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 remain at the sole discretion of Oracle.
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5. Management Challenges Globalization creates unique challenges in managing… Competitors The Internet eliminated borders making all markets global markets Compliance Mandates Increased and varying regulatory / security requirements exert additional burdens on businesses Suppliers Margin pressures force companies to search for goods & services anywhere in the world resulting in complex supply networks Customers & Employees Manage employees and customers dispersed across geographic and cultural boundaries
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7. Brought to You by Oracle Applications Unlimited The G lobal B usiness Release CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract Introducing Oracle E-Business Suite 12
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9. Release 12 Enables You To… Think Globally Work Globally Manage Systems Globally Make more informed and compliant decisions with a global view of customers, suppliers, partners, and operations
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17. EBS Business Intelligence Marketing & Sales Intelligence Service Intelligence Procurement Intelligence Supply Chain & Order Mgt Intelligence Financial Intelligence Human Resources Intelligence Pipeline Analysis Sales Forecasting Opportunity Analysis Quota Analysis Marketing Analysis Lead Conversion Absence Analysis Compensation Analysis Talent Management Workforce Profile Turnover Trends Return on Human Capital A/R & A/P Analysis GL / Balance Sheet Analysis Customer & Product Profitability P&L Analysis Expense Management Cash Flow Analysis Supplier Performance Spend Analysis Procurement Cycle Times Inventory Availability Employee Expenses BOM Analysis Order Linearity Orders vs. Available Inventory Cycle Time Analysis Backlog Analysis Fulfillment Status Customer Receivables Activity Analysis Customer Satisfaction Resolution Rates Service Rep Effectiveness Service Cost Analysis Service Level Trends Next Generation DBI Low TCO Preserved Business-friendly Logical Layer
18. Release 12 Enables You To… Think Globally Work Globally Manage Systems Globally Increase productivity with global processes that cross applications, divisions, and regions
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20. Global Financial Management Increase the efficiency of shared services and single database operations with streamlined processing, reporting, and access across operating units Single Global Database Shared Service Center Org 3 Org 2 Org 1 Examples: Payables, Purchasing, Collections, HR Drive Shared Services with R12 Financial Management Initiatives Think Work Manage
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26. <Insert Picture Here> “ We’ve provided corporate assurance from a controllership perspective by centralizing our foundational accounting activities, defining our corporate policies and procedures, and standardizing our processes.” Anthony Salcido VP and Corporate Controller, Toyota Motor Sales USA
33. Manufacturing Practices for APAC Satisfy local requirements to compete in key outsourcing regions Asia Pacific is the factory floor for the world In 2005, China’s global trade surplus more than tripled Chargeable Subcontracting Automatically create replenishment orders and track component allocations & inventory for sub-contracted manufacturing (e.g. Shikyu) Golden Tax Support for China Provide compliant VAT calculation, invoicing, and tax reporting via China-certified “Golden Tax” software Customer Acceptance, Deferred Revenue and COGS Recognize and account for COGS and revenues in the same proportion, based on flexible contingencies & within the same accounting period Periodic Average Costing Support accounting compliance requirements in territories such as China/Taiwan Think Work Manage
34. Adv. Procurement for Materials & Services Achieve Best Cost, Quality & Delivery via Real-Time Supplier Collaboration Expanded Supplier Management and Enablement Unified Work-Center for All Procurement Responsibilities New Support for Complex Goods & Services Supplier Management Think Work Manage
36. Procurement for Complex Services Process – Author Contract Line PO Line with information from Negotiation Think Work Manage
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38. Supplier Scorecard Customize dashboard view to add more reports, KPIs, update KPI list, remove reports, portlets or add custom reports, KPIs etc. Each supplier will only see their data. View trend data over various time periods Think Work Manage
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42. Oracle PIM Data Hub Solution Role of Import Workbench Data Quality & Change Control Consolidation Access & Search UCCnet / GDSN** Import & Synchronization Other Apps / Systems Customers / Suppliers Engineering CRM Online Catalog ERP Manufacturing XML Output (print catalogs, data sheets, etc.) Data Pools Syndication & Publication * Product Data Repository Import Workbench Think Work Manage
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44. Asset Lifecycle Management Asset Oracle provides for tracking of every asset throughout it’s lifecycle Asset Install Design/ Specify Business Modeling Capital Plan Operate Maintain Construct/ Procure Manage Budget Dispose Decommission Think Work Manage
