Insert Picture Here Oracle Shop Floor ManagementAdvanced Supply

<Insert Picture Here> Oracle Shop Floor Management/Advanced Supply Chain Planning Oracle Advanced Planning Command Center Business insight for supply chain management John M. Conlin CPIM Principal Solutions Consultant Supply Chain & Manufacturing Applications

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Oracle Shop Floor Management - OSFM • OSFM (Lot Based Mfg. ) Factors in Planning – Co-Product/Inverted BOM’s – Network Routing(s) – Multiple Paths – Operation Yields • All factors must be considered in developing Supply Plans with Advanced Supply Chain Planning, ASCP. 3 © 2008 Oracle Copyright, Proprietary & Confidential

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<Insert Picture Here> Appendix: Customer Examples 28 © 2008 Oracle Copyright, Proprietary & Confidential

Toshiba TEC Corporation Global planning system deployment – Multi-instance • Company – $3. 1 B manufacturer of document processing equipment • Previous process – Multiple regional ERP instances – Decentralized planning process • With Oracle – – Global centralized planning model ASCP is cornerstone of Global SCM project Uses ASCP to make global production allocation decisions Uses material and resource constrained planning • Moved from a monthly planning cycle to a weekly cycle • Reduced manufacturing cycle times • Optimized worldwide inventory levels Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. 29 © 2008 Oracle Copyright, Proprietary & Confidential

Sony SNC – Japan Runs worldwide manufacturing and S&OP using ASCP, DP, and GOP • Company – Manufactures ultra high speed Static Random Access memory (SRAM), products for the audio, video, and communication markets • Previous process – – Spreadsheets, not integrated with legacy system, nor with execution systems Manual forecast smoothing; no system supported sales and operations planning Monthly planning cycle, no accurate order promise dates Fabrication and assembly not linked, causing wafer shortages and excess inventory • With Oracle – Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers – Uses substitute components, simultaneous and alternate resources, co-product planning, alternate bills, routings, and sources, complex network routings, and process yields – Uses complex allocation rules for global order promising • Integrated S&OP process resulting in one consensus forecast number • Strongly reduced planning cycle time – from monthly to daily • Integrated planning and execution model, providing global supply and demand visibility © 2008 Oracle Copyright, Proprietary & Confidential Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. 30

Agilent Technologies Runs worldwide manufacturing and sales operations using ASCP, DP, GOP, and IO • Company – Manufactures test and measurement equipment • Previous process – – Manual order promising with fixed lead-time Weekly, cascaded MRPs (4 wk propagation) No system supported S&OP process Multiple, divergent systems/process statistical forecasting, new product introductions, or promotions • With Oracle – – Holistic daily optimized plan for 24 facilities, with demands from 1000+ customers Runs weekly unconstrained enterprise plan High value, low/moderate volume demand; using 32 sub-plans, new product introductions, and promotions Using real-time ATP to promise orders; using multi-level ATO and PTO models • Strongly reduced planning cycle time • Strongly increased forecast accuracy • System supported complex configure-to-order processes © 2008 Oracle Copyright, Proprietary & Confidential Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. 31

Avago Technologies, Worldwide Runs manufacturing and sales operations using ASCP, DP, and GOP • Company – Leading, privately held, global manufacturer of analog, mixed signal and optoelectronics components (formerly Agilent SPG, Avago); the company's products serve four end markets: industrial and automotive, wired networking, wireless communications, and computer peripherals • Previous process – Legacy order promising using ATP; disparate planning tools across supply chain – Reactive, manual, and time consuming plan analysis; manual forecast generation – 1 week planning cycle; no system supported S&OP process • With Oracle – – Runs optimized enterprise plan, twice/week, including tier-3 supplier organizations Low cost, high volume and high mix demand Using real-time CTP to promise orders 24 x 7, with use of complex allocation rules Using complex network routings Strongly reduced planning cycle time, more frequent plan runs with integrated exception management 32 • System supported S&OP process • Moved from manual spreadsheets to integrated consensus forecasting process • © 2008 Oracle Copyright, Proprietary & Confidential Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.

