VCP Positioning Fo Distribution CPG

2006 Oracle Corporation Proprietary and Confidential
<Insert Picture Here>
Advanced Planning for Distributors

Enabling the demand driven adaptive planning process platform
Presenters Name
Presenters Title
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 Oracles
products remains at the sole discretion of Oracle.

Complex Multi-Tiered Supply and Distribution
Suppliers Finished
Growers
Raw
Manufacturers Product Mfgr
Materials
Brokers
les
Sa
g
eti n Distributors
rk
Ma
e v.
tD
duc
o
Pr Retailers
ri ng
c tu
fa
a nu Business
M
Distribution
Channels Web Direct Consumer Customers

Key Challenges for Distributors
Business trends forcing you to move to demand driven adaptive planning
EVOLVING CHALLENGES IMPACTS TO SUPPLY CHAIN
Continued distribution channel Move from static demand planning to demand sensing
growth with higher trade costs; and shaping
Capture demand signals more frequently and closer to the
difficulty in validating promotional point of sale drive to consensus demand number
claims Shape your demand with collaborative promotion planning -
analyze marketing data effectively
Market flooded with alternatives Implement real-time and collaborative CPFR and S&OP
at similar or lower price points processes
decreased brand loyalty
Holistic supply and distribution planning
Poor downstream demand Cross-enterprise synchronized view of demand signal
encompassing both supply and demand visibility
visibility resulting in out-of-stocks Account for all resource and material constraints
and excess inventory
Design more agile distribution networks aligned with
Consumer expectations for postponement and risk management strategies
greater variety of products; Multi-echelon postponement strategies
globalization forcing need to Lower supply chain costs and supply chain risk
explore new markets
Drive operational excellence
Distribution channels demand Plan, monitor, and adjust promos to ensure optimal spend
unique products and packaging Allocations
combinations

A Need for Change
Business trends forcing you to move to demand driven adaptive planning
Sense demand more accurately and get to one number
Shape demand through predictive trade planning and optimization
Respond rapidly through holistic supply and distribution planning
Design resilient supply networks aligned with postponement
Drive operational excellence and measure to improve

Why Is Demand Driven Important?
Tangible benefits!
Demand Driven leaders have:

15% less inventory
17% stronger order fulfillment
35% shorter cash-to-cash cycle times
Which translates to:

60% better profit margins
65% better EPS
2-3X the ROA
Source: AMR Benchmark Analytix

How
Delivers

Oracle Advanced Planning Solution
Complete, best-in-class e-business planning process platform
Trading Partners
Best in class Supply Chain Demand driven Operational Multi-Enterprise

Real-Time
Business Risk Management adaptive planning Excellence Collaboration
S&OP
Processes
Role-based Portals
Network
Design Demand Sensing
Integrated And Shaping
Postponement
Planning Optimization Holistic Preconfigured
Functions Supply Worksheets and
Promise, Workbenches
Planning
Distribute, and
Replenish
Execute to plan
Real-Time Demand Predictive Advanced

Strategic Global
Products Inventory Sales & Management Trade Supply Production Collaborative
Network Order
Optimization Operations & Advanced Planning & Chain Scheduling Planning
Optimization Promising
Planning Forecasting Optimization Planning
Platform Connectors Embedded

WFL Common planning Analytics
data model
Legacy
Future * E1 * EBS * ERP

What Distribution Customers Are Achieving
reduced inventory by $40M and forecast error by 35%
improved forecast accuracy and reduced planning cycle time
reduced number of warehouses from 23 to 9
reduced order fill rate from 55% to 95%
reduced inv. by $350M, rationalized carriers from 200 to 12
reduced inventories by 50% and stock outs by 25%
reduced inventories by 50% and planning cycle time by 20%
reduced inventories by 40% and planning cycle time by 86%

(1)
(1)Oracle
2006 KraftCorporation
Foods Europe
Proprietary and Confidential
Oracle Advanced Planning
Enables leading edge and transformational business processes
Demand driven adaptive planning

Sense demand more accurately and get to one consensus number
Shape demand through predictive trade planning and optimization
Global supply network design and risk management


