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Industry specific cover image FY10 GC SCM Plan Draft Version May | 2009.

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Presentation on theme: "Industry specific cover image FY10 GC SCM Plan Draft Version May | 2009."— Presentation transcript:

1 Industry specific cover image FY10 GC SCM Plan Draft Version May | 2009

2 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 2 FY09 Review Sales Consulting Challenges FY10 Moving Forward Agenda

3 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 3 FY09 Review Sales Consulting Challenges FY10 Moving Forward Agenda

4 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 4 FY09 Review Sales Consulting Challenges FY10 Moving Forward Agenda

5 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential A Coordinated Effort to Drive Improvement from 3 Dimensions Technology People and Policy Process Solutioning Capabilities (Industry, Domain, Product) x-Product Integration Customer & Business Driven Leverage Oracle Superior Technology ISA Continuum Talent Mgmt Leverage HQ and Overseas references Training Tight Engagement w/ Sales Key Account Approach Visibility on SC Projects Knowledge = Power SC GC Portal Internal Website (OneSource) Value from SC Source: 9 pts

6 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential Customer Centric Solutions Industry Knowledge Budget Planning Strategic Sourcing Sales & Operation Plan Supply Plan & Execution Sell, Order, Channels Mgmt Fulfillment & Delivery Service Chain Oracle Solution Excellence to Customers Financials Projects Agile PLM Accountin g Business Domain CR M Peoplesoft Budgetin g A&D Pharma E&C SR M PL M S&O P AL M Servic e High Tech Ind. Mfg. Telco Business Knowledge Domain Knowledge Product Knowledge Demantra Siebel OTM HCM

7 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential Solutions Centric Shipping Custom Back Office Applications Front Office Applications

8 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 8 Cathay Pacific is Looking for Opportunities to Better Manage Spending Current Procurement solution (i-Procurement, known in CPA as CX eBuy) was implemented more than 6 years ago, and no longer fulfills all of CPA’s requirements for procurement management – Some areas within CPA have implemented their own procurement / inventory / spend management systems (e.g. Ultramain for engineering) The priority improvement in procurement management is spending analysis capability. A better spending analysis capability would enable Cathay to capture important trends/ signals of development of different categories of spending and react timely to resolve any potential issue. From a strategic viewpoint, such improvement will enable Cathay to become more agile and efficient amid a challenging and volatile industry environment.

9 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 9 Cathay Pacific Insight Engagement Objectives Oracle’s Insight Team offers to perform an assessment of Cathay Pacific, specifically around the business processes of – Procurement and Spending Management The purpose of the assessment is: – to assess the current procurement solution – to identify the key capability gaps – to develop a recommendation to close the capability gaps, including potential improvements in process, measurement and IT solutions – to identify to-be process capability regarding spending management For Discussion Level 1: the CURRENT capability level Level 2: the POTENTIAL capability level supported by the current system Level 3: the DESIRED capability level The 3 levels of capability need to identified in the process (illustrative) Near term focus: get maximum value from existing investments Longer term: enhance system capability to address more business needs

10 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 10 We’ve Conducted Interviews With APD and IT Sam Kynaston - Manager IT Supplier Relationship Keith Kwan/Ricky Li - Purchasing Manager, Inflight & Support Services Michael Pratt - Manager Purchasing (PNL & Ground Services) David Hammond - Manager Purchasing - Aircraft Trading Paul Barwell - Manager Procurement Michael Scantlebury - GM Purchasing & Aircraft Trading Gavin Fernandez - Manager Purchasing (Fuel & Fuel Services) Mark Watts - Manager Purchasing (Marketing & Product) Clement Law/Edan Fung - IT Manager - Corporate Services/Business Analyst

11 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 11 Background Key Procurement Management Challenges Recommendations Next Steps Agenda