46. Mobile Work Order Capability Whether remote or not, a technician has just one place to go for all work order information. Information Dashboard Work Queue Work Query Asset Details Transactions Charge Time Material Issue/Return Work Completion Enter Inspection Results Enter Meters Readings Problem Reporting Create Work Request Create Work Order Enter Quality Results Enter Meter Readings Create Work Order Approvals Think Work Manage
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49. Release 12 Enables You To… Think Globally Work Globally Manage Systems Globally Reduce implementation, integration, and management costs of global applications
62. <Insert Picture Here> “ The ability to access multiple operating units with a single responsibility can simplify SOX compliance monitoring.” -- Pam Bateman, Business Solutions Manager for Finance “ Banks, taxes, payments, and accounting – everything that becomes centralized will bring Emerson tremendous efficiencies.” -- Greg Harre, Controller, Tool Company From a Global Customer Feedback from Release 12 Training, October 2006
63. <Insert Picture Here> “ In our opinion Oracle's EBS 12 is a significant step forward in the integrated suite approach to enterprise applications. The Suite is functionally rich and serves the global enterprise well. As a tightly integrated suite of products, businesses will realize significant gains from the interoperability of the suite environment.” From a Leading Analyst Executive Brief: Oracle E-Business Suite R12 October 2006
64. <Insert Picture Here> “ Release 12 features will help solve our clients’ biggest business process and industry-specific challenges and we look forward to partnering with Oracle and our joint clients.” A. Mitchell IBM Global Business Services Americas Oracle Practice Lead
65. <Insert Picture Here> “ Many clients are evaluating whether to upgrade from Oracle E-Business Suite 11i to Release 12 or wait for the larger Fusion release. There are significant application and architecture changes in Release 12. Upgrading now will help build the foundation to prepare for Fusion—maximizing business value while mitigating risk.” Sean Malinski Accenture Partner, Global Business Solutions - Oracle Practice
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Notes de l'éditeur
CEOs are driving supply chains offshore: You see examples daily of offshore manufacturing, from household goods to business products. Additionally, leading companies are using offshore sources earlier in their own value chains, including engineering design and new product research. To make off-shoring work, companies need timely, detailed communication with distributed and outsourced supply sources. [NEXT]
So out of these groupings emerges a sort of CEO and executive agenda. How will you grow your business this year and in the coming years? The good news is that there are continued signs of global economic recovery. In fact, 80% of the world’s top corporate CEOs said in a recent survey that their primary objective has shifted from cost-cutting to revenue growth. And you see that focus reflected in this agenda. However that renewed focus on growth puts new demands on the business. [NEXT] ============================================= [ Note to Presenter: The next few HIDDEN slides elaborate on each of these agenda items. In most cases you can skip ahead -- because the next question, is if these are the things that CEOs care about, what standing does a software company have to talk about these things?]
So out of these groupings emerges a sort of CEO and executive agenda. How will you grow your business this year and in the coming years? The good news is that there are continued signs of global economic recovery. In fact, 80% of the world’s top corporate CEOs said in a recent survey that their primary objective has shifted from cost-cutting to revenue growth. And you see that focus reflected in this agenda. However that renewed focus on growth puts new demands on the business. [NEXT] ============================================= [ Note to Presenter: The next few HIDDEN slides elaborate on each of these agenda items. In most cases you can skip ahead -- because the next question, is if these are the things that CEOs care about, what standing does a software company have to talk about these things?]
Performance Management continues to rank as one of the top initiatives for corporate executives. Oracle’s ability to deliver information driven applications that proactively guide users to make the most informed decisions is at core of Oracle’s Corporate Performance Management applications. CPM continues to deliver applications focused around management reporting and planning and modeling that cover reporting, profitability and cost optimization, scorecards, consolidation, compliance and planning, budgeting and forecasting Let’s take a closer look at each one of theses….
Oracle ICM R12 provides segregation of duties compliant access provisioning that is a automated preventive control itself for security embedded in customers' ERP system. This helps to prevent potential financial and operational risks and increases reliability of security controls for customers. On top of application setup values, ICM will help you to monitor profile options stating R12. This is continuous monitoring that leaves no time gap in audit trail. It reflects all changes and provides details on when, who, and what has been changed. Furthermore, application setup values and profile options could be changed at supplier sites, ICM will track those changes for you as well. All the change history will be presented not only online, but also in a XML Publisher report. Application Controls Monitoring (ACM) also provides a spread sheet upload feature for &quot;recommended values&quot;.