Sense Demand Get to More Accurate Number
Improved demand management The first step to demand driven
Get real-time visibility to all demand signals
Sales, marketing customers, stores multiple units of measure and
currencies
Include point of sale information in real time
Move from a regimented periodic to a continuous demand planning
process
Forecast at a more detailed level store, shelf
Leverage advanced analytics to accurately predict

demand
Use any combination of quantitative or qualitative data to establish your
base line forecast
High precision statistical forecasting, no statistical background required
Superior Bayesian-Markov forecast analytics
Forecast based on attributes and characteristics such as color, size,
style, and so on
Get quickly to an improved consensus number

Use multi-dimensional analysis to adjust, allocate, and rollup
Collaborate with internal and external constituents
Workflow driven forecasting exceptions ensures responsiveness
Track changes through comprehensive audit trails
Capture contract win assumptions with assumption based forecasting

Sense Demand Accurately Predict Demand
Productivity enhancing UI
Configurable worksheets
Easily navigate display the data each
through user user needs to his job
defined hierarchies
Color coding provides

visibility to exceptions and
areas of interest
Configurable reports,
charts and graphs can
be displayed anywhere

Shape Demand Real-Time S&OP
Leverage more frequent POS data to drive supply-demand balancing decisions
Profitably balance supply, demand, and budgets

Make allocation decisions while trading off service levels and cost
Balance the needs of many customers in different channels
Examine throughput on the most critically constrained resources or
suppliers and profitability by product family
Workflow-driven collaborative planning

Enable a workflow driven multi-disciplinary collaborative process that
includes Manufacturing, Finance, Sales, Marketing, and external
stakeholders
Configurable planning platform adapts to business process
Web-based portal supports internal and external collaboration
Exception-based performance monitoring

Adjust demand or supply plan as conditions change
Drive continuous improvement
Create sales incentives and promotions to close gaps
Decisions drive ERP and supply chain execution

Integrate with EBS, E1, third party ERP

Shape Demand Real-Time S&OP
Leverage best-in-class Sales and Operations Planning from Demantra
Measure
All
Allthe
thedetailed
detailed Measureinternal
internalinputs
inputs
information and
informationyouyouneed
need provide
and
totomake
makethe
the provideincentives
incentivestoto
generate
RIGHT
RIGHTdecisions
decisions generatebetter
betterinputs
inputs
Automatically
Automaticallydetect
detect Improve
Improvedemand
demandvisibility
visibility
outliers
outlierswhile
while with customer
with customer
forecasting
forecastingfor
fornew
new collaboration
collaboration
product
productintroductions
introductions

Fuji Xerox, Asia-Pacific
Live on DP and ASCP since 2002

Company
A joint venture between Fuji Photo Film Co., Ltd and Xerox Ltd
A vast array of products - from network or standalone color and black-and-white
printers, multifunction devices, digital copiers to production publishing systems
Planning problem solved

Worldwide distribution planning and sales and operations Planning
Unique aspects of implementation

Powerful integration of supply/demand picture with Demand planning & ASCP
supply/inventory data
S&OP composite picture in real time during review sessions
Reduced planning cycle time by eliminating waste on spreadsheets
Reduced forecast errors by 35% via forecast process automation

Reduced inventory by $40M via global inventory visibility
Improved supplier collaboration
Shape Demand Predictive Trade Planning
Manufacturer Retailer / Coordinate trade promotions with

Channel Partners consumer marketing programs
Establish promotion
objectives (incl. ROI) Simulate scenarios to determine
achievable sales and ROI goals
Create and
approve Create reconciled plans at
budget corporate, account, category, and
product levels
Allocate Create Allocate trade funds and other
budget offer resources
Extend Calculate anticipated sales lift
Accrue as Review /
liabilities
offer to
Partner
accept offer
for including in sales forecasts
Enable field sales to adjust
Conduct activities projected account-level sales
- Manage displays
- Advertise
forecasts
- Sell product

Shape Demand Predictive Trade Planning
Identify the best consumer segments to engage
Leverage Data from Identify and Target

Across the Enterprise Segment Consumers Consumers
based on value
Improved
based on behavior Campaign
Responses
Market Analysis Data based on preferences
Understand Your Consumer Base Develop Targeted Promotions

Perform multi-dimensional segmentation Identify best product offers to build
leveraging demographic info, lifetime value, loyalty and strengthen brand
prior history / campaign responses, and so on Identify cross- and up-sell opportunities
Promote the Right Brands and Products to the Right Consumer

