1. From Great to Excellence “Winning in the Turbulence of Globalization ” Keith Ip Director, Supply Chain Management, Greater China April, 2008

2. 2 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. SOX DISCLAIMER

3. 1 st Take Away World Is Getting Complex and Competitive

4. It’s More Competitive Emerging Markets are Driving Massive Change Total population 4X ~950 ~2,900 With large work forces Source: EIU; Ministry of Education Annual report 2005–06 Building skill sets Creating massive new purchasing power Driven by low wage rates Wages ($/hour) Driving innovation Enabled by access to everything Free trade Transportation Intellectual capital Internet/ communications % increase in personal disposable income per capita (1990–2006) 4%5%11%15%CAGR12% Intake in engineering in India (K) CAGR = 16% Embraer “double bubble” fuselage Goodbaby stroller

5. Source: PWC, 9 th Annual Global CEO Survey EXTENT TO WHICH VALUE CREATING ACTIVITIES INCREASE COMPLEXITY Percent Some Extent Large Extent Very Large Extent 77% of global CEOs say the level of complexity in their organizations is higher than 3 years ago It’s More Complex

6. And It’s Riskier FACT: Between 2004-2007, 62% of global companies experienced risk events* 87% of those risks were non-financial Almost half were not prepared Only half manage risk formally Environmental Climate change Water, energy shortages Natural disasters Societal Pandemics Food, product liabilities Infectious diseases Geopolitical Terrorism, War Crime, Corruption Breakdown in information infrastructure Economic Oil shock Fall in US Dollar China hard landing *Source: IBM Global CFO Study 2008

7. Data Turbulence More data created in last 2 yrs than in the past 40,000 yrs Total data quadrupled in the last 2 yrs Will continue to double every year Total Data Worldwide (in Terabytes) 21m 15m 57m 33m

8. 2 nd Take Away Enterprises Need Next-Generation BI To Stay Ahead

9. Agility:Closed-Loop Responsive Enterprise Measure Discover Analyze Execute Sense Response Real Time Tracking, High Visibility Exception Management, Alert Identify, Resolution Execute with Feedback

10. Today’s Reality: Management Processes Are Siloed SIX SIGMA ANALYZE PERFORMANCE GOAL SETTING SCORECARDS FINANCIAL REPORTING FINANCIAL MODELING VARIANCE ANALYSIS ROLLING FORECAST OPERATIONAL PLANNING MONITOR RESULTS

11. Results of Silos Lack of Alignment Can’t Align Corporate Goals with Plans and Execution Low Predictability Not Able to Improve Accuracy in Forecasts and Plans Inconsistency Unable to Base Decisions on the Right Information Lack of Transparency Not Able to Meet Changing Disclosure Requirements Stale Data and Information unable to aid in Competitive business environment Data is Out of Date and Irrelevant

12. Operational Challenges Delayed, inaccurate reporting Conflicting, departmentally-biased results Sales Data MarketingOperationsFinanceSales Analyses, Reports Executives IT Cross-functional analysis only by IT Sub-optimal enterprise performance Operations Data 1 Finance Data N Finance Data 1 Operations Data N Data Warehouse Marketing Data

13. Valuable Insights Often Require Data from Multiple Departments and Sources 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 How does call center agent tenure, training, & compensation affect efficiency and cross-selling performance?

14. Next Generation BI: Integration Becoming Imperative Increases BI Value…and BI Solution Requirements The Next Level of Performance Optimization “Business intelligence (BI) is moving into the context of the business process, not just to make users’ information experience more effective, but also to allow for business process optimization.” Source: Software Macro-Trends: Reshaping Enterprise Software - Sep 2005 Source: InformationWeek THE #1 BI VENDOR CRITERIA “Ability to Integrate with Existing Applications”

15. 3 rd Take Away Oracle BI Solutions Should Be Your Consideration!

