Oracle Advanced Planning Solution
Enables best-in-class processes through best-in-class products
ADVANCED PLANNING
RISK MANAGEMENT
• Oracle Strategic Network Opt.
• Oracle Inventory Optimization
DEMAND SIGNAL MGMT
• Oracle Demand Signal Repository
BUSINESS PLANNING & PROCESS MGMT
• Oracle Advanced Planning Command Center
SALES AND OPERATIONS PLANNING
• Demantra Real-Time Sales & Operations Planning
• Oracle Strategic Network Optimization
PROMOTION MANAGEMENT
• Demantra Predictive Trade Planning
• Demantra Trade Promotion Opt.
SENSE AND SHAPE DEMAND • Demantra Deduction & Settlement Management
• Demantra Demand Management
• Demantra Advanced Forecasting and Demand Modeling
OPERATIONAL EXCELLENCE
DISTRIBUTION AND SUPPLY PLANNING • Oracle Global Order Promising
• Oracle Advanced Supply Chain Planning • Oracle Collaborative Planning
• Oracle Production Scheduling
AFTER MARKET SERVICE PLANNING
• Oracle Service Planning
(1) Integration coming in May08 with Demantra 7.2.1
 Coordinated Sales & Operations Planning
Leverage Information to Profitably Balance Demand, Supply & Budgets

Shift from Reactive to Real-Time Proactive

• Combine demand, supply, product, & mgmt S&OP Process
reviews into a web-based, collaborative process
• Examine throughput on the most constrained
resources and profitability by product family
• Determine allocations by balancing service vs. cost Demand Product
Review Review
• Drive decisions into execution & monitor performance Management
Review

Shape
Further Shape and React to Demand
Respond
• Shape demand by managing product introductions Sense
and sales incentives / promotions
• Adjust demand / supply plans as conditions change
Execute / Supply
Measure Review
Utilize Best-Practice Templates That Easily
Adapt to Specific Business Requirements

CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
 Automate Consensus Planning
Inclusive consensus process improves plan quality and
acceptance
Sales: Plan by Product Line Marketing: Plan by Region • Create consensus plan through
Sales Reps Asia Americas continuous collaboration across
sales, marketing, finance, supply
chain and customers
Sales • Each participant gets tailored view
Mgrs
– Configurable worksheets
Marketing
Forecast – Offline mode
Sales – Comprehensive audit trail
Forecast

• Consensus based on inputs and

weightings from groups
Operations
Forecast • Combine top down business planning
Finance
Forecast with precise bottom up forecasts
Plant
– Interactive simulation
Mgrs
Manufacturing: Plan by Plant Finance: Budget in Dollars • Automate process with workflow
– Send reminders
– Task notifications in dashboard

CONFIDENTIAL:
August 21, 2006 All capabilities and dates are for planning purposes only and may not Oracle
be usedCorporation
in any contract
- Confidential
 Predictive Trade Planning & Optimization
Shape Demand: Influence Who Buys What Products, and When

4000
Past Future • Profitably optimize future promotions
3500
by incorporating promotional effects
3000 (e.g. cannibalization and halo)
Cannibalization
2500 Pre- and post-effects
Cases

Competitive switching
2000
• Influence product purchases based on
Category growth
1500 Baseline production capacity and inventory
Actual
1000

500 • Collaboratively manage all funds,

0 Cannibalization sales, and account planning
Period 1 Period 6 Pre- and
Period 11
post-effects
Competitive switching
Cannibalization Category growth • Integrate analytics with baseline
Pre- and post-effects Baseline forecast and lift calculations to predict
Competitive switching Actual and monitor trade fund spending
Category growth
Baseline
Actual
Period 6 Period 11

CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
 Strategic Network Optimization
Design Supply Chains for Resiliency to Reduce Risk

• Manage global risk more effectively by

anticipating supply & demand fluctuations

• Increase profits thru asset rationalization

- Model supply chain to determine optimal mix and
location of facilities and equipment
- Analyze scenarios via geographical visualization

• Reduce costs through dynamic sourcing

- Leverage network plan to improve sourcing,
Graphical Simulation of Network
inventory, and replenishment strategies

Continuously Evaluate the Cost / Revenue Impact of

Global Supply and Fulfillment Decisions

CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
Service Supply Chain
Must manage both forward and reverse material flows

Customers

Supplier
(Repair)

Repaired In repair

Service Regional DCs Central DC

Supplier
technicians
(New Buy)