Profitability Manager integrates the functionality of Oracle Performance Analyzer and Oracle Activity-Based Management applications into a single, comprehensive solution for the calculation, analysis, and reporting of profitability. The multi-dimensional model allows allows analysis and reporting along any dimension, including product, customer, channel, activity, business unit and even transaction. Powerful analytical capability is driven by an open allocation engine, using your preferred methodology, from the simple to the complex, including activity-based management concepts.
All Project Management enhancements listed as well as new product are available in Projects Family Pack M (FP.M), which was released in May 2005, and can be applied on top of versions 11i.7 and above. Highlights specific to R12 are: Uptake of MOAC, SLA, etc. Uptake of Complex Payment project with Procurement and Payables Uptake of AP Lines, etc Project Portfolio Analysis Rapidly run multiple scenarios (of project groupings) to help determine which group “best” meets your business objectives. (Note -- Application does NOT recommend &quot;best&quot; scenario) Define business objectives with relative weightings Financial objectives such as NPV, IRR Competitive objectives such as market share, growth Score projects against objectives Rank projects within scenarios (i.e., to help gauge which project to remove) Align projects to resources and corporate objectives by: Selecting best portfolio Defining how projects should be ranked (financial, strategic, technical, etc.) Scoring and ranking Balancing portfolio based on priorities and resources Developing scenarios and recommending best portfolio Allocating funds and starting project Assessing how portfolio of projects and programs is performing to plan
Strategic Network Optimization (SNO) Specifically it enables you to determine your optimal dynamic sourcing strategies, rationalize your capital assets, optimize your product and customer mix, manage your risk more effectively, and simulate changing business conditions to develop strategies and contingency plans. We will discuss each of these areas in more detail. New in R12: Provide input to sourcing rules / priorities, inventory strategy, replenishment strategy, forecast analysis via integration with EBS in R12 Models all nodes of your supply chain network (mfg facilities, distribution centers, stores, suppliers, and customer facilities) along with costs like transportation, operating, sourcing, storage, labor and so on. Output = graphical simulation of the impact of different situations like demand scenarios, integration of new businesses and targeting of new markets, evaluation of outsourcing decisions, and decisions of which facilities to ramp-up or shutdown Outputs are essentially sourcing rules and priorities. This is used to calculate inventory strategy (IO) and replenishment strategy (ASCP) and Forecast Analysis (DP), as well as the sales and operations planning process. Leading solution for 15+ years, 300 customers Sell to all industries with complex supply chains; strong install base in CPG, Process, and Distribution Use as competitive differentiator – Complements IO as ‘door opener’ Used by companies like J&J, Cargill, BMW, Nabisco BENEFITS: Reducing costs through dynamic sourcing Increasing profits through asset rationalization Increasing revenue with customer or product segmentation Managing risk more effectively Simulating changing business conditions
Oracle can help you take control of your inventory management problem, and will help you maximize customer service while minimizing inventory investment. This means you can improve your performance to your customers while simultaneously reducing your costs and becoming more competitive. Oracle helps you react quickly to changing conditions, allowing you to minimize your exposure to the risks inherent in uncertain economic times. Reducing the inventory investment required to achieve competitive delivery performance to your customers not only reduces your costs, it also makes you less susceptible to large inventory write offs. Oracle’s unique stochastic optimization technology balances the risks and determines the optimal level of inventory investment, at the right place in your supply chain to meet your customer service requirements. We determine the optimal inflection point in trading off a high customer service level with inventory investment, production, procurement, and transportation cost, revenue and profit. By having the capability to compare alternative scenarios, you can choose the best inventory investment strategy. Key capabilities are: Reduce inventory without sacrificing customer service by looking at postponement and risk pooling strategies Manage supply chain variability by looking at demand, supply, and lead-time variability Choose the best service level strategy based on cost and revenue – use inventory budget constraints to determine the best allocation of inventory and calculate the service levels that you can attain based on your budget Invest in the most profitable channels, products, and customers by setting service levels at different levels Manage seasonality and product life cycle characteristics, and recommend time-phased safety stock across your entire supply chain to supply planning Out of the box integration – the tool is designed with planners in mind and can be used out of the box without the need to program complex algorithms; you can therefore implement it more quickly and achieve almost instant business benefits
Oracle Daily Business Intelligence (DBI) delivers pre-built analytic application content through embedded integration with the Oracle Business Suite (EBS) OLTP transaction system. DBI covers all functional areas including: CRM, Financials, Procurement, Supply Chain, HR, Projects and Order Management. DBI promotes a rapid implement timeframe and has a very low Total Cost of Ownership (TCO). This next generation offering (Fusion Intelligence for EBS) renders all the same pre-built metrics and integration via an industry standard BI tool. This allows for tremendous flexibility for end-users of a business to consume the content with little or no involvement from IT in a true self-service fashion. The low cost of ownership of DBI is largely due the minimal data movement involved in producing hundreds of day-to-day operational metrics. This continues to be the case. Most of the EBS application setup and security rules are leveraged in this minimal data processing (mainly high-performing summaries). But the resulting schema that is used for analysis (in the classical DBI) is a complex mixture of OLTP and some light summaries. Any slightest change to the metrics being consumed required some level of knowledge of this schema. That limitation goes away as the complex schema is unlocked and exposed via a very business-friendly logical layer in the OBIEE tooling. This allows for a very Data Warehouse style analysis but directly off EBS.
