1. Oracle Agile Product Lifecycle Management Project January 5, 2011

2. 2 Agenda Plantronics Implementation Overview What Why Who How Accomplishments Next Steps

3. 3 Founded in 1961 Consumer Products & Communications Headsets & Unified Communication solutions Revenue ~ $700 Million 5000 employees worldwide Large number of unique FG: ~2500/mo Medium Vol – High Mix Long RM LT – short customer LT Manufacture & Distribute Global Plantronics

4. 4 Existing Value Chain Platform ASCP iSUPPLIER

5. 5 5Presentation Title / Subtitle What, Why, Who, How Implementation Overview

6. 6 Our Current Product Network is Comprised of Disparate Systems That Inhibit Collaboration and Reduce Efficiency…

7. 7 7 Greater Executive Process Visibility Portfolio Management Tracking, Status Reporting & Analytics Design Partners & Reg. Bodies Suppliers & External Manufacturing Partners Internal Manufacturing Plants (Items, BOMs, ECOs, Approvals, Compliance Data, Cost Data, AML, Datasheets, SOP’s, Documents, Designs, Drawings, Product Quality Data, Corrective Action, Milestones, Deliverables, Project Schedule, Resources) Research & Development Quality & Compliance Operations & Manufacturing Sales & Marketing Program Management Oracle ERP Central Repository Single record of the truth Sourcing & Procurement Internal Groups Internal & External Partners collaboration DevelopConceptPlanValidateLaunchSustainEOL A Central Repository with “One Version of the Truth” Allowing Efficient and Effective Product Lifecycle Management Oracle Agile PLM Addresses These Challenges

8. 8 Oracle Agile Implementation Overview Phase 1 = Agile PC module Implement Master Product Record Management and Doc Control Services Phase 1.5 = Agile PG&C module Implement Environmental Compliance Tracking Partner with Oracle Consulting Services Use standard Software Implementation Methodology Oracle Agile PLM Product Collaboration Product Governance & Compliance Engineering Collaboration Product Cost Management Product Quality Management Product Portfolio Management

9. 9 9Presentation Title / Subtitle What, Why, Who, How Implementation Overview

10. 10 Why??? Really?

11. 11 Project Objectives Lay the foundation in Oracle Agile as the (NPD team’s) centralized product record and change management system upon which other enhancements can be built Successfully migrate product record from Oracle Engineering to Oracle Agile Improve the user experience for querying and managing item and BOM changes. Improvements will include more intuitive Search and Where Used capabilities as well as improved ability to view the approved change history of a part Improved ECO approval cycle time for sustaining ECO and NPD Sustaining ECO approval time reduced by 2 days(from 3-4 days to 1-2 days). NPD ECO approval time reduced by 1 day (from 2.5 days to 1.5 day).

12. 12 Project Objectives con’t Ability to have Suppliers review and acknowledge ECO’s in Oracle Agile (iSupplier Link to Agile) Utilize new Oracle Agile functionality: ECO load automated for all affected sites (currently load per site). Ease of attaching/updating Drawing/Spec (PDF) to the appropriate affected item in Oracle Agile, eliminating end user using Fuse. PLT ECO/Deviation form structured in Oracle Agile (currently an excel form). Ability to structure a BOM to a Document /Drawing (currently not an option)

13. 13 Project Objectives con’t Successfully migrate the PG&C data from the Foresite application into the product record Implement an AML (Approved Manufacturer List) to manage supplier ID’s (currently using PO history). Implement IPC Material Declaration form input capability (currently using an Excel form). Ability to load full disclosure data into system (do not have that capability today)

14. 14 Project Objectives con’t Phase 1 and 1.5 User Groups that will utilize Agile Engineering Compliance Purchasing Planning Suppliers Manufacturing Quality Product Management Later Sales & Marketing Sales Channels Service

15. 15 Presentation Title / Subtitle What, Why, Who, How Implementation Overview

16. 16 Oracle Agile Project Team

17. 17 Oracle Agile Project Team con’t

18. 18 Oracle Agile Project Team con’t

19. 19 Presentation Title / Subtitle What, Why, Who, How Implementation Overview

20. 20 Implementation Approach This is a global implementation Phase 1 – Implement Product Collaboration (PC) module Phase 1.5 – Implement Product Governance & Compliance (PG&C) module Design Workshops for both modules will be held together in Phase 1 We are partnering with Oracle Consulting Services to help guide us through the implementation Use the Executive Steering Committee for: Issue Escalation Business Process Change Approval outside Doc Services and Compliance Change Control Board Implement Oracle Agile within Scope, Time and Budget

21. 21 Implementation Approach con’t Checkpoint Meeting after: 1.Design Workshops are complete 2.Functional Requirement Docs are reviewed and approved 3.Initial configuration and unit test is complete 4.Use Case development complete Checkpoint Meeting includes: Issues Review Risks Review Finalize Oracle Resourcing for remainder of project Finalize Training Plan

22. 22 Project Communication Weekly Project Status Meetings Weekly Project Status Summary Email Exec. Steering Committee Meetings as needed Up-to-Date Project Site

23. 23 Project Schedule June July August Sept. Design Build - PC 8/3 KRP 7/12: Checkpoint session. UAT & Train UAT & Train Oct. Nov. Dec. Jan. Feb. 8/25 CRP1 9/21 CRP2 Build – PG&C CRP 10/26 PC Go-Live PG&C Go-Live

24. 24 Change Management & Training Communication Regular Project Status Meetings & Summary Emails Exec. Steering Committee Meetings as needed Up-to-Date Project Site Training Oracle Agile Basic users – All Engineers, Product Managers, Project Managers, Program Managers, Buyers Oracle Agile Core users – Doc Control, Environ. Compliance Engineers, Quality Engineers

25. 25 Presentation Title / Subtitle Accomplishments

26. 26 Success for Phase 1! Went live in October 2010 with Product Collaboration Average ECO cycle time already reduced 25% (4 to 3) User acceptance has been very, very positive Adoption much stronger than anticipated Ease of use Lessons learned: Data clean up was extensive Our doc control processes were more fragmented and diverse than anticipated And all the other usual “stuff”…

27. 27 Presentation Title / Subtitle Next Steps

28. 28 The Future & Beyond On schedule for go-live with Governance & Compliance in February 2011 Roll out to suppliers Driver full ECO process execution by engineers into Oracle Agile Bring in Buyer and std cost info Decide on deployment of additional Oracle Agile PLM modules We’ve laid the foundation for further NPD and PLM integration into the standard operations process Plan – Source – Make - Deliver

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