NCR Corporation, Worldwide Runs worldwide manufacturing and sales operations using ASCP, DP, and GOP • Company – Manufactures point of sale and high-end scanning equipment, and provides complete store automation, ATMs, and self-service kiosk solutions • Previous process – – – Each organization ran individual MRP, 54 ERP instances Integration between orgs was based on buy-sell relationship Forecast accuracy < 50% Sales and operations planning cycle time: 21 days No system supported sales and operations planning process • With Oracle – – Single, global plan for 20 orgs, including worldwide distribution centers and mfg plants Runs daily constrained enterprise plan (EDD) Complex procured configurations Using real-time material constrained, multi-org, multi-level ATO order promising process Synchronization of entire worldwide supply chain with complete global visibility • Strongly reduced planning cycle time • Strongly increased forecast accuracy • System supported sales and operations planning process • © 2008 Oracle Copyright, Proprietary & Confidential Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. 33

Alcoa, Worldwide Global planning system deployment – Live on ASCP, DP, GOP • Company – Manufactures test and measurement equipment • Previous process – Spreadsheets, not integrated with legacy system, nor with execution systems – Manual forecast smoothing; no system supported sales and operations planning – Monthly planning cycle, insufficient accuracy in order promise dates • With Oracle – – Determines allocation to produce most profitable product mix within existing constraints Performs all planning at the family level Powerful Integration of supply/demand picture supports Alcoa’s S&OP Process S&OP composite picture in real time during review sessions Reduced planning cycle time - Eliminates waste on spreadsheets • Process integration with other modules results in technology “pull” for new systems • Integrated sales and operations planning process resulting in one consensus forecast 34 number • © 2008 Oracle Copyright, Proprietary & Confidential Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver.

GE Power Systems – US Global planning system deployment – Live on ASCP and GOP • Company – Manufactures power generation and oil & gas equipment • Previous process – – – Reactive, manual, and time consuming analysis and reporting Stand-alone non integrated systems; disconnected processes among business units Segregated order launching by project Poor visibility of project excess inventory Order promising is based on commercial lead-time only • With Oracle – – – Daily holistic plan across projects and across businesses: 8 manufacturing plants 6 main distribution warehouses, and 10+ forward deployed or consignment warehouses Retain planning by project but leverage excess Inventory any where within the company Connected businesses processes and automated exception reporting Order promising base on planned output Reduced inventory levels by $20 M per year • Reduced delivery cycle by 10% for new equipment orders • Improved fulfillment rate for service parts • Reduced planning cycle time to daily • © 2008 Oracle Copyright, Proprietary & Confidential Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. 35

GE Transportation – US Global planning system deployment – Live on ASCP and DP • Company – Manufactures aircraft engines for commercial and military aircraft, spare parts, and engine contract services • Previous process – Each plant ran an individual MRP plan on a weekly cycle – Net requirements from engine assembly plants were translated into a forecast to be used as demand for component shop MRP plans. This led to inherent latency in that component shops used a previous planning cycle as an input – Many parts were replenished using a reorder point process – Frequent expediting • With Oracle – – Daily holistic assembly plan spanning 36 manufacturing and spares organizations Weekly holistic component plan Synchronized spares and assembly planning Planning horizon is 2. 5 years Productivity savings from reduction of planners (120 to <30) • Reduced planning cycle time and inventory levels • Working capital savings through better planning tools • © 2008 Oracle Copyright, Proprietary & Confidential Copyright © Oracle Corporation, 2005. Private and confidential. All rights reserved. Not a commitment to deliver. 36

<Insert Picture Here> Business Intelligence (BI) Applications Landscape 37 © 2008 Oracle Copyright, Proprietary & Confidential

Typical BI Challenges Faced by Organizations Today • Siloed BI deployments across disparate applications and multiple departments • Fragmented view of information • No consistent definition of business metrics – Are metrics such as product profitability, supply chain performance, customer lifetime value, and marketing campaign ROI calculated consistently? – Each analyst with a BI tool may have their own answer • Report-centric model with backlog of new requests in IT – Top management requests get first priority, while needs of other Business users go unmet • Few users have timely and actionable information needed to optimize actions and decisions – Particularly middle management and “front line” users 38 © 2008 Oracle Copyright, Proprietary & Confidential

Procurement Operations Finance HR / Workforce Customers Marketing Sales Customers Service Customers Distribution Advanced Analysis Often Spans Heterogeneous Data Sources Suppliers How does call center agent tenure, training, & compensation affect efficiency and cross-selling performance? How does supplier performance impact customer satisfaction and revenue? How do I proactively manage risks of my receivables portfolio? 39 © 2008 Oracle Copyright, Proprietary & Confidential