Notes form John’s preso: and one of the coolest things about this release is the new look and feel. Our user experience team has benefited tremendously from the acquisitions. We have more than tripled our commitment to user experience and added experts from across the acquired product lines. This has been a huge benefit to our usability lab and we think you will notice a big difference – with overall improved experience which included reduced time to complete tasks, screens that can be personalized by the end user and a more approachable blue interface Transition: After the incredible presentation we had last year with Versace, we had a tough challenge to find a customer that could make software seem as sexy as Madonna could. But our world-class marketing team was up to the challenge and they found a great story. <<CLICK>>
Accounting Setup Manager Define and manage your Ous and their relationships to Les and Ledgers in a central location Collections View and manage customers across Ous and within the context of a global collections currency. (+ collections tasks can be done across OU: dunning letters, calls, reporting, etc.) Global Purchase Agreements Negotiate with your suppliers for your enterprise, not just OU Payables Enter and pay invoices across OUs Customer Data Management View customer accounts, merge and import data for multiple Ou Supply Chain: receiving transactions across any OU (work project, po, req) + user can select an inventory item from any OU.
Let’s begin by taking a look at the new and improved ledger structure. Ledgers are defined the 4 C’s: COAs, Calendars, Conventions (accounting) and Currencies Ledgers – each one is separate. SOBs are gone in R12, Ledgers replace SOBs. Data is in the Ledger, and the management is in the Ledger Set. Many Ledgers in one set: Open and close as one Report totals and details as one Translate currencies within the set Make entries across the set Dual ledgers can be complete or adjustments only. Multiple Ledgers can also be used to represent currencies, or for management reporting. Immediate opportunity after upgrade. The next thing is to start working your Ledgers into Ledgers Sets. They do need to share a common COA and calendar so this is an opportunity (if you haven’t already done so) to standard on a single global COA. I’ve spoken to organizations that have 60 SOBs or over 100, they’re ideal candidates for taking advantage of Ledgers Sets. Eliminates manual workarounds which minimized mistakes
Net New on R12 is 1. compliant access provisioning which prevents SOD violations at the time of access provisioning. 2. ICM now tracks profile options changes continuously. 3. Changes of application setup values at suppliers sites are tracked. 4. Recommended values (industry best practices) can be uploaded with excel spreadsheet into ICM's application controls monitoring Talking points on this slide: Internal controls manager provides a complete end to end solution for any risk based compliance regulatory. First of all, it helps customers documenting and centralizing process definitions and risk and control metrics to ensure consistency and repeatability. Secondly, it has a full audit/testing capability to make audit operations transparent. On top of that, it provides automated controls, such as SOD and application controls monitoring, to reduce workload of internal auditors. Thirdly, signing officers can use ICM to sign off on processes, organizations, and even financial statements for accountability. Above all, it allows top executives and managers to see progress and issues throughout the whole compliance process with adequate security. All activities and progress status are tracked in ICM with full audit trail. Lastly, customers can share seeded reports with external auditors as proof of internal controls existence and their efficiency. This compliance solution by Oracle reduces risk through continuously controls monitoring, reduces costs with reliable and repeatable compliance processes, and ensures auditability via change control and history. More notes: These features will be available pre-R12 in Financial Consolidation Hub minipack D and Internal Controls Manager minipack E. Internal Controls Manager supports the various business activities required for Section 404 compliance, as well as for other risk and process-based audits. Oracle ICM R12 provides segregation of duties compliant access provisioning that is a automated preventive control itself for security embedded in customers' ERP system. This helps to prevent potential financial and operational risks and increases reliability of security controls for customers. On top of application setup values, ICM will help you to monitor profile options stating R12. This is continuous monitoring that leaves no time gap in audit trail. It reflects all changes and provides details on when, who, and what has been changed. Furthermore, application setup values and profile options could be changed at supplier sites, ICM will track those changes for you as well. All the change history will be presented not only online, but also in a XML Publisher report. Application Controls Monitoring (ACM) also provides a spread sheet upload feature for &quot;recommended values&quot;.
