1. APAC Advance Planning Quarterly Ops Review Pieter Els

2. Executive Summary  34% YoY Growth  Demantra 251% YoY  7 Demantra Trainings – 6800 person hours  APS R12.1 Training – 480 person hours & WC  FY09 Budget: @ 67% YoY Growth (5M SCP + 5M Demantra)  3 New Products (SPP, APCC, DSR) + MOC

3. FY08 Summary Results  3.27M FY08 Revenue with 77% MRD Industry (Q4 smallest qrt @11%)  38% Revenue from Demantra (4% SNO, 6% PS, 52% EBS-SCP)  GC contributed 49% of total APAC (GC 266% YoY)  49% Revenue from Top 6 Customers  Top 11 @ 67% (11 Cust > 100k)  57 Customers (Transactions) Avg = 56K FY08 Q1-Q4 Details

4. WHAT’S WORKING 1.Prime and Co Prime engagement is improving 2.Resources are coming together – Marketing, Presales, OCS, Co Prime teams 3.Focus is paying dividends in pipeline and internal awareness 4.Enablement of the field is improving – sales tools and resourcing consistently getting better 5.Management support from the Industry and Commercial LOB’s

5. WHAT NEEDS WORK 1.Partner Eco System for Specialty Products 2.External Awareness of these Solutions 3.Connection to the user communities and professional bodies that we need to align with 4.Account team engagement still needs work 5.Territory Plans that include SAP or sfdc attacks 6.Proper identification of pipeline in GCM

6. FY09 Budget – Demantra Only – Needs ReviewFY09Q1Q2Q3Q4 TOTAL FY09 Budget ANZ0.2M0.4M0.4M0.7M1.7M ASEAN0.2M0.3M0.3M0.5M1.3M GC0.1M0.2M0.3M0.4M1.0M IN0.1M0.2M0.3M0.4M1.0M KR00000 TOTAL0.6M1.1M1.3M1.9M$5.0M %100% APAC $5.0M

7. FY09 Budget – Demantra Only – Needs ReviewFY09Q1Q2Q3Q4 TOTAL FY09 Outlook COM0.3M0.4M0.5M0.8M$2.0M CMU FSI GEH MRD0.3M0.7M0.8M1.1M$3.0M TOTAL0.6M1.1M1.3M1.9M$5.0M %100% APAC $5.0M

8. FY09 – Pipeline Situation  Target FY09 = 10M  Open Pipe : 19.3M (1.9 Times Target)  Close to 910k in pre-pipe (Status=Potential)  New Products (SPP, DSR, APCC, MOC)  Demantra Pipe = 1.3 x SCP Pipe

9. SCM Pipeline Coverage – 1H

10. FY09 H1 – SCM Key Program Summary Marketing Program / Demand Generation Topic Focus AreaRegional Focus Target Audience Marketing Mix OfferPartn er eMktingDirect MailFollow-UpTiming Agile eDM, eBook, TM Profitable Product Innovation Enterprise PLM Leadership IN, ASEAN, GC, ANZ, KR R&D, Engineering, Manufacturing and SCM Managers eBookNYY Event invitation Newsletter subscription 09Q1 PLM Seminars with Associations Profitable Product Innovation Enterprise PLM Leadership TW, China, KR R&D, Engineering, Manufacturing and SCM Managers Physical Event N Invite Landing page Whitepaper Invite Post event email Newsletter subscription event/webcast invite 09Q1 & Q2 SCM Thought Leadership Roundtables Demand Driven Planning Logistics Excellence End to end Supply Chain Management ASEAN, GC, ANZ, KR Manufacturing, SCM and Logistics Managers Physical event Guru speaker Customer cases Y Invite Landing page Whitepaper Invite Post event email Newsletter subscription event or webcast invite 09Q1 & Q2 Executive OffsitesTotal solution sell for Industries not point solution focused but will cover SCM & PLM India, China ExecutivesPhysical event Drawcard speaker Y Invite Landing page Invite Post event email 1:1 customer mtgs 09Q1 & Q2

11. FY09 H1 Campaign Summary SCM – Activity Schedule

12. Market Overview Market Description: – Total SCM Planning 2008 software rev market* (Gartner Sept 2007) is 154M (13% YoY) – Planning application showing healthy growth (22% growth in SPP – ’07->’08) – ANZ, KR & GC is 64% of market Oracle’s Market Position: – Solid Growth of 37% YoY – No 2 at 15% of market share –(2008 Data available in June 2009) *

13. Partner Landscape A/NZASEANGCIndia Korea Resell Local Service Provider (In addition to Reseller & Regional Sis) APAC Regional System Implementers (SAGE-W) A.F Ferguson & Co. Preferred ANZ : Jigsaw ASEAN : Satyam GC : TCS India : MindTree

14. Demantra Partner Enablement Plan Target / Objective 1. Partners to assist in Building Pipelines 2. Strategy is to go on Opportunistic Enablement 3. Delta level Updates will be key focus Priority / Criteria 1. Performance Measurement – To conduct Partner Performance Measurements based on Water tight audit criteria. 2. Audit Criteria to be finalized by end June 2008 Inventory Current # of Partners 16, current # of resources 37 Gap Analysis # of Partners Needed 30, # of resources required 105 Gaps : Partners 14, Resources 68 Program 1. Presales training in Australia or India in Q1 2. Product Delta Web-casts on an on going basis