Oracle BI Applications (OBIA) Multi-source Analytic Applicationss Built on BI Suite EE Interactive Dashboards Sales Reporting & Publishing Service & Contact Center Ad-hoc Analysis Marketing Proactive Detection and Alerts Order Management & Fulfillment Disconnected Analytics Supply Chain MS Office Plug-in Financials Web Services Human Resources Oracle BI Applications Oracle BI Apps built on Oracle BI EE Suite • Common & Complete Enterprise Information Model • Prebuilt Hierarchies, Drill Paths, Security, dashboards, reports • Based on industry and analytic best practices Packaged ETL Maps Universal Adapters Hyperion MS Excel Other Data Sources, etc. 40 © 2008 Oracle Copyright, Proprietary & Confidential

How Delivers 41 © 2008 Oracle Copyright, Proprietary & Confidential

How Delivers Forward-Looking Multi-Directional BI 42 © 2008 Oracle Copyright, Proprietary & Confidential

C h a n g i n g Today’s Supply Chain Executives’ Agenda New world: continuously adapting to changing supply chain business model Volatility Uncertainty Virtualization Globalizati on S u p p l y C h a i n B u s i n e s s M o d e l Risk Consolidation Compliance Chaos Operational Flexibility Drivers For Success Continuous Innovation CEO’s Agenda Increased Shareholder Value and Sustainable Growth “What is required is a new type of decision support platform, one that integrates analytics and optimization. 15 years after the birth of Supply Chain Planning (SCP), we are now just starting to see analytics and optimization converge on a common platform” AMR Research Report “How to measure your supply chain today “ 43 © 2008 Oracle Copyright, Proprietary & Confidential

Traditional approach doesn’t work Executives are not able to get actionable information on corporate metrics SUPPLIERS CUSTOMERS Tier 1 Product planning Demand planning Supply planning Tier 2 Financial planning Manual measurement and reporting from multiple data sources Paper HIGH LATENCY, NO VISIBILITY M No connection between plans, plans not tied to execution M Misalignment between metrics and objectives Reactive Management M Unreliable forecasts and production plans 44 © 2008 Oracle Copyright, Proprietary & Confidential

The challenge of data integration Time required for exec S&OP prep Pre-work activities No process integration Takes a long time to gather What data is most challenging? No access to the right data #1 impediment to data collection Lack of systems 45 © 2008 Oracle Copyright, Proprietary & Confidential

How Delivers 46 © 2008 Oracle Copyright, Proprietary & Confidential

Oracle Advanced Planning Command Center Enable holistic view of supply chain performance • Provide insight to key decision makers Analyze Planning Dashboards and Reports Analytical Data Business scenario planning • Proactively respond to deviations in Plan Execute scenarios Forecasting Supply Planning Web Service enabled planning processes Orchestrate Scenario and Activity Management Planning process automation – Close the loop with embedded analytics – Bridge the gap between analytics and planning through seamless integration with operational planning applications – Leverage pre-built dashboards with rich content and KPIs performance – Identify root cause – Define and evaluate alternative business scenarios – Manage execution of scenarios; assign tasks to planners and other stakeholders • Reduce decision making cycle time through process automation – Use BPEL process flows to execute planning processes – Configure and adapt 47 © 2008 Oracle Copyright, Proprietary & Confidential

Oracle Advanced Planning Command Center No need to build expensive “rear-view mirror only” disconnected data warehouse Today Summary information Forward looking planning information • Translates planning data to corporate metrics • Forward looking perspective combined with past trends • Not a data warehouse for “rearview mirror” analysis – Minimal data replication (archiving/publish of select summary data) • Available with Oracle Advanced Planning 12. 1 and runs on top of: – Demantra Demand Management, Demantra Real-Time Sales and Operations Planning, Strategic Network Optimization, Inventory Optimization, Advanced Supply Chain Planning – Context sensitive drill-downs 48 © 2008 Oracle Copyright, Proprietary & Confidential

Advanced Planning Command Center Business insight for supply chain executives Provide insight to key decision makers Proactively respond to deviations in performance Reduce decision making time through automation 49 © 2008 Oracle Copyright, Proprietary & Confidential

Provide insight to key decision makers Answers = Correlating information from different existing information sources Continuous performance management Service levels vs inventory cost Inventory policy Carrier contracts Profitable product mix Weigh single vs dual sourcing Strategic Decisions • • • Execution Balance capacity Rebalance inventory Allocate products Shape demand Reschedule promotions Tactical Decisions Delay orders Expedite shipments Deal with quality issues Operational Decisions What has changed since last month? How are we performing compared to last year? Are we on plan financially? Is there any need to revise long term plans? How are we performing to performance metrics? Are we achieving our six-sigma goals? What new risks do we need to consider? Is our single sourcing strategy exposing us? What decisions need to be made now and in the near future? How are product families performing? Do I have the most profitable product mix? Are we on track with product development? