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Table of Contents
1. 2.
3.
4.
4.2.
4.2.1. 4.2.2. 4.2.3.
4.3.
4.3.1. 4.3.2.
5.
5.2.
5.2.1. 5.2.2. 5.2.3. 5.2.4.
5.3.
5.3.1.
6.
ii
Streamline approval processes and improve internal control __________________________________________ 15 Faster review and payment for complex contract payment ___________________________________________ 15 Increase productivity of shared service users by leveraging Multi-Organization Access Control ______________ 16 Advanced Authoring in Contract Repository ______________________________________________________ 16
6.2.
6.2.1. 6.2.2. 6.2.3. 6.2.4. 6.2.5.
6.3.
6.3.1. 6.3.2. 6.3.3.
7.
7.2.
7.2.1. 7.2.2. 7.2.3.
7.3.
7.3.1. 7.3.2. 7.3.3.
8.
8.2.
8.2.1.
8.3.
8.3.1.
9.
9.2.
9.2.1. 9.2.2. 9.2.3.
9.3.
9.3.1. 9.3.2. 9.3.3.
10.
10.1.
iii
11.
11.1.
11.2.
11.2.1.
iv
1.
Disclaimer
This Release Value Proposition (RVP) describes the key benefits of select product features proposed for the specified release of the Oracle E-Business Suite. This document describes new or changed functionality between E-Business Suite 11i.10 and 12.1. It is intended solely to help you assess the business benefits and value of upgrading to the specified release of the Oracle E-Business Suite. This document in any form, software or printed matter, contains proprietary information that is the exclusive property of Oracle. Your access to and use of this confidential material is subject to the terms and conditions of your Oracle Software License and Service Agreement, which has been executed and with which you agree to comply. This document and information contained herein may not be disclosed, copied, reproduced or distributed to anyone outside Oracle without prior written consent of Oracle. This document is not part of your license agreement nor can it be incorporated into any contractual agreement with Oracle or its subsidiaries or affiliates. This document is for informational purposes only and is intended solely to assist you in planning for the implementation and upgrade of the product features described. 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 in this document remains at the sole discretion of Oracle. Due to the nature of the product architecture, it may not be possible to safely include all features described in this document without risking significant destabilization of the code.
11BPurpose of Document
2.
Introduction
2.1. Purpose of Document
This document describes the value associated with the new features and enhancements that are planned for Oracle E-Business Suite Release 12.1 (inclusive of features and enhancement from Release 12). It is a roadmap that is intended to help you assess the business benefits of Release 12.1 and plan your information technology (IT) projects and investments. The new features and enhancements included in this document are grouped according to business process to better demonstrate how solutions can help you optimize your business. Our goal is to ensure that you leverage technology to its fullest to increase the efficiency and effectiveness of your operations. Please note that the final release may not include every feature discussed in this document, and a specific feature may become part of a different application or have a different product name from that cited in this document.
2.2.
Reference Documents
Name Location Completion Date
11BPurpose of Document
3.
Reduce Spend on Goods & Services Streamline Procurement Processes Enforce Policy Compliance
12BReference Documents
3.1.
3.2.
3.3.
4.
Improved Content Management Advancements in Requester Driven Procurement User Interface Upgrades
4.1.
tools have also been introduced to allow supplier to carry out online management of their own content enabling them to submit price and item updates which will be routed for approval to the right person in the buying team.
4.1.1.
4.1.2.
4.1.3.
4.2.
4.2.1.
4.2.2.
4.2.3.
Position based hierarchies allow organizations the flexibility to create reporting structures that remain stable regardless of personnel changes. Through the use of Parallel Approvals, organizations can speed the approval process by routing a requisition to multiple approvers simultaneously. FYI Notifications allow key individuals or business roles to be kept informed of purchasing decisions and a new graphical view of the approval chain ensures clarity of the requisition status.
4.3.
4.3.1.
4.3.2.
Sorting capability - Users can sort on the results returned from the LOVs
Additional search criteria - Users can search for the values in the LOVs using new search criteria customized for each LOV Additional information displayed - Additional information is displayed wherever appropriate to provide relevant information
5.
Reduce the supplier administration burden Increase supplier efficiency Achieve best practices
5.1.
10
master is full of duplicate and redundant records, this task becomes even more onerous for that team. This burden can be dramatically reduced by enabling new suppliers to register themselves online and for existing suppliers to maintain their own details through a selfservice portal. Suppliers benefit because they are able to access and check their own profile information and for buyers, they no longer need to deal with the continuous stream of faxed and emailed changes. Release 12 includes significant improvements to the existing Supplier Management tools available to suppliers and buyers in iSP to further improve the benefits from this feature.
5.1.1.
5.1.2.
11
5.1.3.
5.1.4.
5.2.
12
5.2.1.
Progress payments Advances and recoupment of advances Retainage and retainage release
Release 12.0 supports the acquisition of complex services by allowing buyers to author, negotiate, execute and monitor complex contract payment arrangements like progress payments, advances and retainage. In turn, suppliers can use iSP to check the details of these complex contracts and submit online work confirmations. As work is performed and as certain deliverables or milestones are achieved, suppliers can make periodic requests for payment. These requests will automatically be routed to those who are qualified to certify the work and once the work confirmation has been approved, an invoice may be automatically generated. To assist suppliers, the system will automatically apply the appropriate financing terms to ensure that advances and retainage rates are adhered to and that recoupment is done at the pre-negotiated rates. This greatly helps suppliers with their invoicing since they can review all of the details online and confirm the expected payment.
5.2.2.
5.2.3.
13
from original orders. Usually suppliers will call up the Payables department in order to request or check these details. Improvements have been made to all of the inquiry pages available to a supplier so that they are better able to self-diagnose status and detail information. More detailed information is available and better use of hyperlinking ensures that suppliers can trace from payment to invoice to receipt to shipping notice to order.
5.2.4.
5.3.
5.3.1.
Scorecard Sharing
Buyers can now share quantitative performance measures with suppliers in order to provide them feedback on their performance relative to their peers. By exposing key Daily Business Intelligence KPI's with a supplier, the buyer will be able to engage the supplier in a proactive discussion about current performance and potential areas for improvement. Over time, both parties will be able to track the changes in results as part of a process of continuous improvement.
14
6.
6.1.
6.1.1.
6.1.2.
15
6.1.3.
6.1.4.
16
6.1.4.2. Standardized Terms and Conditions on Contracts As contracts are being drafted, your employees may not be starting with the most up-todate or authorized contract language. Often employees will copy past contracts or use their own templates rather than templates that have been reviewed and approved for use by the legal department. In Release 12.1, employees using the Contract Repository can leverage Contract Templates and Terms Library Integration to create standalone contracts in the Contract Repository based on standard templates and clauses defined in the contract terms library. The result is that the contract creation process is standardized and takes significantly less time. 6.1.4.3. Contract Drafting Automation Contract Expert is a rule-based contract creation configurator that assists contract administrators in authoring complex contracts. Companies can define their business policy rules that govern the contract clauses to be included. During authoring, Contract Expert takes users through a contract creation questionnaire and automatically adds needed clauses based on the previously defined policy rules. In addition to user answers, policy rules can also be based on the business terms and other values negotiated for the contract, such as customer classification and contract amount. For example, company policy may dictate additional clauses to be included in contracts if the party is located in a specific foreign country. Contract Expert further enhances Contract Repository for users across the enterprise to author standards-compliant contracts with minimal legal department supervision. Contract administrators can choose to remove the clauses brought in by Contract Expert or select alternates during negotiation. However, these changes are flagged as deviations during the approval process, ensuring proper scrutiny of all non-standard clauses. Contract Expert rules are defined in the terms library. Rules can be applicable to specific templates or applied globally for all contracts authored in the organization. 