1. Information Age Applications Oracle Business Intelligence

2. Customers,Suppliers, Products, … Develop Market Sell Order Plan Procure Make Fulfill Service Maintain Finance HR Projects Contracts Business Intelligence Common data model enables a single source of truth Comprehensive suite of applications designed to work together Robust set of integration services based on open standards Modular deployment by business flow Single global instance implementations Embedded business intelligence to report KPIs and drive continuous improvement Foundation: Unified Information Architecture

3. Executives LOB Managers Business Analysts ProfitabilityAnalysis Forecasting & Modeling Planning & Modeling Budgeting Goal Setting Financials, Supply Chain, Projects, PLM, Sales & Marketing, HR, Service Users Transaction Processing Operational Reporting Ad-HocReporting Cost to Budget Performance Scorecards Management Reporting Legacy Systems, 3 rd Party Apps AS10g / 10g Oracle: Complete E-Business Intelligence

4.   Deliver Daily Business Intelligence   Align Operations with Corporate Strategy   Maximize Customer and Product Profitability   Accelerate Planning and Budgeting Cycles   Deliver Daily Business Intelligence   Align Operations with Corporate Strategy   Maximize Customer and Product Profitability   Accelerate Planning and Budgeting Cycles Oracle Business Intelligence Relevant, Timely, Accurate Enables You To…

5. What is Daily Business Intelligence? Daily Business Intelligence is a Comprehensive, Embedded Management Reporting Application which Enables Daily Business Intelligence is a Comprehensive, Embedded Management Reporting Application which Enables Better and Faster Decision Making Using a Radically Simplified Architecture, Daily Business Intelligence Provides Better Management Reporting at a Using a Radically Simplified Architecture, Daily Business Intelligence Provides Better Management Reporting at a Dramatically Lower Cost

6. Intelligence Roles Users Needs ManagementReportingTransactionProcessing Transaction Users Unified Data PlansSummaries Daily Business Intelligence Transactions Business Analysts Managers / Executives Planning & Modeling

7. Daily Business Intelligence Coverage Reporting for ALL Business Functions Marketing Sales Service Contracts Finance Human Resources Project Management Marketing Sales Service Contracts Finance Human Resources Project Management Order Management Planning Purchasing Manufacturing Shipping / Receiving Maintenance Product Management Order Management Planning Purchasing Manufacturing Shipping / Receiving Maintenance Product Management

8. Related Links Key Performance Indicators Graphs and Trends Summary Results Flexible, Pre-Built Reporting DailyResults Multiple Currencies Flexible Time Periods FlexibleComparisons

9. Easy, Intuitive Drilldowns

10. Procurement   What is my commodity spend by organization?   Are we leveraging volume discounts from our suppliers?   How does price, quality, and delivery compare to benchmark?   How does cycle time compare to last month / quarter / year?   What are the procurement processing bottlenecks?   What product specs and configurations are requested the most?   How is global WIP and inventory changing?   How can resource utilization be improved?   Where are the largest cost variances and what are their trends?   How well are suppliers meeting contract and quality requirements?   What products are consistently getting special pricing requests?   How many shopping carts were abandoned?   What percentage of quotas are being met within my sales group?   How many deals are being worked across my channels?   How is the new compensation for partners driving indirect sales? Manufacturing Sales Daily Business Intelligence Enable Better, Faster Decision Making

11. Financials   What is my revenue by line of business so far this month?   Who are the most and least profitable customers?   Which customers pay their invoices the fastest? The slowest?   Which expense categories are growing most rapidly?   What are my transaction costs?   How does compensation affect project costs?   Can I bill out skills at a higher rate?   What key positions can this person fill?   What certifications / courses have been completed?   Do I have enough people for my project? Human Resources Daily Business Intelligence Enable Better, Faster Decision Making

12. Radically Simplified Architecture 10g and E-Business Suite 11i E-Business Suite 11i - Unified Data Model No ETL load since you don’t move the transactions Materialized Views Incremental refresh dramatically reduces summarization load Real Application Clusters Query load directed away from CPUs running transactions Result:Significant Disk Space Reduction but with 100% of Transactions Available for Drill Down

13. Materialized Views Enable High Performance Summarization Hardware Configuration: SUN Sunfire 12K Number of Processors: 10 Processor Speed : 900 MHz / CPU Initial Load Incremental Load AR Invoice Lines 70M records in 100 minutes 650K records in 30 minutes GL Journal Lines 50M records in 55 minutes 770K records in 18 minutes AP Invoice Lines 15M records in 78 minutes 40K records in 5 minutes

