Oracle Shop Floor Management/Advanced Supply Chain Planning Oracle Advanced Planning Command Center Business insight for supply chain management John M.

Oracle Shop Floor Management/Advanced Supply Chain Planning Oracle Advanced Planning Command Center Business insight for supply chain management John M. Conlin CPIM Principal Solutions Consultant Supply Chain & Manufacturing Applications

2 © 2008 Oracle Copyright, Proprietary & Confidential 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 remains at the sole discretion of Oracle. Safe Harbor Statement

3 © 2008 Oracle Copyright, Proprietary & Confidential Oracle Shop Floor Management - OSFM OSFM (Lot Based Mfg.) Factors in Planning –Co-Product/Inverted BOM’s –Network Routing(s) – Multiple Paths –Operation Yields All factors must be considered in developing Supply Plans with Advanced Supply Supply Chain Planning, ASCP.

29 © 2008 Oracle Copyright, Proprietary & Confidential Toshiba TEC Corporation Company –$3.1B manufacturer of document processing equipment Previous process –Multiple regional ERP instances –Decentralized planning process With Oracle –Global centralized planning model –ASCP is cornerstone of Global SCM project –Uses ASCP to make global production allocation decisions –Uses material and resource constrained planning Global planning system deployment – Multi-instance Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. Moved from a monthly planning cycle to a weekly cycle Reduced manufacturing cycle times Optimized worldwide inventory levels

30 © 2008 Oracle Copyright, Proprietary & Confidential Sony SNC – Japan Company –Manufactures ultra high speed Static Random Access memory (SRAM), products for the audio, video, and communication markets Previous process –Spreadsheets, not integrated with legacy system, nor with execution systems –Manual forecast smoothing; no system supported sales and operations planning –Monthly planning cycle, no accurate order promise dates –Fabrication and assembly not linked, causing wafer shortages and excess inventory With Oracle –Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers –Uses substitute components, simultaneous and alternate resources, co-product planning, alternate bills, routings, and sources, complex network routings, and process yields –Uses complex allocation rules for global order promising Runs worldwide manufacturing and S&OP using ASCP, DP, and GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. Integrated S&OP process resulting in one consensus forecast number Strongly reduced planning cycle time – from monthly to daily Integrated planning and execution model, providing global supply and demand visibility

31 © 2008 Oracle Copyright, Proprietary & Confidential Agilent Technologies Company –Manufactures test and measurement equipment Previous process –Manual order promising with fixed lead-time –Weekly, cascaded MRPs (4 wk propagation) –No system supported S&OP process –Multiple, divergent systems/process statistical forecasting, new product introductions, or promotions With Oracle –Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers –Runs weekly unconstrained enterprise plan –High value, low/moderate volume demand; using 32 sub-plans, new product introductions, and promotions –Using real-time ATP to promise orders; using multi-level ATO and PTO models Runs worldwide manufacturing and sales operations using ASCP, DP, GOP, and IO Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. Strongly reduced planning cycle time Strongly increased forecast accuracy System supported complex configure-to-order processes

32 © 2008 Oracle Copyright, Proprietary & Confidential Avago Technologies, Worldwide Company –Leading, privately held, global manufacturer of analog, mixed signal and optoelectronics components (formerly Agilent SPG, Avago); the company's products serve four end markets: industrial and automotive, wired networking, wireless communications, and computer peripherals Previous process –Legacy order promising using ATP; disparate planning tools across supply chain –Reactive, manual, and time consuming plan analysis; manual forecast generation –1 week planning cycle; no system supported S&OP process With Oracle –Runs optimized enterprise plan, twice/week, including tier-3 supplier organizations –Low cost, high volume and high mix demand –Using real-time CTP to promise orders 24x7, with use of complex allocation rules –Using complex network routings Runs manufacturing and sales operations using ASCP, DP, and GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. Strongly reduced planning cycle time, more frequent plan runs with integrated exception management System supported S&OP process Moved from manual spreadsheets to integrated consensus forecasting process