6.1.4.4. Microsoft Word Synchronization Procurement Contracts provides all the necessary tools for authoring contracts that conform to your corporate standards. However, it is often convenient to edit the contract offline in a word processor to work with the document in a familiar format and easily see changes (redlining). In Release 12.1, the Contract Repository now supports Microsoft Word Synchronization including import of the Word document and the synchronization of the changes with the structured contract terms stored in the system. Modifications to the original contract can be reviewed before changes are accepted. Policy rules for mandatory and protected clauses are enforced during import, and all clauses modified in Word are marked as non-standard in the system. Microsoft Word Synchronization accelerates the contract collaboration process involving the sales representative, contract administrator, legal and customer. 6.1.4.5. Faster Review of Contract Deviations from Standards Business terms may be modified during contract negotiations, resulting in deviations from company standard policies. In Release 12.1, deviations in negotiated business terms are also reported in addition to clause deviations to ensure proper visibility during review and approvals. Business practice organizations can setup these policy rules and enforce them across the enterprise. Contract Standards and Deviations are reported together with other clause deviations in a single report that can be included for approvals. This easy-to-read report of the non-standard terms and conditions for approvers will speed time to contract and improve internal control.
17
6.1.4.6. Enterprise Contract Search The most basic benefit of contract lifecycle management systems versus the traditional filing cabinet approach to contract management is the improved visibility to all of the enterprises contracts. Business and legal users ability to effectively search through a contract repository is critical. In Release 12.1 the Contract Repository leverages Oracles Secure Enterprise Search to perform full-text queries in conjunction with structured data queries. Secure Enterprise Search provides flexibility to match user entered keywords to search both structured text, such as contract terms, and unstructured text, such as text contained in attached documents. Additional structured contract attributes may be used to further refine the search, and include: contract number, contract name, supplier/customer/party name, contract status, start date, and end date.
6.2.
Reduce time-to-contract
Accelerate negotiations and therefore reducing time-to contract by leveraging parallel negotiations, Automated Microsoft Word Synchronization and flexible workflow.
6.2.1.
6.2.2.
6.2.3.
23BReduce time-to-contract
18
functionality allows users to submit the draft clauses for approval along with the contract template as one approval workflow. This allows approvers to simultaneously approve the contract template and its clauses in a single step.
6.2.4.
6.2.5.
6.3.
6.3.2.
19
11i10 of Procurement Contracts enabled buying organizations to authenticate users identity by requiring users to re-enter usernames and passwords when signing contracts electronically. A new alternative is to validate users unique digital certificates, normally issued by a Certification Authority. This enhanced electronic signature process can be enabled in the existing workflow approval process. Signed documents are kept in an evidence store in case of future disputes. The Oracle technology underlying this feature is in compliance with recognized industry standards, such as PKCS7 (based on X.509 certificates) and CFR 21.
6.3.3.
20
7.
Automate Entire Procure-to-Pay Cycle Improve Supply Base Management Adapt to Any Purchasing Practices
7.1.
21
7.1.1.
22
company details and the terms and controls that are used to manage the trading relationship. General and site level setup parameters are now available on a single page and work has been done to rationalize the organization of setup preferences across fewer tabs to allow administrators quicker access to information. In addition, a new Quick Update page gives each administrator access to an initial summary page that can be personalized to suit the needs of their role. For those companies that have enabled supplier access to their profile information through the Portal, the Supplier Profile Management tools have been integrated into the Setup UI pages, affording administrators a single view of a supplier's setup and any pending updates that have been provided by the supplier to the buying organization. The new Supplier UI also includes a Survey section that provides administrators with access to the results of questionnaires that were created using iSurvey and which the supplier had been asked to complete, either during self-registration or as part of profile maintenance through the Portal. Security controls are incorporated into the Setup UI so that companies can limit an administrators access to specific tabs within the supplier setup. This feature is key for assisting companies to comply with the separation of duties elements of the SarbanesOxley legislation.
7.2.