Manage Tax Globally – Common Architecture for rules and transactions across geographies and applications. Allows sharing of common configuration. Improve Operational Efficiency – Improving from a defaulting model to automatic tax calculation. Using the attributes of the transaction to determine applicability and calculation of the tax. End user no longer has to memorize or look-up wide range of tax codes. Global Business Insight – All tax transaction are now stored in one single repository. Opportunity to measure efficiency of tax rules and tax transactions. Provides auditability of tax transactions. More accurate and easier reporting. Reduce Risk – Manage the updating and overriding of tax on transactions through configuration. Ensures compliance and reduces audit concerns. Reduces manual intervention. Mitigate underpayment or overpayment of tax.
The 10 counties for which HR has added new localizations: Denmark, UAE, Finland, India, Kuwait, Mexico, Norway, Poland, Russia, Sweden “ 87%” figure based on… 2005 World GDP = US$44.4 Trillion Source: International Monetary Fund, via http://en.wikipedia.org/wiki/List_of_countries_by_GDP_(nominal) Oracle localization coverage = US$38.4 Trillion (Oracle apps cover the top GDP countries) Source: International Monetary Fund, via http://en.wikipedia.org/wiki/List_of_countries_by_GDP_(nominal)
This slide shows a portion of the line manager overview dashboard. Below the title there are the five standard parameters, from left to right: The effective date (the date the information on the dashboard is based on); The period. This defines the period of time that the change columns and the trend regions are based on; Compare to parameter. The change column can be based on either information in the prior period or on information in the prior year; The manager. All the information on the dashboard will relate to everyone reporting to this manager, but not the manager themselves. The manager is a hierarchy based on the primary assignment and it is possible to drill all the way down the hierarchy. Currency. Two reporting currency rates are available, one will normally be your enterprise currency rate (for example, USD), the other one could be the same currency, but using a spot rate set for the year, or it could be another currency, for example, Euros. All monetary values, in this case salary, are converted into the selected salary rate. Underneath the parameters are a number of lines of regions. The top left region is always the KPI region and it contains the KPIs (or measures) that relate to the dashboard. In this example we see: Employee headcount; Average years of service; Total salary; Average salary; Total annualized turnover. This is the turnover in the reporting period annualized up; Voluntary and involuntary annualized turnover. The annualized turnover for voluntary terminations. The determination of what is voluntary and what is involuntary is a set up step. The regions on the far right side are usually links regions, they contain links to reports that relate to the regions on that line. The top links region contains links to other dashboards that you have access to via your responsibility. It is possible to personalize any of the links regions apart from the top one. The remaining regions contain reports or graphs. It is possible to drill from some of the KPIs, region titles, manager names and some values. Generally KPIs and region titles drill to reports, drilling on the manager name takes you to a report with that manager’s view and drilling on values usually takes you a list report. Clicking on the “Employee Summary by Manager” title opens up the following report.
DBI for HRMS 7.0C or family pack A comprises the following content (i.e. dashboards, KPIs and reports): For line managers and human resource professionals we have Dashboards, KPI’s, and reports for: Employee workforce (headcount, salary and turnover); Contingent workers; Absence (duration and occurrences); For the Chief HR Officer we have: Workforce (headcount, salary and turnover) For the budget manager we have: Workforce budgeting (headcount and costs) For the benefits manager we have: Open enrollment (number of elections)
Using the progress report link, administrators can o btain a progress report for any global plan. The report can now be accessed for any plan after the group compensation process has run, during the allocation period, or after the compensation post-process has run. The report displays data dynamically based on real-time data.
[Read a few of the features] These are some of the key features and functions that will be new for R12, or a rollup from the last two mini-packs in 11i. More details are available in the What’s New presentation.