14. Summarize-in-Place Architecture indicates aggregation in a hierarchy SalesOrder ProductCategory AR Distribution Customer Manager LOB SalesChannel Company Company Cost Center NaturalAccount GL Account Source Ledger Grp Cost Center FC Type Assign Financial Category (FC) AR Headers & Lines Product PL / SQL Incremental Refresh Incremental Refresh AR Revenue by: Manager LOB Sales Channel AR Revenue Base Summary MV

15. Real Application Clusters Support Mixed Workloads w/ Near-Linear Workloads Enables you to direct transaction processing and reporting load to different servers No need to fragment data Single Database on Disk Array Database Servers Application Servers Number of Users 0 500 1000 1500 2000 2500 3000 3500 4000 Single Node2 Nodes4 Nodes 1026 1900 3648 Running on HP Computers 89%Scalability

16. Dramatic Disk Space Reduction Summarize-in-Place or Replicate Transactions? Conventional Wisdom Data warehouse several times larger than OLTP database Conventional Wisdom Data warehouse several times larger than OLTP database Before DBI Summaries Added 3.3 Terabytes Size of DBI Summaries 165 Gigabytes Percent Increase 5 % Transactions Available for Drilldown 100 % Before DBI Summaries Added 3.3 Terabytes Size of DBI Summaries 165 Gigabytes Percent Increase 5 % Transactions Available for Drilldown 100 % Oracle Global Single Instance (GSI) with DBI vs.

17. Evolution of Daily Business Intelligence (DBI) Procurement Mgmt Procure-to-Pay Mgmt Service Contracts Mgmt Profit and Loss Expense Mgmt Project Profitability Mgmt Project Operations Mgmt Human Resources Mgmt Marketing Mgmt Email Center Mgmt Lead Mgmt Opportunity Mgmt Sales Mgmt Quote Mgmt Web Store Mgmt Procurement Mgmt Procure-to-Pay Mgmt Service Contracts Mgmt Profit and Loss Expense Mgmt Project Profitability Mgmt Project Operations Mgmt Human Resources Mgmt Marketing Mgmt Email Center Mgmt Lead Mgmt Opportunity Mgmt Sales Mgmt Quote Mgmt Web Store Mgmt Plan Mgmt Commodity Supplier Mgmt Commodity Spend Mgmt Product Mgmt - Engineering Manufacturing Mgmt Customer Fulfillment Mgmt Shipping Mgmt Payables Mgmt Payables Status Service Renewals Mgmt Capital Project Cost Mgmt Contract Project Cost Mgmt Plan Mgmt Commodity Supplier Mgmt Commodity Spend Mgmt Product Mgmt - Engineering Manufacturing Mgmt Customer Fulfillment Mgmt Shipping Mgmt Payables Mgmt Payables Status Service Renewals Mgmt Capital Project Cost Mgmt Contract Project Cost Mgmt Product Mgmt Product Cost Mgmt Inventory Mgmt Product Revenue Bookings and Backlog Customer Support Mgmt Inbound Telephony Mgmt Sales Forecast Mgmt Purchasing Performance Mgmt (v7.1) Purchasing Status (v7.1) Warehouse Mgmt (v7.1) Transportation Mgmt (v7.1) Maintenance Mgmt (v7.1) Depot Repair Mgmt (v7.1) Funds Mgmt (v7.1) Product Mgmt Product Cost Mgmt Inventory Mgmt Product Revenue Bookings and Backlog Customer Support Mgmt Inbound Telephony Mgmt Sales Forecast Mgmt Purchasing Performance Mgmt (v7.1) Purchasing Status (v7.1) Warehouse Mgmt (v7.1) Transportation Mgmt (v7.1) Maintenance Mgmt (v7.1) Depot Repair Mgmt (v7.1) Funds Mgmt (v7.1) DBI v5 (11i.8) DBI v6 (11i.9) DBI v7 (11i.10) Dashboards KPIs Intelligence Reports Dashboards KPIs Intelligence Reports 21 106 155 31 160 318 36 235 581 Capabilities Oracle confidential. This is not a commitment to deliver. Product directions are subject to change without notice.