Centralize supplier and item data to ensure consistency across procurement processes. Increase contract utilization across business units via sharable agreements. Extend purchasing to suppliers & internal groups through full advanced procurement integration. Reduce overhead by providing prospective suppliers with self-service registration. Eliminate processing of routine supplier change orders / requests with automated exception handling.
7.2.1.
23
7.2.1.1. Position Hierarchy based Approvals Position based hierarchies allow organizations the flexibility to create reporting structures that remain stable regardless of personnel changes. Enterprises already using position hierarchies via Oracle Approval Management can immediately leverage those hierarchies for the requisition approvals process. 7.2.1.2. Parallel Approvals Parallel Approvals functionality gives enterprises the option to speed up the approvals process by routing a requisition to multiple approvers simultaneously. 7.2.1.3. FYI Notifications Certain individuals or business roles need to be kept informed of purchases and decisions, but do not necessarily need to take action against that notification. Release 12.0 provides new functionality to allow certain individuals or roles to review the purchases, but do not require any response from the recipient.
7.2.2.
7.2.3.
24
measures vary from lot to lot or from one transaction to the next. The dual unit of measure support that had been available only for Oracle Process Manufacturing enabled organizations is now available for all Inventory organizations. Thus, if a user chooses to enable dual unit of measure control for a given inventory item, Oracle Receiving will now require quantity entry in two units of measure according to the defaulting rules set up at the item level.
7.3.
Achieve global savings via center-led procurement. Drive compliance and reform spending behavior by enforcing purchasing contracts and policies enterprise-wide. Integrate with legacy and supplier systems by leveraging an open architecture.
7.3.1.
7.3.2.
7.3.3.
25
8.
Maximize Preferred Supplier Savings Eliminate Over-billing and Over-runs Create Visibility into Services Spending
8.1.
Create and Enforce Better Agreements by Centralizing Master Services Contract Management Standardize Purchasing Processes of All Services via Flexible Services Provisioning Processes Apply Negotiated Rates to Every Requisition by Leveraging Approved Supplier Lists Control Off-Contract Services Spend with Configurable Contractor / Service Request Lower Processing and Relationship Management Costs Through Online Supplier Collaboration
28BMaximize Preferred Supplier Savings 26
8.1.1.
Acknowledge or Sign the contract before starting work Change requests including changes to the progress payment schedule Request to confirm work (See the Work Confirmation Section above) Request to release advance payments Request to release progress payments
8.1.2.
8.2.
27
8.2.1.
8.2.1.3. Retainage and Retainage Release Retainage represents funds withheld from payment to ensure that the supplier finishes work as agreed. The buying organization releases these funds only after verifying that the contractor has fulfilled all contractual obligations. Retainage is also called retention or contractual withholds. With Release 12, contract administrators can negotiate retainage terms with the supplier and capture these as a part of the contract. These terms include the Retainage Rate and Maximum Retainage Amount. At the end of the project or when the agreed criteria are met, the withheld amount can be released upon receipt of a retainage release request from the supplier.
28
8.3.
8.3.1.
29
9.
Streamline Sourcing Processes Enforce Compliance and Reduce Risk Achieve Sustained Savings
9.1.
9.1.1.
30
if analysis of different award scenarios, and view side-by-side comparison of all elements of supplier responses.
9.1.2.
9.1.3.
9.2.
9.2.1.
31
Sourcing, organizations can now evaluate suppliers bids in two independent stages based on the technical and commercial parts of the bids. The first stage includes the technical evaluation of all responses to questions and parameters pertaining to the technical aspects that are used by the sourcing organization to evaluate the technical feasibility and capabilities of the suppliers. During this stage, commercial aspects remain sealed so that they do not influence the decision making process. For bids that fail the technical evaluation, the commercial part will remain sealed. Evaluators can then analyze the commercial aspects (such as price and delivery terms) for those bids passing the technical stage. By adding support for two-stage RFP in Sourcing, organizations can help ensure a more impartial evaluation of supplier bids based on the independent evaluation of the technical capabilities and then the commercial terms of a suppliers bid.
