1. SCM-EDGE Business Update for FY12 Kickoff Greater China Keith Ip

2. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Objectives To Share Knowledge To Learn from the past To Plan for Future To Collaborate Everyone has a say Everyone has right to express Everyone respect everyone 2

3. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Agenda 3 9:30 – 9:45 Opening 9:45 – 10:30 Ben’s Q1&Q2 Review update 10:30 – 11:15 Roger’s Q1&Q2 Review update 11:15 – 12:00 Michael’s Q1&Q2 Review update Lunch 2:00 – 2:45 Jessica’s FY12 Plan update 2:45 – 3:30 Individual 1 on 1

4. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. BIG THANK YOU & WELCOME! 4

5. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. How has SCM-EDGE done so far? 5

6. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. FY11 Q1 to Q3 so far 6

7. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Achievements Recruit new partners for Agile & Demantra Largest Apps deal at ZTE Real solid Agile deals More MRD reps selling Agile Some ASCP bundle deal happening 7

8. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Areas for Thoughts How to own the sales cycle from end to end to increase deal size? For bundle deal (i.e. ASCP), how to increase the deal amount How to capture inflow leads and mature them? How to grow the business (Large deal vs volumne) Support required from upper management and other LOBs 8

9. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Agenda Scope FY11 Our Focus Positioning Team 9 1 2 3 4 5

10. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Product Lifecycle Management Agile PLM Agile PLM for Process (F&B) Agile PLM for Pharma (emerging) Product Data Quality Product Information Management Oracle Value Chain Solutions Value Chain Planning Demantra (Demand Management, S&OP, Predictive Trade Planning) Adv Supply Chain Planning Rapid Planning Inv Optimization Global Order Promising Adv Planning Command Center Collaborative Planning Production Scheduling MOC Product Lifecycle Management Transportation Management (G-Log) Landed Cost Management Global Trade Management Warehouse Management Mobile Supply Chain

11. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Focused Accounts(1/2) Industry: Growth, Revenue Accounts: Brand, SKU, IT maturity Oracle VCM competency

12. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Accounts will be focused (2/2)

13. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Potentials CGP ● ●  QingDao Beer, Dem  Huawei Terminal  Huawei Tech, SPP, MOC HiTech & Consumer Electronics ● ● ● ●  ZTE, Dem, ASCP  Mindray, Agile ● ●  Haier  Hi-Sense ●  Master Kong ● ●  Foxconn  BYD, Agile ● Natural resource  China Shenhua ●  TCL  Konka  China Source, ask daniel  Shang hai GM  Changan Auto Auto, IM & Heavy Industry ● ● ● ● ● ● ●  YunNan Pharma  SunTech ●  Midea  Gree  BBK  Da Chang Jiang  WORKING ON  COMMITTED

14. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. SWOT Strengths: Large install base in TW Complete Weaknesses: Lack of ref in CN Not enough coverage in CN Opportunities: New industries F&B, Pharma PDQ/PIM Threats: Matured establishments of PTC & UGS Some locals like CASA are up and coming Product Lifecycle Mgmt Strengths: OTM- Head start in China Agility, IDS, Huawei, NTL Weaknesses: Lack of WMS ref Less matured market Opportunities: MNC Large enterprise Threats: Local competitors like Boke Value Chain Execution Strengths: Ref in TW Complete Weaknesses: Lack of implementation resources Early of adoption cycle Large MFGs are SAP IB Opportunities: Big growing companies in HT & CPG   maturity S&OP, Trade Prom., SPP Threats: JDA/i2 is rebuilding their business CN Timing Value Chain Planning

15. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Sales Strategy by Product Focus on Large Enterprises with advanced thinking and maturity Companies with pressure to grow bigger and go global Leverage Global SI – Accenture, Deloitte High Tech & CPG Work with MRD Named and be part of ULA All Products - Big Companies Big Problems Big People Upsell & Upgrade in TW Rebuild the CN PLM business Focus on building Prodika customer Leverage end-to-end PLM Penetrate PTC & UGS PLM – Tackle & Grap Need to recruit WMS partner (Sell to EBS) Enterprise logistics vs. Logistics enterprise Need to have more BD works VCE – OTM vs. WMS Position ASCP replacing MRP in the ERP deals ASCP as differentiator to compete against SAP Sell through MRD sales team High Tech & CPG VCP - ERP Bundle

16. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Key deals ClientProductDeal sizeClosing date MindrayPLM300KQ4 Huawei TerminalVCP1.5MQ4 HuaweiSPP300KQ4 / FY12 QingDao BeerDemantra80KQ3

17. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Collaboration with MRD 17

18. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Partner Map & Readiness 18 PartnerLocVCPVCEPLMPIM IBMCN,TW ○ OCSCN,TW ●○● HitachiCN ●●○ EIIGC ● AMAXCN ● AdvTekCN,TW ● AcconsysCN,TW ● UFCCN ○ SIECN ○ InfosysCN ○○ JOSHK ○○● RJTW ● ○ To Be Ready ● Relatively Ready

19. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. How is it so far? What’s Working Improved relationship with MRD sales Run rate PLM business in TW Reconstructing the team What to be Improved: TW – Need large deals by replacing PTC and tapping into SAP install base CN – Need to quickly revamp PLM business VCE – need to speed up the pipe maturation in order to ensure the growth MORE PIPE!!! More new products (PDQ, Prodika) 19

20. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Q2 Outlook 20 Comments Pipe building is critical PLM Sales replacements (BJ & SH) are important to get enough coverage Get the South China PLM Sales up to speed

21. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Q2 Action Plan & Strategies 21 Critical Req’ts to Deliver Forecast Work out the LJE for ZTE Negotiation with ZTE prior to CFO’s visit to CVC Additional Plans to Achieve Budget Continue working with MRD sales Having an agreeable review schedule with Edwin and Gao

22. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Q2 Action Plan & Strategies Marketing Replicate the VCP SZ event to BJ Propose to have 1 PLM event in South China once the new sales is on board Leverage MRD’s events 22

23. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Q3 Outlook 23 Comments Need to convert from Upside to Forecast Get new hires (PLM) up- to-speed Get the CN MRD sales to have focus on VCM

24. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Q3 Action Plan & Strategies 24 Critical Req’ts to Deliver Forecast Need to build up the WMS business by hand holding a partner Need to resolve the NTL OTM maintenance issue (no disruption to our OTM brand in local market) Work on Shangri-La PLM for penetrating the emerging industry Additional Plans to Achieve Budget Move the PLM volume deals from upside to forecast Focus on the large Q4 deals and see if we can pull ahead (China Mobile) Ensure Huawei Terminal’s positioning being competitively well in Q3 so that we can make it as upside or ready for Q4

25. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Close Plan for ZTE Facts: Met with VP Xu (procurement) who indicated that we need to pre- negotiated the price prior to CFO’s CVC visit CFO Mr. Wei is visiting CVC on 28 th Sept EVP Tian and VP Chen (SCM) want to go with us CIO Ni was not too convinced but got neutralized VP Chen visited our ref (Cabot Electronics) in July Hitachi completed the POC with satisfactory result Fulfillment partner is identified by ZTE Actions: 9/27 - We need to finalize the price negotiation before his visit 9/15 - LJE needs to be submitted NOW! 9/22 - Submit 1 st offer to start off negotiation by next week with agreement with Gao Fulfillment partner is identified by ZTE 9/22 - Start having ZTE to review OLSA 25

26. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Overall FY11 Outlook The team is new due to reconstruction (Currently, our team is 1 + 3; bottoms up quota  GC quota!!) Pipe needs to be further strength Heavily reply on ZTE, Huawei, and TW PLM Strength the VCE in China Racing against time to get the PLM Sales up to speed. Need reference on WMS, Prodika, PDQ, and GTM Get PR out on all new Wins and Go-Lives 26

27. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Team Sales Eddy Wong – VCE for China and All EDGE for HK Need to drive more OTM in China and improving Ben Lin – All EDGE for TW Need to cook large PLM deal replacing PTC Larry Du – VCP in China 1 Offer in progress for PLM in South China 2 HC TBH for PLM in North and Central China Sales Consultants Jason Chiu – SCM EDGE SC Lead / PLM Oliver Peng – PLM Jason Chang – PLM TW Alex Yap - VCP 27

28. Copyright © 2009, Oracle and / or its affiliates. All rights reserved. Support Required Sales HC approval Sales Consulting support – 1 travel based VCP SC & 2 PLM SC for China are not sufficient the business (UGS has 35 Sales and 20+ SC) Include SCM-EDGE Forecast in MRD/GC GM Plan 28

29. Copyright © 2009, Oracle and / or its affiliates. All rights reserved.29