Shape Demand Promotions Optimization
Understand the financial and operational impacts of promotions and campaigns
Typical Demantra
AFDM
Accurately estimate base volume and
Brand
Cannibalization
components of promotional lift
Provides decomposition of incremental volume from
Pre and Post advertising, promotions or sales incentives
Promotion
Effect Granular lift analytics
Incremental Incremental volume lift coefficients maintained at lowest level
Brand
Growth
Promotion optimization
Competitive Simulate volume and profitability of future promotions
Brand
Switching Perform what-if analysis to understand the impact of varying
promotional tactics and price points
Optimize promotional events based on goals and constraints -
profit, revenue, units and constraints - budget, timing, retail
margin
Baseline Baseline
Decompose lift to understand cannibalization, pantry loading,
and halo effect

Drive future improvements based on past promotions performance
Attribute incremental sales Calculate promotion spend,

to individual promotions profitability, and ROI
Use metrics to determine Review completed promotions

cause of deductions to identify success factors

View promotion details View base, incremental volume,

and lift decomposition history, projected, and promotion
in a single screen Gantt in a single screen

Welchs
Live on Demantra Promotion Planning
Company
Leading producer of juices and jams

Promotion planning synchronized with demand planning

Sales reps drive forecasting process from trade promotion planning process
What-if scenario planning enables sales reps to test promotion before selecting it
Increased forecast accuracy at SKU level

Enables trade promotion planning to be integrated with RT S&OP
Reduced supply chain costs
Improved
2006 Oracle Corporation Proprietary HQ and sales planning productivity
and Confidential
Respond Holistic Supply and Distribution Pln
Cross-enterprise synchronized view of supply and demand
Plan all distribution holistically
All central and regional distribution centers, customer and supplier
facilities, and manufacturing facilities
Bills of distribution and transfer rules
Product family and item level planning
Demand Alternate components, resources, processes, suppliers, facilities, and
Planning ship methods
End-item substitution
Demand
Distribution Determine optimal supply allocation from
Planning plants to distribution centers using:
Fair share allocation
Inventory policy at multiple levels (max, target, safety stock)
Distribute Inventory rebalancing (circular sourcing)
Shipping method selection and load consolidation
Supply Global forecast -> local allocation of supply across distribution network
Automatically generate transfers

Multi-Plant
Create internal transfers
Planning
Create consolidated shipments
Integrated with Oracle Transportation Management for carrier and mode
selection
Automate replenishment
Suppliers manage your DC inventories
Manage your customers inventory

Respond Holistic Supply and Distribution Pln
Improve global distribution efficiency and service levels at lower cost
Distribution Planning Existing in 11i.10

Complete supply chain visibility
Bills of distribution and sourcing rules
Global forecasting
End-item substitution
Alternate components, suppliers, facilities, and ship methods
Model customer and supplier facilities
Supplier capacity constraints
Distribution Planning - Added in Release 12

Inter-organization load consolidation
Inventory re-balancing
Distribution focused productivity enhancements New Distribution Planner Workbench
Release and reschedule internal sales orders
Added new distribution planning specific exceptions
Trip under utilized, item with a projected stock-out, items below safety stock inventory level, items
below target inventory level, items above maximum inventory level, allocation constraint, planned
order uses an inventory rebalance source, item shipment consolidated to a later date

Fair Share Allocation Automation Rules
Define demand
Priority rules
Define supply
allocation rules
Assign allocation
rules
Define fair share

allocation plan options

Fair Share Allocation Analyze Global Plans
Distribution plan metrics

Allocation analysis and adjustments
Automated and comprehensive exception management

Load Consolidation
Distribute using load size constraints
Schedule transfers and ship early to utilize existing
loads
Delay shipments for target inventories until a load
is available
Release inter-organization transfer

Define shipment dates to transportation management for
limits per mode execution
of transport
Sourcing rules Truck

with multiple utilization
ship methods targets

Inventory Balancing
Push supply from central DCs and

plants through distribution network
Allocate and push inventory with safety
stock and target inventory levels
Safety stock levels determine minimum
requirements
Target inventory moves excess outwards from
plants and suppliers
Set maximum inventory levels for upper limits
Reduce inventory costs by rebalancing

before pulling additional supplies from
the central warehouse
Automate rebalancing via rules