Chargeable Subcontracting – Shikyu is a type of outsource / contract manufacturing in Japan where an OEM sub-contracts subassembly activities to a Manufacturing Partner (MP). These items are marked “SHIKYU components” (i.e., component sent by OEM to MP). In EBS, the MP is set up as an inventory org. The OEM creates a PO and the SHIKYU process automatically creates and maintains the corresponding replenishment orders and tracks the WIP jobs and inventory on hand at MP (factoring in manufacturing and transit lead times). AP/AR netting is also enhanced so that the OEM only pays for the added value (assembly activity). Golden Tax Support – China (PRC only) mandates that VAT calculation, invoice generation, and reporting to tax authorities be done by Chinese certified software certified as “Golden Tax”. Through Oracle China and a partnership with Hangtian, a software company who is certified as “Golden Tax”, we are able to accommodate this. With R12, we offer a plug-and-play interface between Oracle AR and Hangtian tax software. This new module is called Golden Tax Adaptor. Once in Hangtian, the official VAT is computed and official VAT invoices as well as reporting of collected VAT to the Chinese tax authorities can be done. Information is then sent back through the Golden Tax Adaptor to Oracle AR where collection and accounting are actually done. Periodic Average Costing – E nhanced algorithms to support regulatory accounting compliance requirements in countries such as China/Taiwan and Brazil. for inter-org transfers. Per regulations, inter organization transactions must be costed identically in the shipping and receiving organizations. Deferred Revenue and COGS – One of the fundamental GAAP requirement is that revenue and its corresponding COGS must be recognized in the same accounting period. Prior to R12, COGS was immediately recognized on shipment of goods even though revenue recognition could be deferred to future periods. In R12, COGS is recognized and accounted in the same proportion as revenue recognized. Also, to specifically satisfy Japanese customers…It is customary in Japan NOT to start the invoicing flow BEFORE customer have formally accepted the shipped goods. OM will now offer through Order Information Portal (OIP), Sales Order Pad UI, or OM open interface a “record of customer acceptance”. Before being accepted the good are NOT invoiced and revenue is not recorded as well. To account for similar requirement in the US and globally, the feature also support invoicing before acceptance but REVENUE will not be recording before the goods are accepted. NOTE: This project is a sub feature of the overall Deferred Revenue & COGS. ________________ http://www.iht.com/articles/2005/08/04/business/small.php http://www.signonsandiego.com/news/business/20060411-0624-china-tradesurplus.html
Professional Buyer Work Center (for Centralized…) Requisition Processing Agreement and Order Mgmt Document Styles Multi-Org Access Control Contract Management Complex Contract Payments (e.g. retainage, advances, milestone, progress payments) Contract Expert Contract Repository MSWord Authoring Synchronization (also applies to Sales Contracts) Sourcing Optimization (New Product in11i.10+) Online bid analysis and scoring Award allocation rules Template-based contract authoring Supplier Management Supplier Self-Service Catalogue Authoring Supplier Qualification and Profile Mgmt Supplier Scorecarding
The biggest advancement is in the professional buyers work-center. Basically, this is the ‘next generation’ purchasing application. Designed to deliver a command and control environment where a buying professional can jump from any point in the procurement process to any other. The focus here is on the UI and the flow through the application. To learn more, you’ll have to go to the breakout session.
We’ll now switch to the ‘Lines’ tab, where we see that the PO line has been created from the information on the RFQ. The price for the Parking Lot Renovation Service is the negotiated price of $1,000,000. In order to see more information about this PO line, we need to click on the pencil icon shown in the ‘Actions’ column. This will take us to a details page for the line with more information such as the complex payment terms, etc.
This is the details page for the line. This page allows the user to capture several pieces of critical information for the Complex Services Contract. We’ll run through these briefly even though in our example we have most of this information captured from the sourcing event. Buyers can define a scope of work which is really the description of the service that is being procured. This can be captured either as the Line Description or can be attached as an external document. Complex Payment Terms for Financing, and Retainage are captured on the line. In our example for Financing, the Advance Amount and the Recoupment Rate are the negotiated values from the RFQ. Likewise for the Maximum Retainage Amount and the Retainage Rate. I would like to point out that these terms defined here apply uniformly to the entire progress payment schedule of this line. What this means is that the Retainage Rate of 10% is applied to all invoices submitted against pay items of this line. Similarly, the Recoupment Rate of 10% is applied to all Invoices submitted against pay items of this line. Further to this, certain attributes defined at the line behave as defaults onto the progress payment schedule. Billing details like the Charge Account, Accrue at Receipt, Project Information etc all act as defaults for the payment schedule and as each new pay item is created for the line, it assumes these values.
The screenshot shows the supplier scorecard reports. Supplier user can login to iSP and navigate to Intelligence subtab to access this page. Each supplier will only see their own data. Buying organization can customize this page to add or remove reports and KPIs.
One stop shop for “Manufacturing Operations Management” - ERP, Quality, Scheduling, Maintenance and MES Leverage “Best in class” integration infrastructure in Fusion Middleware to connect to other plant floor systems
Integrate G-Log with EBS – Currently G-Log v5.0 is sold “stand-alone” and integration with EBS is via APIs and consulting. With v5.5 (est 2006), G-Log will be integrated with EBS for several shipping/receiving and inventory management flows.
Enhanced New Product Intro Flow Easy to copy and propagate changes for BOMs across multiple organization to support global/outsourcing processes Enhance common BOM to control material attributes at local organization Embedded document operations for check-in/check-out and browsing for managing product unstructured information Product Information Management Data Librarian import workbench for managing source system mapping and cleansing (de-duping) product information during import Change Management for item operational attributes to manage item master data quality Views to: Transactional information from EBS External data sources
Complex MRO MEL/CDL* lists for acceptable flight configurations, including concessions Role-based UIs with configuration access control lists Rotable parts: planning linked to part reliability and flight schedules, serial number reservations *Minimum Equipment List, Configuration Deviation List
Integrated lifecycle management means than managing maintenance work, materials and MRO Purchasing..(Shot at point vendors who define “Asset Lifecycle Management” in this way. Believe me, they will have heard this from point vendors.) Lifecycle management means MRO information is integrated with enterprise data sources—design, construction, fixed assets, purchasing et al—to insure hat all impacts are considered when managing the asset lifecycle.
Customer Support In R12, the base product TeleService has been expanded with two new modules specifically to provide “internal” and “external” support. The Customer Support module is optimized for Providers to deliver services to “external” customers The Service Desk module is optimized for Providers to deliver services to “internal” employees (e.g., IT help desk) In either case, the Requester uses iSupport to initiate service requests and interact with the service Providers. Case Management A new module for Public Sector Manage complex cases and related activities and share info securely across departments or agencies Designed for investigative services (e.g., criminal investigation) and Health & Human Services Field Service Spares Management – 2 key areas of improvement: External (3 rd Party) Repair Execution New functionality to plan, execute and track repairs performed by external/3rd parties System automatically generates Move Order to send defective parts to provider and issues corresponding Purchase Order Currently, can only manage internal repairs Time Zone Support Basis of problem is time was traditionally represented in SERVER-time – which may or may not be the time zone of the user, which may or not be the time zone of the customer/incident, and which is further exacerbated with a single global instance R11i.10: Added USER-based time zone support – User sees everything in their time zone R11i.10 “Hidden”: Added LEGAL ENTITY-based time zone support – eliminates time gap differences as global companies close their books R12: Added INCIDENT-based time zone support – User sees everything in the time zone of the customer or incident Products effecter: Tele Service, Contact Center, Field Service, Scheduler, Contracts
So out of these groupings emerges a sort of CEO and executive agenda. How will you grow your business this year and in the coming years? The good news is that there are continued signs of global economic recovery. In fact, 80% of the world’s top corporate CEOs said in a recent survey that their primary objective has shifted from cost-cutting to revenue growth. And you see that focus reflected in this agenda. However that renewed focus on growth puts new demands on the business. [NEXT] ============================================= [ Note to Presenter: The next few HIDDEN slides elaborate on each of these agenda items. In most cases you can skip ahead -- because the next question, is if these are the things that CEOs care about, what standing does a software company have to talk about these things?]
