid=ziD0TwgbWwlofM:&tbnh=88&tbnw=93&prev=/images?q=Miller+Grouplogo&hl=en&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1

http://www.google.com/imgres?imgurl=http://www.oris-uk.com/uploads/files/Logos/van-hessen.jpg&imgrefurl=http://www.oris-uk.com/locations/&usg=__0DLk-v8AmFjZ_2U0kb7WV9TOD8I=&h=37&w=129&sz=4&hl=en&start=9&itbs=1&tbnid=3kLHoH-UptPBpM:&tbnh=26&tbnw=91&prev=/images?q=Van+Hessen+logos&hl=en&rlz=1T4ADRA_enUS384US384&prmdo=1&tbs=isch:1




Large Customer Examples

Customer Revenue Employees InstancesAbbot Labs $30.8B 90,000 24Abitibi Consolidated $5.3B 17,000 2Caterpillar $32B 104,000 1Dole Food Company $8.5B 49,000 21Goodrich $6.7B 25,000 6Merck $10B 90,000 55OshKosh Corp $9.8B 12,300 1

Universal Music $42.5B 104,000 46

Ethan Allan $.59B 4,800 3

“We understand complex JDE implementations”


IT STRATEGY AND DECISION MAKING


Decisiveness….“The willingness to make decisions, even in the face of complexity or uncertainty”


“A decision without the pressure of consequence is hardly a decision at all”

- Eric Langmuir


Changes in Computing Structure

1970's 1980's 1990's 2000's 2010's

Mainframe Computing



1970's 1980's 1990's 2000's 2010's

Distributed Computing

Mainframe Computing



1970's 1980's 1990's 2000's 2010's

Internet ComputingDistributed ComputingMainframe Computing


Role of the IT Executive

1970's

1980's

1990's

2000's

2010's

Hardware and Communica-tionsERP and ApplicationsStrategic Business Solu-tions

CIO Role Created


Role of the IT Executive

1970's

1980's

1990's

2000's

2010's

Hardware and Communica-tionsERP and ApplicationsStrategic Business Solu-tions

CIO Role Created

Move from “Hardware and

Networking”TO

“Driving Business Value through Technology”


Who is driving your IT strategy?

• Your Business?

• You?

• Your Vendors?


Who is driving your IT strategy?

73% of upgrade decisions sited

end-of-support as a compelling

reason

Oracle User Group Survey by Unisphere Research, 2012


Your IT Strategy


JD EDWARDS WORLD MAINTENANCE


Oracle Support Terms

• Premier Support• Extended Support• Sustaining Support


JDE World Support End Dates

Version Oracle® World Extended Support End Dates

Oracle®/Vertex® PR TaxIntegration Support End

DateA7.3 December 2013 December 2013

A8.1 December 2013 December 2013

A9.1 April 2015 December 2013

A9.2 April 2017 December 2013

A9.2.1 May 2018 December 2013


The Problem

• Version A7.3 and A8.1 move to Sustaining Support on 12/31/2013

• Sustaining Support – does not provide fundamental protections such as:– New bug fixes, updates, security alerts– Tax and regulatory updates– Upgrade scripts or certifications

• Many organizations have not have a defined strategy for how to deal with this problem

• Your business decision is being dictated by support policies rather than what’s best for your organization


QUESTIONS


THREE DECISION PATHS


Decision Path 1

Ignore

• Lowest short term cost• Least disruptive• Not very strategic


Decision Path 1

“Decision making is the specific executive task”

- Peter F. Drucker


Decision Path 2

Wait and See What Happens– Will Oracle extend support dates?– Can I upgrade in time before end of support?– I’m about to retire, this is someone else’s problem

Is this a decision? Not Really…..


Decision Path 3

Decide Now

• Review business and cost structures• Prepare a pathway to meet your objectives• Decide and plan for your strategic direction


Decision Path 3

Upgrade Short Term

Longer Term

Migrate to New ERP

Short Term

Long Term

Stay on Current Version

Sustaining Support

3rd Party Maintenance

Self Support


Decision Path 3

Upgrade Short Term

Longer Term

Migrate to New ERP

Short Term

Long Term


Sustaining Support


Self Support


Option Analysis

1. Upgrade to A9.32. Migrate to new ERP platform3. Stay on Current Version


UPGRADE TO A9.3


Option: Upgrade to A9.3

• Upgrade Costs– Assessment– Implementation– Testing– Training

• Change Management

• Operational Support

• On-going Maintenance


Your Options: Upgrade to A9.3

69%




• Take advantage of new features and technology (Over 1400 changes between A7.3 and A9.2)

• Significantly expanded functionality

• Much improved tools

• Greatly enhanced usability

• Required for Vertex Payroll support

However….. Will these things drive value for YOUR business?