16. Comprehensive BI Solutions and More BUSINESS INTELLIGENCE FOUNDATION Essbase BI ServerReal Time Decisions Common Enterprise Information Model EPM Workspace OLTP & ODS Systems Data Warehouse Data Mart SAP, Oracle, Siebel, PeopleSoft, Custom Business Process OLAP Fusion Middleware BI Applications Performance Management Applications EPM Workspace Excel XML

17. Hot Pluggable with Existing IT Investments Oracle Kerberos iPlanet MSFT AD Novell Custom Others... Oracle Data Integrator (Sunopsis) Oracle Warehouse Builder Informatica Ascential Others... Any JSR 168 Portal Oracle Data Mining, SPSS, SAS Oracle EBS, Siebel, SAP, PeopleSoft, JD Edwards… Excel, Outlook, Lotus Notes... Oracle Enterprise Performance Management System Oracle Business Intelligence Foundation PORTALSDATA MININGAPPLICATIONSDESKTOP TOOLS SECURITYDATA ACCESSDATA INTEGRATION Oracle RDBMS Oracle OLAP Option Microsoft SQL Server & Analysis Services IBM DB2 Teradata Essbase SAP BW XML, Excel, Text

18. Acquisition Strategy: Best-in-Class Solutions Increase the value of customer investments Oracle Acquires Siebel Best in Class: Trade Mgmt Oracle Acquires Demantra Best in Class: Demand Forecasting, Trade Optimization, and S&OP Oracle Acquires Retek, 360 Commerce, Profit Logic Best in Class: Retail Applications Oracle Acquires G-Log Best in Class: Logistics and Supply Chain Execution Oracle Acquires Hyperion Best in Class: Analytics, Consumer Insight Oracle Acquires Agile/Prodika Best in Class: Product Lifecycle Management Supply Chain Mgmt Acquisitions

19. Oracle is Uniquely Qualified Technology + Business Process Expertise + SCALE Database Fastest Growing Middleware Business Analytics Human Capital Management Supply Chain Management CRM Retail Financial Services Public Sector Customer Support 275,000 Customers #1

20. The market validates our Strategy Oracle Leads In Business Performance Solutions Following Its Hyperion Acquisition

21. Essbase Essbase ： 10 Most Influential Innovations Top Innovations

22. Build from Scratch with Traditional BI Tools Oracle Analytic Applications Prebuilt Business Adapters for Oracle, PeopleSoft, Siebel, SAP, others Prebuilt DW design, adapts to your EDW Role-based dashboards and thousands of pre-defined metrics Easy to use, easy to adapt Weeks or Months Back-end ETL and Mapping DW Design Define Metrics & Dashboards Back-end ETL and Mapping DW Design Define Metrics & Dashboards Training / Roll-out Training / Rollout Months or Years Oracle Analytic Applications solutions approach: Faster time to value Lower TCO Assured business value Source: Patricia Seybold Research, Gartner, Merrill Lynch, Oracle Analysis Speeds Time To Value and Lowers TCO

23. COMMUNICATIONSAUTOMOTIVEFINANCE/BANKINGCONSUMER GOODSHIGH TECH MEDIA/ENERGYAERO/INDUSTRIALINSURANCE/HEALTHLIFE SCIENCESOTHER Business Intelligence Customers Select References

24. 1250 Users, 400 Reports, 3 Months, 1 IT Admin BEFORE Poor measurement of employee performance in sales and service Lack of customer insight – no consistent, real-time view Slow “Customer Inquiry Response Time” No single source of customer data for segmentation High reliance on IT for information AFTER “Turned the tides” in sales force with better insight into performance Enhanced sales productivity with 360° view of customer relationship Increased customer responsiveness, leading to greater satisfaction/retention Unified customer data for better marketing segmentation and targeting Customer-facing employees empowered with the information they need Pitney Bowes is the world’s largest producer of postage meters. Implemented Oracle BI Applications (sales, service, and marketing analytics) to over 1,250 employees.

25. 25 A Q &