9.2.2.
9.2.3.
9.3.
32
9.3.1.
9.3.2.
9.3.3.
33
EMEA
10.1. EMEA
Regulations in Europe and Middle East require that certain sourcing events follow a structured 2-part bidding process which unseals pricing only for those suppliers that have had their technical competence and eligibility formally determined. With Release 12.1 Sourcing supports these requirements.
10.1.1.
Sourcing
In certain global markets, government organizations and some private sector enterprises often follow a formal two-stage negotiation process. The two-stage evaluation process requires the submission of bids from suppliers that can be evaluated based on technical and commercial aspects separately to help ensure fair evaluation of supplier bids. In Sourcing, organizations can now evaluate suppliers bids in two independent stages based on the technical and commercial parts of the bids. The first stage includes the technical evaluation of all responses to questions and parameters pertaining to the technical aspects that are used by the sourcing organization to evaluate the technical feasibility and capabilities of the suppliers. During this stage, commercial aspects remain sealed so that they do not influence the decision making process. For bids that fail the technical evaluation, the commercial part will remain sealed. Evaluators can then analyze the commercial aspects (such as price and delivery terms) for those bids passing the technical stage. By adding support for two-stage RFP in Sourcing, organizations can help ensure a more impartial evaluation of supplier bids based on the independent evaluation of the technical capabilities and then the commercial terms of a suppliers bid
34BEMEA
34
11.1.1.
Sourcing
11.1.1.1. Complex Contract Payments
Services procurement often contains progressive payments to contractors. Complex Contract Payments addresses this area by enabling suppliers to bid on payment schedules and/or propose their payment schedule, enabling review by business users, and creating agreements with such schedules automatically against which they can request payment in iSupplier Portal. This benefit business users by expediting awards, making transparent aspects of the payment schedule so the highest-value bid is awarded, and finally reduces administrative cost from the entire process.
11.1.2.
iSupplier Portal
11.1.2.1. Complex Contract Payments
Services procurement often contains progressive payments to contractors. Complex Contract Payments addresses this area by enabling suppliers to create and view work confirmations and request payments, routes the request to business users, and releases payment automatically. This benefit business users by removing purchasing buyer bottlenecks from the process, improves the effectiveness of procurement, and reduces the workload.
35
11.2.1.
Sourcing
11.2.1.1. Two Stage Evaluation of RFP
In certain global markets, government organizations and some private sector enterprises often follow a formal two-stage negotiation process. The two-stage negotiation process requires the submission of bids from suppliers that can be evaluated based on technical and commercial aspects separately to help ensure fair evaluation of supplier bids. In Sourcing, organizations can now evaluate suppliers bids in two independent stages based on the technical and commercial parts of the bids. The first stage includes the technical evaluation of all responses to questions and parameters pertaining to the technical aspects that are used by the sourcing organization to evaluate the technical feasibility and capabilities of the suppliers. During this stage, commercial aspects remain sealed so that they do not influence the decision making process. For bids that fail the technical evaluation, the commercial part will remain sealed. Evaluators can then analyze the commercial aspects (such as price and delivery terms) for those bids passing the technical stage. By adding support for two-stage RFP in Sourcing, organizations can help ensure a more impartial evaluation of supplier bids based on the independent evaluation of the technical capabilities and then the commercial terms of a suppliers bid. 11.2.1.2. Post a Negotiation Synopsis to External Website
Buying organizations can publish negotiation summary information to their organizations external website to allow potential suppliers to view upcoming and current negotiations and register if interested. For example, Public Sector entities may be legally required to advertise sourcing events for goods and services. This capability is also useful for organizations that are trying to obtain new vendors or broaden participation. Buyers can publish a customizable subset of information from their negotiations to their external web site using an automated, secure, and audited approach. A PDF of the negotiation can also be made available for download.
36