33 © 2008 Oracle Copyright, Proprietary & Confidential NCR Corporation, Worldwide Company –Manufactures point of sale and high-end scanning equipment, and provides complete store automation, ATMs, and self-service kiosk solutions Previous process –Each organization ran individual MRP, 54 ERP instances –Integration between orgs was based on buy-sell relationship –Forecast accuracy < 50% –Sales and operations planning cycle time: 21 days –No system supported sales and operations planning process With Oracle –Single, global plan for 20 orgs, including worldwide distribution centers and mfg plants –Runs daily constrained enterprise plan (EDD) –Complex procured configurations –Using real-time material constrained, multi-org, multi-level ATO order promising process Runs worldwide manufacturing and sales operations using ASCP, DP, and GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. Synchronization of entire worldwide supply chain with complete global visibility Strongly reduced planning cycle time Strongly increased forecast accuracy System supported sales and operations planning process

34 © 2008 Oracle Copyright, Proprietary & Confidential Alcoa, Worldwide Company –Manufactures test and measurement equipment Previous process –Spreadsheets, not integrated with legacy system, nor with execution systems –Manual forecast smoothing; no system supported sales and operations planning –Monthly planning cycle, insufficient accuracy in order promise dates With Oracle –Determines allocation to produce most profitable product mix within existing constraints –Performs all planning at the family level –Powerful Integration of supply/demand picture supports Alcoa’s S&OP Process –S&OP composite picture in real time during review sessions Global planning system deployment – Live on ASCP, DP, GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. Reduced planning cycle time - Eliminates waste on spreadsheets Process integration with other modules results in technology “pull” for new systems Integrated sales and operations planning process resulting in one consensus forecast number

35 © 2008 Oracle Copyright, Proprietary & Confidential GE Power Systems – US Company –Manufactures power generation and oil & gas equipment Previous process –Reactive, manual, and time consuming analysis and reporting –Stand-alone non integrated systems; disconnected processes among business units –Segregated order launching by project –Poor visibility of project excess inventory –Order promising is based on commercial lead-time only With Oracle –Daily holistic plan across projects and across businesses: 8 manufacturing plants –6 main distribution warehouses, and 10+ forward deployed or consignment warehouses –Retain planning by project but leverage excess Inventory any where within the company –Connected businesses processes and automated exception reporting –Order promising base on planned output Global planning system deployment – Live on ASCP and GOP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. Reduced inventory levels by $20M per year Reduced delivery cycle by 10% for new equipment orders Improved fulfillment rate for service parts Reduced planning cycle time to daily

36 © 2008 Oracle Copyright, Proprietary & Confidential GE Transportation – US Company –Manufactures aircraft engines for commercial and military aircraft, spare parts, and engine contract services Previous process –Each plant ran an individual MRP plan on a weekly cycle –Net requirements from engine assembly plants were translated into a forecast to be used as demand for component shop MRP plans. This led to inherent latency in that component shops used a previous planning cycle as an input –Many parts were replenished using a reorder point process –Frequent expediting With Oracle –Daily holistic assembly plan spanning 36 manufacturing and spares organizations –Weekly holistic component plan –Synchronized spares and assembly planning –Planning horizon is 2.5 years Global planning system deployment – Live on ASCP and DP Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. Productivity savings from reduction of planners (120 to <30) Reduced planning cycle time and inventory levels Working capital savings through better planning tools

38 © 2008 Oracle Copyright, Proprietary & Confidential Typical BI Challenges Faced by Organizations Today Siloed BI deployments across disparate applications and multiple departments Fragmented view of information No consistent definition of business metrics –Are metrics such as product profitability, supply chain performance, customer lifetime value, and marketing campaign ROI calculated consistently? –Each analyst with a BI tool may have their own answer Report-centric model with backlog of new requests in IT –Top management requests get first priority, while needs of other Business users go unmet Few users have timely and actionable information needed to optimize actions and decisions –Particularly middle management and “front line” users

39 © 2008 Oracle Copyright, Proprietary & Confidential How do I proactively manage risks of my receivables portfolio? How does supplier performance impact customer satisfaction and revenue? Service Customers Sales Marketing Distribution Finance HR / Workforce Operations Procurement Customers Suppliers Advanced Analysis Often Spans Heterogeneous Data Sources How does call center agent tenure, training, & compensation affect efficiency and cross-selling performance?

40 © 2008 Oracle Copyright, Proprietary & Confidential Packaged ETL Maps Universal Adapters Hyperion MS Excel Other Data Sources, etc. Ad-hoc Analysis Proactive Detection and Alerts MS Office Plug-in Reporting & Publishing Interactive Dashboards Disconnected Analytics Web Services Oracle BI Applications Sales Service & Contact Center Marketing Order Management & Fulfillment Supply Chain Financials Human Resources Oracle BI Applications (OBIA) Multi-source Analytic Applicationss Built on BI Suite EE Oracle BI Apps built on Oracle BI EE Suite Prebuilt Hierarchies, Drill Paths, Security, dashboards, reports Common & Complete Enterprise Information Model Based on industry and analytic best practices

43 © 2008 Oracle Copyright, Proprietary & Confidential Changing Supply Chain Business Model Drivers For Success Uncertainty Virtualization Chaos Globalization Volatility Consolidation Risk Compliance Continuous Innovation Operational Flexibility Risk Management and Compliance New world: continuously adapting to changing supply chain business model Today’s Supply Chain Executives’ Agenda Increased Shareholder Value and Sustainable Growth CEO’s Agenda “What is required is a new type of decision support platform, one that integrates analytics and optimization. 15 years after the birth of Supply Chain Planning (SCP), we are now just starting to see analytics and optimization converge on a common platform” AMR Research Report “ How to measure your supply chain today “

44 © 2008 Oracle Copyright, Proprietary & Confidential  No connection between plans, plans not tied to execution  Misalignment between metrics and objectives  Unreliable forecasts and production plans Traditional approach doesn’t work Executives are not able to get actionable information on corporate metrics CUSTOMERS SUPPLIERS Tier 2Tier 1 Paper HIGH LATENCY, NO VISIBILITY Reactive Management Financial planning Supply planning Product planning Demand planning Manual measurement and reporting from multiple data sources

45 © 2008 Oracle Copyright, Proprietary & Confidential #1 impediment to data collectionWhat data is most challenging? Time required for exec S&OP prepPre-work activities The challenge of data integration No process integration Lack of systems No access to the right data Takes a long time to gather

47 © 2008 Oracle Copyright, Proprietary & Confidential Oracle Advanced Planning Command Center Provide insight to key decision makers –Close the loop with embedded analytics –Bridge the gap between analytics and planning through seamless integration with operational planning applications –Leverage pre-built dashboards with rich content and KPIs Proactively respond to deviations in performance –Identify root cause –Define and evaluate alternative business scenarios –Manage execution of scenarios; assign tasks to planners and other stakeholders Reduce decision making cycle time through process automation –Use BPEL process flows to execute planning processes –Configure and adapt Enable holistic view of supply chain performance Analytical Data Planning Dashboards and Reports Business scenario planning Planning process automation Execute scenarios Scenario andActivity Management Forecasting Supply Planning Web Service enabled planning processes Orchestrate Plan Analyze

48 © 2008 Oracle Copyright, Proprietary & Confidential Oracle Advanced Planning Command Center Translates planning data to corporate metrics Forward looking perspective combined with past trends Not a data warehouse for “rearview mirror” analysis –Minimal data replication (archiving/publish of select summary data) Available with Oracle Advanced Planning 12.1 and runs on top of: –Demantra Demand Management, Demantra Real-Time Sales and Operations Planning, Strategic Network Optimization, Inventory Optimization, Advanced Supply Chain Planning –Context sensitive drill-downs Today Summary informationForward looking planning information No need to build expensive “rear-view mirror only” disconnected data warehouse

49 © 2008 Oracle Copyright, Proprietary & Confidential Advanced Planning Command Center Business insight for supply chain executives  Provide insight to key decision makers  Proactively respond to deviations in performance  Reduce decision making time through automation