MIGRATE TO NEW ERP


Option: ERP Platform Migration

Very few top-tier alternatives:

Solution Tier Vendors Market Share

1 Oracle/SAP 37%

2 Infor, Microsoft, Sage, Lawson 17%

3 Specialized, Vertical 46%

Gartner Market Share Analysis, 2010


Option: ERP Platform Migration

• Upgrade Costs– Assessment– Implementation– Testing– Training

• Change Management

• Operational Support

• On-going Maintenance

• Software Licensing Costs


STAY ON CURRENT VERSION


Option: Sustaining Support

• Continue to pay full maintenance amount for minimal value

• New bug fixes are not provided

• No Tax and regulatory updates for your version

• Preserve ability to receive future versions of the software


Option: Self Support

• Greatest savings, eliminate maintenance payment

• All regulatory updates provided by your staff

• Must have the programming expertise to fix bugs in the systems– Core Code– Customizations

• Immediate help may not be available in a “system down” emergency

• Greatest risk, but may be an option


Option: Third-Party Maintenance

• Extend the life of your current ERP solution

• Deliver of premium support on your current version– 24/7 support, which includes immediate response times– Bug fixes– Tax and regulatory updates– Deep understanding of your unique environment– Online, interactive troubleshooting– Customizations analysis– Proactive routine phone calls– A Support Partner Not a Vendor

• Savings of 50% of current maintenance spend



JD Edwards Version A8.1 Vendor (Oracle) Model 2013 2014 2015 2016 2017 2018 2019

Annual Maintenance $ 72,000 $ 76,320 $ 80,899 $ 85,753 $ 90,898 $ 96,352 $ 102,133 Vendor Extended Support Uplift1 $ 9,090 $ 19,270 $ 19,270 Staff time researching issues $ 18,000 $ 18,000 $ 18,000 $ 18,000 $ 18,000 $ 18,000 $ 18,000 Upgrade to Maintain Support2 $ 300,000 $ 300,000 Annual Spend $ 390,000 $ 94,320 $ 98,899 $103,753 $ 117,988 $ 133,623 $ 439,404 $1,377,987 1 Assumming 10% first year and 20% for next two years

2 Estimated upgrade cost

Spinnaker Support Model 2013 2014 2015 2016 2017 2018 2019 Annual Maintenance $ 36,247 $ 38,422 $ 40,727 $ 43,171 $ 45,761 $ 48,507 $ 51,417 Vendor Extended Support Uplift n/a n/a n/a n/a n/a n/a n/a Staff time researing issues n/a n/a n/a n/a n/a Upgrade to Maintain Support n/a n/a n/a n/a n/a n/a n/a

Annual Spend $ 36,247 $ 38,422 $ 40,727 $ 43,171 $ 45,761 $ 48,507 $ 51,417 $ 304,251 Three Year Savings: $467,823 7 Year SAVINGS

using Spinnaker $1,073,736



“When faced with critical ERP lifecycle decisions, such as whether to upgrade or replace a solution, third-party maintenance may be the answer that best meets the needs of the business.”

- Aberdeen Group


Option Analysis

• Evaluate all options – What is the best approach for your business?

• Gain organizational alignment for your direction

• Design and implement a strategy to delivering business value

• Establish estimates for each option and the value they delivery

• Solicit input from your peers in similar environments


Option Analysis

“To drive effective business value you must be leading your strategy by thoughtful

analysis of all variables”


Customer Examples

• Upgrade (following the roadmap) – Consulting Services– 20th Century Fox– Lucelec– Seneca

• Migrate to new ERP Path – Co-Sourcing & Maintenance Services– Animal Health– Merck– Bosch

• Stay on Current Version – Third Party Maintenance– Viacom– CE Franklin– Apria Healthcare


Summary

• Following the path of least resistance it not driving a strategy

• Decide early – it will result in more savings

• Drive your strategy by involving business leaders, both short-term and long-term

• Review the successes and failures from similar customers

• Technology will change, leaders must adapt or they will be changed

• Without a crystal ball, decisions are difficult


QUESTIONS


Contact Information

Eric Osterloh Vice President Sales – Western Region

[email protected]

[email protected]

www.spinnakersupport.com

Decide Now - JD Edwards Support Options

Documents

Transcript of Decide Now - JD Edwards Support Options