Inventory Balancing
Inventory balance analysis

Inventory rebalancing exceptions

Distribution Planner Workbench
Improve planner productivity All key data in a single place
Global visibility of suppliers, demands, and

constraints for faster decision making
Improved planner productivity

Automate routine decisions for fair share allocation, load
consolidation, and inventory balancing
Exception management to enable planners to focus on the
real problems
Embedded distribution plan metrics
Comprehensive multi-dimensional analysis

Inbound and outbound shipments by organization in the
horizontal plan
Allocation decisions by customer and organization
Find opportunities to improve load

consolidation
Integrated with Oracle EBS
Release and reschedule both internal requisitions and
internal sales orders simultaneously

Distribution Planner Workbench
Improve planner productivity Built-in intelligence
Find opportunities to improve load consolidation

For Planners, Not Programmers
Get started quickly through out-of-the-box optimization
Make better decisions faster

Set min and max trip limits
Choose substitutes
Sourcing decisions
Exception management
Out-of-the-box optimization
Automate the selection of item substitutes and
alternate suppliers
Start quickly
Planners define the problem to solve
Flexible defaulting
Reduce planner workload

Plan summary
Planners most important exceptions
Planner personal queries

Adaptable Segment the Problem As Needed
One holistic plan for distributors
Adapts to your current

Distribution planning
for all Organizations business model
Single plan or multiple plans
One DPP, multiple MPS for manufacturers
with distribution networks Evolve planning model at your
DPP for all Distribution Centers
own pace
Re-configure easily by modifying
plan options instead of re-
MPS Org 1 MPS Org 2 MPS Org 3 implementing or re-modeling
Multiple Distribution Plans
Multiple models can co-exist
DPP for all Distribution Centers
DPP Org 1 DPP Org 2 DPP Org 3

Integrated With Oracle E-Business Suite
PROCESS
Consolidate Pick Release

Run distribution plan
Loads and Moves Ship Confirm
Select Modes
Adjust Allocations Track and Trace
and Carriers
Release trips
Book and Real-time
and create internal
Tender Loads Transportation Re-plan
sales orders
Oracle APS Oracle Transportation Oracle Shipping

Processes Management Processes Processes

Interceramic, Mexico and USA
Live on ASCP, IO, and DP since 2002
Company
Headquartered in Mexico, Interceramic produces, distributes, and sells through
company owned stores and franchises ceramic tile and other household fixtures.
Interceramic is one of the largest companies in the world dedicated to the production
and commercialization of ceramic floor and wall tile

Plans production, distribution, and retail replenishment

91 Distribution centers, stores, and franchises
4 Plant warehouses 7 Manufacturing plants
3000 BOMs, 100,000 SKUs
High automation of planning process

Improved customer service levels
Improved interdepartmental coordination
Improved
2006 Oracle Corporation Proprietary inventory visibility
and Confidential
Respond Demand Driven VMI
Increase customer brand loyalty by providing value added services manage
and replenish customers inventory
CUSTOMERS YOU SUPPLIERS
VMI Agreement VMI Agreement VMI Agreement VMI Agreement

(with customer) (with supplier)
Check
Send consumption inventory
advice status
Generate ship-to
level forecast and
replenishment plan
Receive items Receive items Ship items
Ship items
Pay on receipt/use Pay on receipt/use



Design Resilient Supply Networks
Account for variability, align with your postponement and risk strategies
Answer the tough questions:

What impact do changing costs have on my sourcing strategy?
What is the real total cost of outsourcing including the impact
on working capital and cash flow?
Where should my point of postponement be?
Where should I hold how much inventory, when?
How could I react to a disruption in supply due to unforeseen
events? Should I multi-source?
What are my most profitable channels or products to invest in?
What is the impact of mergers and acquisitions on my supply
network and capital asset budget?