12 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential Summary - Key Challenges in Procurement Management 1.Lack of visibility of spending and analysis capability Timely report of overall spending, current 1 or 2 month lead time to manually dig out info not meaningful Analysis of spending by categories/sub-categories, suppliers, user division Analysis of compliance (price, contracts, etc) 2.Lack of integrated procurement solution across CX APD and procurement Some categories has no system, other categories use its own isolated solution, CXeBuy covered only about 2% of total spending Getting financial data from FMIS and analyzing them for purchasing purpose is time consuming Not fully leverage investment in license and past implementation, increase the complexity and cost of IT support team 3.Improvement opportunity of integration of CX and KA systems and relevant processes Data integration to enable more accurate analysis Consolidate the suppliers 4.Opportunity to close the loop for vendor performance management Supplier performance report and ranking …

13 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential ChallengesCapabilities RequiredPotential Values 12 pt Plain, Initial Cap Challenges, Capabilities, Value – Inflight and Support Service Page Sub-heading:18pt Plain Text, Title Case. Resides On Page In This Position Source: Cathay Interviews

14 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential ChallengesCapabilities RequiredPotential Values 12 pt Plain, Initial Cap Challenges, Capabilities, Value – PNL & Ground Services Page Sub-heading:18pt Plain Text, Title Case. Resides On Page In This Position Source: Cathay Interviews

15 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential ChallengesCapabilities RequiredPotential Values 12 pt Plain, Initial Cap Challenges, Capabilities, Value – Aircraft Trading Page Sub-heading:18pt Plain Text, Title Case. Resides On Page In This Position Source: Cathay Interviews

16 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential ChallengesCapabilities RequiredPotential Values 12 pt Plain, Initial Cap Challenges, Capabilities, Value – Aircraft Components and Maintenance Page Sub-heading:18pt Plain Text, Title Case. Resides On Page In This Position Source: Cathay Interviews

17 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential ChallengesCapabilities RequiredPotential Values 12 pt Plain, Initial Cap Challenges, Capabilities, Value – Fuel and Fuel Services Page Sub-heading:18pt Plain Text, Title Case. Resides On Page In This Position Source: Cathay Interviews

18 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential ChallengesCapabilities RequiredPotential Values 12 pt Plain, Initial Cap Challenges, Capabilities, Value – Marketing and Products Page Sub-heading:18pt Plain Text, Title Case. Resides On Page In This Position Source: Cathay Interviews

19 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential The Current System Overview In-flight and Support Services PNL and Ground Services Aircraft TradingAircraft Parts and Maintenance Fuels and Fuel Services Marketing and Products Sourcing Contract Mgt Requisition Approval Quotation/ RFQ Order Receiving Invoice Payment Vendor Performance Spending Analysis

20 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 20 Background Key Procurement Management Challenges Recommendations Next Steps Agenda

21 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential A Coordinated Effort to Drive Improvement from 3 Dimensions Technology People and Policy Process 16 pt plain text sentence case Value from Supplier Source: 9 pts

22 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential Potential Improvements on People and Policy Source: 9 pts …

23 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential Potential Improvements on Process Source: 9 pts …

24 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential Potential Improvements on Technology Source: 9 pts …

25 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential The Current System Overview In-flight and Support Services PNL and Ground Services Aircraft TradingAircraft Parts and Maintenance Fuels and Fuel Services Marketing and Products Sourcing Contract Mgt Requisition Approval Quotation/ RFQ Order Receiving Invoice Payment Vendor Performance Spending Analysis

26 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential The Current System Overview In-flight and Support Services PNL and Ground Services Aircraft TradingAircraft Parts and Maintenance Fuels and Fuel Services Marketing and Products Sourcing Contract Mgt Requisition Approval Quotation/ RFQ Order Receiving Invoice Payment Vendor Performance Spending Analysis

27 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential Size of Potential Value

28 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 28 Background Key Procurement Management Challenges Recommendations Next Steps Agenda

29 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential 29 Next Steps XXX … 1 XXX 2 … 3

30 Copyright ©2009, Oracle. All rights reserved. Oracle & Cathay Pacific Confidential

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