Delivered Web Services : Change Sales Order XML Message Email Business Object Services Integration Repository Service Invoice Notification XML Message Location Business Object Services Organization Business Object Services Organization Contact Business Object Services Organization Customer Business Object Services Party Site Business Object Services Person Business Object Services Person Customer Business Object Services Phone Business Object Services Purchase Order Confirmation XML message Relationship Business Object Services Repair Order Service Show Sales Order XML Message Synchronize Chart of account code XML message Synchronize Exchange rate XML message Synchronize Fields XML message Synchronize Item XML message Synchronize Supplier XML message Synchronize Unit of Measure XML message Web Business Object Services Wf Agents Service
A web service is an application functionality that is turned into a “service” that can be consumed by other applications. In release 9, PeopleSoft CRM applications offer web services in the area of orders, leads, cases and customers. PeopleSoft FMS offers web services in the area of OFAC, Digital Signatures, Certified Documents, send and receive bill/invoice . PeopleSoft HCM offers web services in the areas of person, job data, photo, address, phone . PeopleSoft SCM will offerweb services in the area of procure-to-pay, vendor validation, and customers. BPEL or Business Process Execution Language is a standard language put forward by Oracle, IBM, Microsoft, and SAP to define composite Applications or process-centric Applications. It is an umbrella of standards and technology to reduce the cost and complexity of developing, deploying and managing a new class of connected applications. Using BPEL, customers can develop Business Processes that are portable across products from different vendors. Such portable processes eliminate the lock-in that customers faced when they used EAI or Business Process Management solutions from pure-play solution providers Oracle’s BPEL Process Manager provides a map between applications to orchestrate how the services created by an application should be used by other applications. These services can be consumed in a logical sequence or in parallel. BPEL Process Manager also provides portals/interfaces on each of the applications to receive or send the services. These portals/interfaces also work with web user interfaces to facilitate an action using a “service” and an external website. Oracle’s BPEL Process Manager is the only solution in the industry that offers advanced capabilities: Native BPEL Support rather than import-export translation of BPEL for performance and scalability Parallel Execution and Compensation to allow multiple steps to be executed in parallel with the ability to rollback or compensate steps across systems Can be used across different applications from different vendors Enables monitoring and messaging Can be used to integrate with web content Using web services and the BPEL Business Process Manager will help you: Link applications together to improve efficiencies of a business process Better inform decision makers with cross application information (better data/results/processes, better decisions) Deliver strong, automated controls over entire process (automating and integrating more of the process) Reconfigure app integration more easily than recustomizing software
Oracle’s BPEL Process Manager provides a map between applications to orchestrate how the services created by an application should be used by other applications. These services can be consumed in a logical sequence or in parallel. BPEL Process Manager also provides portals/interfaces on each of the applications to receive or send the services. These portals/interfaces also work with web user interfaces to facilitate an action using a “service” and an external website. Oracle’s BPEL Process Manager is the only solution in the industry that offers advanced capabilities: Native BPEL Support rather than import-export translation of BPEL for performance and scalability Parallel Execution and Compensation to allow multiple steps to be executed in parallel with the ability to rollback or compensate steps across systems Can be used across different applications from different vendors Enables monitoring and messaging Can be used to integrate with web content Using web services and the BPEL Business Process Manager will help you: Link applications together to improve efficiencies of a business process Better inform decision makers with cross application information (better data/results/processes, better decisions) Deliver strong, automated controls over entire process (automating and integrating more of the process) Reconfigure app integration more easily than recustomizing software
Top-to-bottom management of applications, middleware, database, and hardware – Not only does it cover the components, but it helps you mange them in the context of the greater apps system. e.g. The topology graph shown here, where the impact of a failure in one component is seen percolating up through the Apps system. Global management of test, development, and production systems – One ring to rule them all. Unparalleled depth of capabilities for managing Oracle Applications and technologies – This is the benefit of an all-Oracle solution. We leverage this to the point that some advanced database features (e.g. AWR) are licensed as EM features. Support for third party products – This includes common EBS integrated products such as Big IP load balancers and Cisco routers. Also, there’s quite a bit there for the competition. SQL Server, DB2, etc. Integration with third party management frameworks – e.g. OpenView. Very important where EM lacks functionality or mindshare.
Original Slide Notes: Customers have seen Release 12 through Customer Advisory Boards, Strategy Council meetings, and this is what they’re saying…
Top-to-bottom management of applications, middleware, database, and hardware – Not only does it cover the components, but it helps you mange them in the context of the greater apps system. e.g. The topology graph shown here, where the impact of a failure in one component is seen percolating up through the Apps system. Global management of test, development, and production systems – One ring to rule them all. Unparalleled depth of capabilities for managing Oracle Applications and technologies – This is the benefit of an all-Oracle solution. We leverage this to the point that some advanced database features (e.g. AWR) are licensed as EM features. Support for third party products – This includes common EBS integrated products such as Big IP load balancers and Cisco routers. Also, there’s quite a bit there for the competition. SQL Server, DB2, etc. Integration with third party management frameworks – e.g. OpenView. Very important where EM lacks functionality or mindshare.
A Few New Products: Sourcing Optimization Project Portfolio Planning Service Desk Case Management Clinical Data Repository Customer Loyalty Utility Biller Financial Consolidation Hub Healthcare Intelligence