Design Resilient Supply Networks
Manage supply chain risk with profitability and postponement in mind
Design supply chains that are resilient
Network modeling and alternates
Sourcing strategy
Cost modeling
Asset rationalization
Safety stock strategy
What-if simulations
Risk related to unplanned events
Network structure
Strategic Network Optimization (SNO) Sourcing rules Inventory Optimization (IO)
Network modeling and alternates
Leverage resiliency inSuppliers
your supply
and CMschain Modelresponses
fortactical distribution of variability
What-if simulations Mfg and Dis (demand, supply, lead time)
facilities Budget and capacity constraints
Cost modeling Shipment methods
Asset rationalization Time-phased min,
Risk related to max, and target
unplanned events service levels
Inventory policies
Target inventory levels
Identification of point of postponement

Design Your Network Holistically
It is important to do this more frequently
Key to perform more frequently

Merger and acquisitions are more common Have impact on locations
of your distribution centers and use of local transportation providers
Rapidly changing fuel costs
Consider the entire global virtual network

All distribution and manufacturing facilities
All geographies and markets
All sources and modes of transport
Evaluate sourcing strategies in the context of

net delivered cost
Analyze the effect on working capital and cash flow of increased lead
times due to outsourcing and off-shoring
Determine single versus multi-sourcing strategy
Consider the increased buffer stock needed to hedge against
increased variability
Rationalize your asset strategy for profitability

Determine right number of assets in supply chain and best locations
Consider all costs: opening and closing costs, inflows from salvage,
fixed and variable costs

Design Your Network Holistically
Consider all costs and constraints that impact the decisions
Suppliers Transportation Manufacturing Transportation Distributors Transportation Customers
Costs ($): Real and Penalty , Variable and Fixed Capacity Constraints (Hard and Soft)
Transportation (inbound, outbound) Supply constraints

Storage and inventory carrying costs Manufacturing constraints
Fixed costs (startup, shutdown, operating costs) Transportation constraints
Material supply Storage and inventory constraints
Manufacturing and labor Target service levels
Price (for profit optimization) Dynamic safety stock

Enable Fault Tolerant Supply Networks
Simulate planned and unplanned events
Suppliers Transportation Manufacturing Transportation Distributors Transportation Customers
Simulate unplanned events Determine risk mitigation strategies

Failures: suppliers, plants, warehouses, lines, Easily specify potential unplanned events and
transport evaluate their impact on their supply chain
Costs: increases and decreases in costs of labor or Understand the cost and disruption caused by
resources these events
Prices: increases and decreases in price due to Determine the best way to mitigate the impact at
competitive activity, market conditions, or currency lowest cost
fluctuations Incorporate contingency plans into the standard
Natural disasters: Hurricanes, port closures, planning process to ensure quick response
earthquakes

Account for All Variability
Take all variability and realities of your supply chain into consideration
Make better inventory investment

decisions by including variability
Demand variability
Demand Variability Supply variability
Lead time variability
Supplier lead time variability
Manufacturing lead time variability
Least Risk Service In-transit lead time variability
Lead Time Inventory
Levels and
Variability Investment
Strategy Budgets Account for the realities of your
supply chain
Capacity and lead time constraints
Alternate sources
Supply Variability Inventory budget constraints
Fulfillment lead times
Varying service levels per product,
customer, geography

Account for All Variability
Make profitability decisions based on total net delivered cost
Mexico Plant US DC Regional

US DCDC Customers
Regional Customers
Transfer LT = 3 d + 1 d Transfer LT = 4d
Processing LT = 4 d
China Plant US DC Regional

US DCDC Customers
Regional Customers
Transfer LT = 30 d + 6 d Transfer LT = 4d
Processing LT = 4 d
Local supplier: more dependable, shorter lead time Less hedge inventory
Offshore supplier: increased lead time and variability More hedge inventory
Increased inventory carrying cost may offset savings in total landed cost

Pillsbury Foods, USA
Live on Strategic Network Optimization
Company
Division of General Mills Corporation
Manufacturer of consumer food products

Capital asset rationalization problem
Project to rationalize distribution centers during merger of Pet Foods and
Pillsbury Foods

Complex analysis of distribution capacity
Reduced warehouses from 23 to 9

Held service levels constant despite reduction in facilities
Significantly reduced transportation costs


Drive Operational Excellence
Improve demand fulfillment through 24x7 constraint based order promising
Promise orders based on:

Material availability
Manufacturing capacity
Transportation capacity
Supplier capacity
Global statement of availability

All facilities, material, resources, and suppliers
Drive fulfillment decisions based on

demand and supply plans
Promise based on optimal supply decisions
Allocate available supply and capacity

By channel, customer, or product
Priority and stealing rules
Manage commitments to key customers

Re-schedule and re-sequence your backlog

Drive Operational Excellence
Continuous improvement via embedded supply chain analytics
Drive continuous improvement