50 © 2008 Oracle Copyright, Proprietary & Confidential Provide insight to key decision makers What has changed since last month? How are we performing compared to last year? Are we on plan financially? Is there any need to revise long term plans? How are we performing to performance metrics? Are we achieving our six-sigma goals? What new risks do we need to consider? Is our single sourcing strategy exposing us? What decisions need to be made now and in the near future? How are product families performing? Do I have the most profitable product mix? Are we on track with product development? Do we need to delay new products? Do we have any critical supply constraints or issues with key suppliers? How is the resource utilization on our most critical resources? Operational Decisions Tactical Decisions Strategic Decisions Delay orders Expedite shipments Deal with quality issues Balance capacity Rebalance inventory Allocate products Shape demand Reschedule promotions Service levels vs inventory cost Inventory policy Carrier contracts Profitable product mix Weigh single vs dual sourcing Continuous performance managementExecution Answers = Correlating information from different existing information sources

51 © 2008 Oracle Copyright, Proprietary & Confidential Provide insight to key decision makers Advanced Planning Command Center Compare alternative business scenarios –Planners execute scenarios –Automatically translate detailed planning information to corporate metrics –Track assumptions and attach supporting documents Approve and drive into execution –Choose your baseline plan –Drive tactical and execution decisions Monitor –Continuously monitor performance and get real- time visibility to deviations Demantra DM ASCP / SNO IO Businessscenarios Assignedactivities Planners execute assigned activities Suggested alternatives for evaluation Answers = Correlating information from different existing information sources

53 © 2008 Oracle Copyright, Proprietary & Confidential Compare scenarios – 360 degree visibility Pre-built self-service dashboards for comprehensive management analysis with corporate metrics Analyze across key demand, supply, capacity, finance, and exception metrics

54 © 2008 Oracle Copyright, Proprietary & Confidential Start quickly with pre-seeded content Get a good answer on day one! Pre-built dashboards –Sales and Operations Planning process –Supply chain plan analysis 200+ Reports –Analyze from many different business angles at aggregate and detail level 100+ Key performance indicators –Analyze what is critical to the supply chain –Optionally define alerts to get notified about problems Extend and configure –Quickly tailor to specific needs of individual users

55 © 2008 Oracle Copyright, Proprietary & Confidential Monitor S&OP performance in real time Compare alternate scenarios Analyze key Planning metrics Analyze profit and loss Analyze constrained forecast Self service S&OP dashboard for interactive management review

56 © 2008 Oracle Copyright, Proprietary & Confidential Analyze specific product categories, organizations and resource groups Check your shipment and production trends Compare previous run to current run exceptions Compare previous run to current run demand and supply metrics Self service Supply Chain Plan Analysis dashboard Monitor operational plans

58 © 2008 Oracle Copyright, Proprietary & Confidential Pre-seeded rich content – Hierarchies Planning Facts: Supply, Demand, Inventory, Capacity, KPIs, Exceptions, Cost, … Trading PartnersInternal OrgsItemTime Customer Zone Org Subinventory Operating Unit Fiscal Period Supplier Site Customer Site ABC Class Product Category Resource Department Resource Group Item Product Family Project Task Project Planning Group Day Month Week Quarter Year Mfg Period Scenario Version Plan Version Demand Class Exception Type Order Type Ship Method Source Misc Pre-built aggregation levels based on familiar planning hierarchies

60 © 2008 Oracle Copyright, Proprietary & Confidential Extensible and configurable Quickly define and modify reports and dashboards via drag and drop Easily configure drill downs from dashboards to reports Add textual instructions as needed Adapt to the needs of individual users

63 © 2008 Oracle Copyright, Proprietary & Confidential Proactively respond to performance deviations Determine problem ► Find cause ► Evaluate alternative solutions Revenue below target Supply shortages Critical part shortage Lost production capacity Lost production capacity Lost sales due to lack of supply Lost sales due to lack of supply Plan overtime Change sources Expedite orders Split supply orders Embedded AnalyticsPlanning What problem do I have? Why do I have this problem? What actions should I evaluate? VP of Supply ChainSupply Chain Analyst Planner