On-hand Consigned

Repair depot
Material flow of good spares
Material flow of defective spares
6
Oracle Service Parts Planning
Key capabilities
• Simultaneously forecast, replenish and
redistribute your service parts across your
service supply chain
• More accurately forecast your service parts
– Demantra statistical forecasting engine inside for highest
accuracy
– Account for intermittent, seasonal, and fast moving demand
patterns
– Leverage composite forecasting (shipments, usages, returns)
– Use service failure rates

• Optimize the replenishment and redistribution

of parts across the extended service network,
integrated with Service Execution
• Integrate with other Advanced Planning
products for additional business processes
– Manage spare parts at customer locations (via CP)
– Manage service contract customer demand (via Dem DM)
– Manage targeted service levels and budgets (via IO)
– Produce parts in manufacturing facilities (via ASCP)

7
 Simultaneously Forecast, Replenish and Distribute
Single planning process and UI for highest productivity and fastest analysis

Items, Failure Rates,

Supersession Chain

Worksheet
Preferences

Supply-Demand
Graphs
Forecast

Comments Exceptions

8
The Great Information Divide Still Exists
How do the supply chain executives get access to actionable information?

Volatilit Complia Chao Operational Efficiency

y
Virtualiza nce Uncertain
Ris s Risk management and
tion k ty
Globalizat Consolidati Compliance
Continuous
ion on Innovation
Emails, Phone Spreadsheets,
calls Reports

Manual Co-ordination Across Functional Groups

SN ASC DM PS IO DRP
O P

• Typically, they don’t have access to correlated and aggregate planning data unless it is presented in
a comprehensive spreadsheet or on paper
• Often, the decision is made to design and build a custom data warehouse that has no integration to
the source of the data and that is a limited representation of the data
• Supply chain executives have no time to learn power user interfaces that were developed for
purposed planning applications
9
 Oracle Advanced Planning Command Center
Key capabilities

Planning Analytics for Supply Chain Decision Makers

• Get the right answers

Analyze
• Self service, pre-built
• Rich content and KPIs
Analytical
• Seamless integration
Data with planning apps Pre-Built Dashboards and
Reports
Analyze and compare scenarios and plans
Business scenario planning
• Decide which scenarios Plans and Archived
to plan Plans

Plan
• Compare baseline to Execute Archive plans
scenarios
alternative scenarios Scenario and
• Assign scenarios to Activity
planners for execution Management

Execute automated processes

Planning process automation

Orchestrate
• Notify constituents of Preconfigured Planning
assigned activities Processes Forecasting Supply Planning
• Link processes for manual
or automated execution
• Auto-archive plans Web Service enabled
Planning Processes

10
Compare Scenarios – Cut across Planning
Enable holistic view of supply chain performance and drill down to details

Demand Supply from Inventory

from DM ASCP or SNO from IO

Demantra Advanced Inventory

Demand Supply Optimization
Management Chain
Planning 11
 Sales and Operations Planning Dashboard
Enable executive level S&OP analysis for demand, supply, inventory, and profit

Analyze profit
and loss
Compare alternate
scenarios

Analyze key
Planning metrics
Analyze constrained
forecast

12
 Rapid Planning
Requirements

• Ability to rapidly evaluate key supply chain planning what-if

scenarios. For example:

Scenario Category Key Question

Demand change Can we accommodate a new hot
demand?
Supply change How does the yield bust affect our
product delivery, and how can we
mitigate its impact?
Engineering change What is the best date to cut in an
engineering change, to best balance
obsolescence against demand fill?
Resource change Workcenter 4 will be down for the next 3
days. Can running overtime make up for
the downtime?

© 2008 Oracle Corporation – Proprietary and Confidential

 Rapid Planning Key User Flow
Hot Demand

• Receive notice of hot demand

• Duplicate “baseline” plan into “hot demand” plan
• Insert new demand into “hot demand” plan
• Incrementally replan “hot demand” plan, simply laying in the
new demand on top of a frozen existing plan
• See that new demand is not met on time
• Completely replan “hot demand” plan, with new demand
receiving high priority
• Compare “baseline” to “hot demand”
– Orders: was late, now on time; was on time, now late
– Metrics: total days late by customer
• Approve “hot demand” plan
• Release recommendations from “hot demand” plan

© 2008 Oracle Corporation – Proprietary and Confidential

 Next Generation User Interface
Oracle Rapid Planning Logout | Home | Help

Simulation-9 Baseline Plan Inputs Plan Comparisons Actions Save Cancel

Provides
Plan Links Analytics Material Plan Move down

Analytics
Exceptions
Org
Action
Item Measure
View My Items
12-May 19-May
Exceptions

26-May
Items

02-Jun
Supply & Demand

09-Jun 16-Jun
Supply Chain Bill
23-Jun 30-Jun 07-Jul 14-Jul
• Quick Insights
Supply & Demand Demand 1,200 0 1,200 0 1,200 0 1,200 0 0 1,200
AS18947
Pegging . Supply 20 1,000 20 1,000 20 1,000 20 1,000 1,000 20

• Rich Analytics
Material Plan .
PAB 1,000 0 1,000 0 1,000 0 1,000 0 0 1,000
.
Resource availability .CM66331 Demand 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000
Resource requiremen .. Supply 105 12,000 105 12,000 105 12,000 105 12,000 12,000 105
121:M1 .
Resource Plan PAB 11,895 11,895 11,895 11,895 11,895 11,895 11,895 11,895 11,895 11,895
. .