18. Oracle Business Intelligence Relevant, Timely, Accurate Enables You To…   Deliver Daily Business Intelligence   Align Operations with Corporate Strategy   Maximize Customer and Product Profitability   Accelerate Planning and Budgeting Cycles   Deliver Daily Business Intelligence   Align Operations with Corporate Strategy   Maximize Customer and Product Profitability   Accelerate Planning and Budgeting Cycles

19. What is Balanced Scorecard? integrates with Daily Business Intelligence to Balanced Scorecard integrates with Daily Business Intelligence to Provide Hundreds of Pre-Built KPIs Balanced Scorecard enables companies to develop custom Performance Mgmt Systems to Align Operations with Business Strategy

20. Flexible Performance Mgmt Systems Design Dashboards to Meet Your Needs Present information in more strategic ways (e.g. cause and effect relationships) Create performance management dashboards

21. Management by Exception Accelerate Problem Analysis Provide performance color alarms for exception alerting Identify out-of-target performance with color-coded graphs Scope reasons for exception through cause and effect analysis

22. Assessment and Collaboration Compliment Data with Personal Insights From From the latest numbers received from the regions we should be improving our revenue figures rapidly. I have some ideas that I would like to share with you in our next monthly meeting. Enable owner of strategic objective to share personal assessment about performance, such as availability of new data not incorporated in graph

23. Consolidated Notes & Document Links Communicate and Support Strategic Intent Annotations describe the intent of a strategic objective Links direct attention to related documents, including DBI reports

24. BSC-DBI Integration Speed BSC System Design & Simplify Management BSC Customized View DBI Measure BSC Report Showing DBI Measure Easily display out-of- the-box DBI measures in BSC views with point and click process Eliminate need to map or load data into BSC for DBI measures Repository of Available DBI Measures

25. Web-Enabled Design and Reporting Simplify Design, Loading, and Accessibility Design and access BSC system through web browser Feed BSC system with Oracle or non-Oracle data Analysts Executives Managers 10g Legacy Systems, 3 rd Party Apps Finance Sales Operations BSC Web Spreadsheets AccessDesign Scorecards KPIs Strategic Objectives

26. Oracle Business Intelligence Relevant, Timely, Accurate Enables You To…   Deliver Daily Business Intelligence   Align Operations with Corporate Strategy   Maximize Customer and Product Profitability   Accelerate Planning and Budgeting Cycles   Deliver Daily Business Intelligence   Align Operations with Corporate Strategy   Maximize Customer and Product Profitability   Accelerate Planning and Budgeting Cycles

27. Future Profitability Model Example: Cost Management Analysis Example: Revenue Management Analysis Cost Allocation Segmentation and Drilldowns Assess Current Profitability Identify Improvement Opportunities Plan and Execute Maximize Customer & Product Profitability

28. Accurate Cost Allocation Enable Product and Service Profitability Analysis Calculate profitability, revenue, and cost by - -Product - -Channel - -Service - -Location * ABC = Activity Based Costing - -Customer - -Time Period Model cost structure for use in profitability forecasts Direct Costs Indirect Costs Map Map Revenues from GL Allocate via ABC* Materials Activities Products Services Customers Channels Materials Activities

29. Segmentation and Drill Downs Identify and Analyze Improvement Opportunities Segment Products, Customers, Channels, and Locations Drill Down to Multiple Levels of Detail By profitability By revenue By cost Region Country City Company Account Location Customer

30. Future Profitability Model Evaluate “What-If” Scenarios Project future sales - -Use standard techniques (e.g. Holt-Winters) - -Manually input projections Determine resource requirements and costs with Activity Based Budgeting Calculate lifetime value of customers North America Sales Forecast Statistics: MAPE = 3.38% MAD = 199,964.63 RMSE = 286,581.40

31. Example: Cost Mgmt Analysis Define Actionable Goals to Drive Cost Strategy Cost targets assigned to specific activities clarify accountability for driving improvements Cost control Outsourcing Capacity management Business process re-engineering Cost control Outsourcing Capacity management Business process re-engineering Improve Efficiency Improve Effectiveness Service level re-balancing Error prevention vs. correction Core vs. support activities Channel entry / exit / re-design Service level re-balancing Error prevention vs. correction Core vs. support activities Channel entry / exit / re-design Identify high cost activities Find internal best practices Compare activity costs to int / ext benchmarks Set target costs Evaluate “ what-if ” scenarios Set target allocations Check activity alignment with corporate strategy Baseline current activity / cost allocation Identify target activities

32. Example: Revenue Mgmt Analysis Define Actionable Goals to Drive Revenue Strategy Identify Unprofitable Segments Identify Highly Profitable Segments Evaluate “ What-If ” Scenarios Pricing Product / service mix Bundling Customer migration & mgmt Product entry / exit / re-design Channel entry / exit / re-design Merger integration Pricing Product / service mix Bundling Customer migration & mgmt Product entry / exit / re-design Channel entry / exit / re-design Merger integration Decide Best Course of Action Communicate Target Info to Marketing Set Targets & Goals Input Cost Information and Decisions

33. Oracle Business Intelligence Relevant, Timely, Accurate Enables You To…   Deliver Daily Business Intelligence   Align Operations with Corporate Strategy   Maximize Customer and Product Profitability   Accelerate Planning and Budgeting Cycles   Deliver Daily Business Intelligence   Align Operations with Corporate Strategy   Maximize Customer and Product Profitability   Accelerate Planning and Budgeting Cycles

34. Define Identify KPIs Develop plans based on corporate strategy Analyze Run multi-dimensional what-if scenarios Calculate variance Determine profitability Add user-defined annotations Create Identify organization Map plans to budget lines Develop hierarchies Build financial models Distribute Streamlined automated process Budget lines by Org Notify managers Submit & Approve Adopt budget Notify managers Document / post DefineDistribute AnalyzeSubmitApprove Create Integrated Business Processes Streamline the Planning and Budgeting Cycle Monitor & Improve Create budget book & monthly pack reports Analyze variance Examine exceptions Re-forecast Planning Process Management

35. Automated Planning Process Mgmt Simplify Administration, Control, and Auditability Clearly Define the Planning Process - -Rules - -Schedules Automate Tasks - -Set calendars - -Distribute worksheets - -Solicit and validate submissions - -Communicate assumption changes - -Route for approval Track Actions and Status - -Tasks - -Owners

36. Consistent Plan and Budget Definition Ensure Agreement with Corporate Strategy Share business drivers, constraining models, and allocation rules across the enterprise to ensure consistency… at various time scales at multiple levels of detail Corporate Strategy 5 Year Plan Fiscal Year Plan Quarterly Plan for Rolling 18 Months Business Unit 1 Plan Business Unit 2 Plan Business Unit 3 Plan between business units

37. Comprehensive Analysis Validate New Plans with Historical Information Integrate Financial & Operational Data from Multiple Sources - -Data warehouses - -Spreadsheets - -Legacy / proprietary systems - -Oracle sources Perform Analysis - -Business calculation templates - -Industry templates - -Standard reports and graphs - -Ad hoc analysis - -Trends - -Variances - -Cause & effect relationships - -Impact on profits Tools Insights Share Analyses via Briefing Books

38. Automate the Performance Updating Process -Gather data from multiple sources -Perform calculations and analyses -Update forecasts and reports on a rolling basis -Generate and send worksheets / alerts to users Collaboratively Adjust Forecasts -Gather user inputs via workflows -Run multiple what-if scenarios -Decide best adjustments -Share analyses On-Going Performance Monitoring Rapidly Update and Fine-Tune Plans / Budgets

39. On-Going Performance Monitoring Strengthen Performance Accountability Assign personal and hierarchical responsibilities across functions to plans, forecasts, and data Send automatic alerts to underperforming areas for explanation or corrective action Provide secure access to all information as required by role and responsibility

40. Oracle Business Intelligence Deliver Daily Business Intelligence Maximize Customer and Product Profitability Align Operations with Corporate Strategy Accelerate Planning and Budgeting Cycles Flexible and pre-built mgmt reports, drill-downs, simplified architecture Comprehensive scorecards, exception alerts, annotations Accurate cost & profitability modeling, reporting, and drill-downs Streamlined enterprise planning and reporting, on-going performance monitoring

41. Oracle Business Intelligence Products Develop Market Sell Order Plan Procure Make Fulfill Service Maintain Finance HR Projects Contracts Customers,Suppliers, Products, … Business Intelligence Management Reporting E-Business Intelligence Balanced Scorecard Management Reporting E-Business Intelligence Balanced Scorecard Planning and Modeling Activity Based Management Performance Analyzer Enterprise Planning and Budgeting Financial & Sales Analyzers Planning and Modeling Activity Based Management Performance Analyzer Enterprise Planning and Budgeting Financial & Sales Analyzers

42. Information Age Applications