64 © 2008 Oracle Copyright, Proprietary & Confidential Quickly identify problem and root cause Sudden demand spike Resource overloaded Increase in late shipments Supply shortage Proactively respond to performance deviations

65 © 2008 Oracle Copyright, Proprietary & Confidential Detect a resource problem Simulate a possible solution Compare the results of the simulation Directly drill down within context No separation between planning and analytics Seamlessly move from problem to resolution

66 © 2008 Oracle Copyright, Proprietary & Confidential Determine which alternatives to analyze Supply chain decision makers define business planning scenarios –Unlimited number of baseline scenarios –Unlimited number of alternative scenarios Assign scenarios and tasks to planners for execution –Shared accountability for supply chain planning metrics –Planners execute plans using Planner Workbenches Attach key documents –Financial analysis –External market data and industry reports Assign and monitor scenario activities Execute and assign supply plans to scenarios Execute and assign inventory plans to scenarios Execute and assign demand plans to scenarios Personal Activity List Personal Activity List Personal Activity List Demand PlannerInventory AnalystSupply Planner Key decision makers assign tasks to planners for execution

67 © 2008 Oracle Copyright, Proprietary & Confidential Scenario management Group scenarios into scenario sets, for example –Plan Health Analysis for March –Monthly S&OP process –Risk Analysis for single sourcing Assign and monitor activities for planners to execute in the scenario set –Reassign as required Define activities Group scenarios Create baseline and alternative business planning scenarios

71 © 2008 Oracle Copyright, Proprietary & Confidential Reduce decision making time through process automation All key planning processes are web service enabled –Collections –Forecasting –Plan runs –Plan name creation Approval and review steps can be modeled and inserted into the process

72 © 2008 Oracle Copyright, Proprietary & Confidential Automate planning process execution Assign owners to top level process notes Optionally skip steps when resubmitting Execute and configure your planning processes with BPEL Process Manager

73 © 2008 Oracle Copyright, Proprietary & Confidential Automatically archive summary information Archive scenarios directly from scenario management, via concurrent program or web service –Automatically archives KPIs and facts for plans that are linked to the scenario  Archives Demantra Demand facts published to EBS –Creates a new scenario version that can be used for comparison in the dashboards. –Purge scenarios as they become obsolete (will not purge plans shares across multiple scenarios) Archive plans directly from plan runs (optional) or Publish profile (SNO, Demantra) –All facts, KPIs, and summaries for the plan are archived in a new plan version –Compare plan versions in the dashboards –Purge plan versions as they become obsolete –ASCP/IO Purge plan: purges all plan versions Plans and Archived Plans Archive plans Archive scenarios Archive plans and scenarios for historical and trend analysis

75 © 2008 Oracle Copyright, Proprietary & Confidential Integrate with Oracle and non-Oracle systems Integrated: completely integrated with APS 12.1.01 and Demantra 7.2.02 Configurable: SOA enabled process automation Open: enable external data sources and combine data with existing planning data Modular: leverage pre-built content as you enable more planning applications Leverage extensible and secure architecture for additional cost savings Personalized Dashboards, Answers, and Alerts OBIEE Analytical Dashboards BPEL based Scenario Orchestration Activity Management Scenario Management Planner Workbenches Web Service enabled Planning Processes Collected Data Plan Data ERP Legacy/Flat file Collections Analytical Data Store (OBIEE) BPEL PLANNING INSTANCE Archive

76 © 2008 Oracle Copyright, Proprietary & Confidential Pre-built integrations to Value Chain Planning ADVANCED PLANNING COMMAND CENTER Supplies pegged to excess, stock-outs Service levels and targets, fill rates, carrying costs Min and max inv levels, safety stocks, order qty Total and net supply and demand Planned orders, scheduled receipts, on-hand Value Chain Planning Projected available balance – units, value, days of cover, %of total demand, %of safety stock Independent demand qty, dependent demand qty Late demand satisfaction factor Avg qty of supply pegged to demand, highest priority demand Production to plan, shipments to plan Obsolete inventory – value, %of total inventory Excess inventory – value, %of total inventory Late orders and ratio – days, count, value Perfect order index Total supply chain costs, carrying cost VMI inv – value, %, stock-out days, service level Resource availability and requirements, setup time Cost – Mfg, purchasing, transportation, resource Variance of PAB over mean Revenue, gross margin, sales, avg inventory Supplier spend, total buy orders, supply volume Resource utilization, overloaded ratio WIP start qty, avg make order qty, thru-put rate Returns as % of total sales Marketing forecast – qty, value, cum Bookings forecast – qty, value, cum, accuracy % Items single sourced Past due backorder qty Unmet – demand, demand history, revenue Supplier capacity – available, required, net, util% Consensus forecast – qty, value, cum Avg buy order qty History – bookings, shipments, production Shipping forecast – qty, value, cum, accuracy % Final forecast – qty, value, cum Consensus forecast accuracy MAPE – 4wk, 8wk, 13wk Constrained forecast – qty, value Backlog – projected, actual Budget shortfall – value, % Inventory build target Manufacturing forecast – qty, value, cum Buys from non rank-1 supplier Forecast accuracy % Inventory turns

78 © 2008 Oracle Copyright, Proprietary & Confidential Provide insight to key decision makers What has changed since last month? How are we performing compared to last year? Are we on plan financially? Is there any need to revise long term plans? How are we performing to performance metrics? Are we achieving our six-sigma goals? What new risks do we need to consider? Is our single sourcing strategy exposing us? What decisions need to be made now and in the near future? How are product families performing? Do I have the most profitable product mix? Are we on track with product development? Do we need to delay new products? Do we have any critical supply constraints or issues with key suppliers? How is the resource utilization on our most critical resources? Operational Decisions Tactical Decisions Strategic Decisions Delay orders Expedite shipments Deal with quality issues Balance capacity Rebalance inventory Allocate products Shape demand Reschedule promotions Service levels vs inventory cost Inventory policy Carrier contracts Profitable product mix Weigh single vs dual sourcing Continuous performance managementExecution Answers = Correlating information from different existing information sources

79 © 2008 Oracle Copyright, Proprietary & Confidential Oracle Advanced Planning Command Center Provide insight to key decision makers –Close the loop with embedded analytics –Bridge the gap between analytics and planning through seamless integration with operational planning applications –Leverage pre-built dashboards with rich content and KPIs Proactively respond to deviations in performance –Identify root cause –Define and evaluate alternative business scenarios –Manage execution of scenarios; assign tasks to planners and other stakeholders Reduce decision making cycle time through process automation –Use BPEL process flows to execute planning processes –Configure and adapt Enable holistic view of supply chain performance Analytical Data Planning Dashboards and Reports Business scenario planning Planning process automation Execute scenarios Scenario andActivity Management Forecasting Supply Planning Web Service enabled planning processes Orchestrate Plan Analyze

80 © 2008 Oracle Copyright, Proprietary & Confidential Monitor and manage your supply chain Pre-built self-service dashboards for comprehensive management analysis with corporate metrics Analyze across key demand, supply, capacity, finance, and exception metrics

81 © 2008 Oracle Copyright, Proprietary & Confidential Key Value Areas of APCC Business insight for key decision makers –Monitor corporate metrics in real time, automatically derived from operational planning information –Enable cross-planning business analysis to manage your value chain Proactively respond to performance deviations –Seamlessly move from analysis to planning (problem to resolution) –Assign tasks to planners to evaluate alternative business scenarios Pre-built rich content – Fast ROI –No need to built a “rear-view mirror only” disconnected data warehouse Automated business process planning processes

Oracle Shop Floor Management/Advanced Supply Chain Planning Oracle Advanced Planning Command Center Business insight for supply chain management John M.

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Oracle Shop Floor Management/Advanced Supply Chain Planning Oracle Advanced Planning Command Center Business insight for supply chain management John M.

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