• Customizable UI
. .CM66332 Demand 0 100 0 100 0 100 0 100 100 0
Items . .. Supply 100 0 100 0 100 0 100 0 0 100
Supply Chain Bill .
.
Bills of Materials . PAB 100 0 100 0 100 0 100 0 0 100
.
.
Processes .
.
Suppliers .

• Ease of Use
.
Sourcing rules .
Supply & Demand Supply Chain Bill Move up
Calendars .
Search Supply & Demand My Late Orders
Launch Plan
Undo all user changes Action View Exceptions Items Material Plan BOMs Sourcing Rules
Plan Options Main
View Release Other
Change History
Sugg Due Order Order Pegged Firm
Item Org Order Type Date Number Qty Qty Customer Status
AS18947 121:M1 Sales Order .04-Aug-08 .
WMT-1010 .-10,000 . .
Wal-Mart Unfirm
AS18947 121:M1 Planned Order 03-Aug-08 101222 10,000 10,000 Unfirm
CM66331 121:M1 Planned Order 03-Aug-08 101223 10,000 10,000 Unfirm
CM66332 121:M1 Purchase Order 03-Aug-08 PO-3333 10,020 10,000 Unfirm
AS10111 121:M1 Sales Order 04-Sep-08 SO-90909 -20 Acme Unfirm
AS10111 121:M1 Planned Order 03-Sep-08 10124 20 20 Unfirm
CM66331 121:M1 Planned Order 03-Sep-08 10125 20 20 Unfirm
CM66332 121:M1 Purchase Order 03-Aug-08 PO-3333 10,020 20 Unfirm

© 2008 Oracle Corporation – Proprietary and Confidential

 Fast Simulation
Add Component
Mass Edit
Supply Chain Bill

Search Assembly I tems Top selling items

Action View Exceptions Items Supply & Demand BOMs Sourcing Rules

View
Item Attributes BOM Attributes Sourcing
Item Organization Description Usage Alt BOM Effectivity Date Disable Date
AS18947 121:M1 Vision Pad - Lap Top
CM66331 121:M1 12 GB Hard drive 2 01-Jul-2008 01-Jul-2008
Edit Supply Chain Bill
CM66332 121:M1 17" Flat panel 1 01-Jul-2008 01-Jul-2008
AS10111 121:M1 PCB Assembly 4 rows selected for update
Field Update Action Value
CM10432 121:M1 PCB Main 1 02-Jun-2008 02-Jun-2008
Effectivity Date Set Value to 01-Aug-2008
CM10432 121:M1 PCB Main
Usage Increase by 1
AS90101 121:M1 Plastic Case
AS90101 121:D1 Plastic Case
AS90101 121:D2 Plastic Case

Help Save & Close Clear Cancel

• Simulate different Scenarios – “a hot demand”, “New BOM Components”,

“Resource downtimes”, etc.
• Quick edits, Fast In-Memory Simulations

© 2008 Oracle Corporation – Proprietary and Confidential

 Advanced Sourcing and Procurement
Partner with Leading Suppliers Capable of Meeting Changing Demand

Supplier Management Expanded Supplier

Management
and Enablement

Unified Work-Center for

All Procurement
Responsibilities
New Support for Complex
Goods & Services

CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
 Center-Led Procurement Support
Achieve Global Savings Via Multiple Models

Request Source Buy Pay Request Source Buy Pay

BU 1 BU 1

Shared
BU 2
Service

BU 3 BU 2

Decentralized Central Sourcing, Local Execution

Request Source Buy Pay Request Source Buy Pay

BU 1 BU 1
Automated
Shared financial Shared Automated financial
Service reconciliation Service reconciliation

BU 2 BU 2

Complete Shared Services Transfer to Local Business Unit

CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract
 Professional Buyer’s Work Center
Command and Control for the Procurement Professional

• Intuitive UI and
streamlined
workflows
• Status at-a-glance
• Multi-Org Access
Control for shared
services
• Extensive options for
personalization

CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract