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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

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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.

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