Enable plan-execute-measure-improve
process
Proactive intelligence when you

need it
Role-based task-oriented dashboards
Out-of-the-box key performance
indicators and reports
Summary to detailed transaction
drilldown built in
Drive off a single source of truth

Global visibility to all performance metrics
and enterprise targets
Analysis and comparison of performance
trends

<Insert Picture Here>
Summary

Oracle Advanced Planning Solution
Complete, best-in-class e-business planning process platform
Trading Partners
Best in class Supply Chain Demand driven Operational Multi-Enterprise

Real-Time
Business Risk Management adaptive planning Excellence Collaboration
S&OP
Processes
Role-based Portals
Network
Design Demand Sensing
Integrated And Shaping
Postponement
Planning Optimization Holistic Preconfigured
Functions Supply Worksheets and
Promise, Workbenches
Planning
Distribute, and
Replenish
Execute to plan
Real-Time Demand Predictive Advanced

Strategic Global
Products Inventory Sales & Management Trade Supply Production Collaborative
Network Order
Optimization Operations & Advanced Planning & Chain Scheduling Planning
Optimization Promising
Planning Forecasting Optimization Planning
Platform Connectors Embedded

WFL Common planning Analytics
data model
Legacy
Future * E1 * EBS * ERP

Sense demand more accurately and get to one number
Shape demand with predictive trade planning and optimization
Design resilient supply networks aligned with postponement
Measure to drive continuous improvement

Q&
A
Q U E S T I O N S
A N S W E R S


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2006 Oracle Corporation Proprietary and Confidential

<Insert Picture Here>

Advanced Planning for Distributors

2006 Oracle Corporation Proprietary and Confidential

2006 Oracle Corporation Proprietary and Confidential

EVOLVING CHALLENGES IMPACTS TO SUPPLY CHAIN

2006 Oracle Corporation Proprietary and Confidential

Sense demand more accurately and get to one number

Shape demand through predictive trade planning and optimization

Respond rapidly through holistic supply and distribution planning

Design resilient supply networks aligned with postponement

Drive operational excellence and measure to improve

2006 Oracle Corporation Proprietary and Confidential

Demand Driven leaders have:

Which translates to:

Source: AMR Benchmark Analytix

2006 Oracle Corporation Proprietary and Confidential

2006 Oracle Corporation Proprietary and Confidential

Best in class Supply Chain Demand driven Operational Multi-Enterprise

Real-Time Demand Predictive Advanced

Platform Connectors Embedded

2006 Oracle Corporation Proprietary and Confidential

improved forecast accuracy and reduced planning cycle time

reduced number of warehouses from 23 to 9

reduced order fill rate from 55% to 95%

reduced inv. by $350M, rationalized carriers from 200 to 12

reduced inventories by 50% and stock outs by 25%

reduced inventories by 50% and planning cycle time by 20%

reduced inventories by 40% and planning cycle time by 86%

Demand driven adaptive planning

Global supply network design and risk management

2006 Oracle Corporation Proprietary and Confidential

Leverage advanced analytics to accurately predict

Get quickly to an improved consensus number

2006 Oracle Corporation Proprietary and Confidential

Color coding provides

2006 Oracle Corporation Proprietary and Confidential

Profitably balance supply, demand, and budgets

Workflow-driven collaborative planning

Exception-based performance monitoring

Decisions drive ERP and supply chain execution

2006 Oracle Corporation Proprietary and Confidential

2006 Oracle Corporation Proprietary and Confidential

Live on DP and ASCP since 2002

Planning problem solved

Unique aspects of implementation

Reduced forecast errors by 35% via forecast process automation

Manufacturer Retailer / Coordinate trade promotions with

2006 Oracle Corporation Proprietary and Confidential

Leverage Data from Identify and Target

Understand Your Consumer Base Develop Targeted Promotions

Promote the Right Brands and Products to the Right Consumer

2006 Oracle Corporation Proprietary and Confidential

2006 Oracle Corporation Proprietary and Confidential

Attribute incremental sales Calculate promotion spend,

Use metrics to determine Review completed promotions

2006 Oracle Corporation Proprietary and Confidential

View promotion details View base, incremental volume,

2006 Oracle Corporation Proprietary and Confidential

Live on Demantra Promotion Planning

Planning problem solved

Unique aspects of implementation

Increased forecast accuracy at SKU level