15. Observations & Challenges SCP –Demo Speed – issue with Planning products (especially Demantra on Laptop and ASCP on ADS) –DSR – applicability in ANZ –Translations for new Products (APCC, DSR, MOC). SPP auto-translated? –New Planning Products - Training in planning stage (FY09-Q2 – Sept/Oct) –Sales Training in ANZ, evaluating other regions – Customers are insisting for POC for Demantra (Compare Forecast) Need tools for quick load and demo (small scale POC) + Partner Demo support = ADS Need tools for quick load and demo (small scale POC) + Partner Demo support = ADS – Accenture & IBM (More than 100 Man hrs of Training & Awareness Completed). Poor ROI. India considering Demantra Demantra Translation for China. No 1 issue (Work around is ok, POC pending) Demantra Translation for China. No 1 issue (Work around is ok, POC pending) India = 2 Demantra Deals in Q4 India = 2 Demantra Deals in Q4 Ian Ratcliff appointed 2 SC’s. KR pending. Ian Ratcliff appointed 2 SC’s. KR pending. Partner Landscape not mature Partner Landscape not mature Branding. We still see i2 and Manugistics as 1st instinctive choice. (ANZ) Branding. We still see i2 and Manugistics as 1st instinctive choice. (ANZ) Need more case studies to be sent out to the masses (Push Awareness & e-Blasts). Some case studies are internal only Need more case studies to be sent out to the masses (Push Awareness & e-Blasts). Some case studies are internal only Good to have our marqee customer to do a joint roadshow. It is best to get customers to talk in front of prospects. Good to have our marqee customer to do a joint roadshow. It is best to get customers to talk in front of prospects. Need more stories around OCS or partner implementations (Re-use OCS assets) Need more stories around OCS or partner implementations (Re-use OCS assets)

16. Demantra Critical Success Factors Rapidly develop new sales reps and GM’s. Develop SI and partner relationships Develop ‘Accelerate’ offerings for Commercial Accounts Win lead Iconic accounts in key industries Take to market as part of a broader SCM offering – SNO, ASCP, Inventory Opt, Collaborative Planning, APCC, DSR, SPP. Refocus Co Prime team this way. BAT for Supply Chain Offerings

17. Oracle Consulting Model & Plans – Demantra / SCP Shameem Sulaiman

19. Sales Model SALES FORCE: SALES FORCE: –NAMED Accounts Sales Team (MRD) – Direct Field Engagement (> $500M Revenue) –COMMERCIALS Accounts Sales Team 0 – 200M (Partners) 0 – 200M (Partners) 200 to 500 (TSR & Partner Preffered Strategy) 200 to 500 (TSR & Partner Preffered Strategy) – COMMERCIALS owns all Oracle Direct Team and have formed a BDC team to drive upsell campaigns –Specialty Sales Team (Will Bosma) with Demantra Target of 5M and HC of 4 or 5 (Korean requirement under review) SALES READINESS: SALES READINESS: –ASCP Readiness Green, Demantra Readiness Amber (Impl. Training for OCS) –New Planning Products - Training in planning stage (FY09-Q2), ANZ MRD Sales Training –Ian Ratcliff appointed 2 SC’s. KR pending. –SCS Built VMWare Demantra 7.2 environment. –SCS Re-useable assets (process flow maps, process demo scripts, demo recordings): SCS Re-useable assets SCS Re-useable assets

20. Partner Model SALES FORCE: SALES FORCE: –Need to review Demantra partner landscape. –Partner with COMMERCIALS Accounts Sales Team Partner READINESS: Partner READINESS: –ASCP Readiness Green, Demantra Readiness Amber (Impl. Training for Partners) –Confidence Levels in positioning Demantra very low. Need to develop Impl. skills –New Planning Products Webcasts. Training in planning stage (end of Q4 or FY09-Q1) –Executed 5 Demantra Trainings (AGSS) – 5760 person hours –GC Niche partner pending –SNO and PS Partner – Fusion5 in NZ Partner (Demantra) ANZ (3 P, 4 R) ASEAN (8 P, 21 R) INDIA (5 P, 42 R) GC (5 P, 30 R) KR (1 P, 2 R) Jigsaw (ANZ) 3 Fusion5 (NZ) 1 PT Sigma Solusi Integrasi 2 PT Jati Piranti Solusindo 2 S&I Systems Pte Ltd 1 MindTree6 HCL Technologies Limited 1 Polaris Software Lab Limited 3 Larsen & Toubro Infotech Limited 4 Pointcode2 Niche Partner

21. APAC Demantra Partner Development Status FY08 Review Lack of cohesive management of the partnering strategy resulted in; –No market segmentation –Too many resellers with little-to-no deep product expertise resulting in a lack of true business development by any partner. –No coordinated leverage of pan-APAC partners –Insufficient market traction as partners viewed Demantra asset as ‘add-on’ to core ERP objectives, rather than growth opportunity FY09 Focus Implement / manage a single APAC strategy encompassing local execution capabilities Strategy includes Global SI’s, Pan-APAC SI’s and local resellers/service providers in all geographies Resellers accepted into the program will provide Oracle license sales ($$$), pre-sales and implementation consulting services Market segmentation and demand generation will favour those partners that invest in creating Demantra license sales capacity Resell quota negotiation currently underway in most locations ASEAN reseller numbers to be reviewed in order to optimise focus. ‘Excess’ partners will be retained at local system implementer status Immediate and continuing need to implement programmatic capability audit and enablement program

22. SCM – Demantra Partner Current State Enablement Preferred Partners : ANZ : Jigsaw India : Mindtree GC : TCS ASEAN : Satyam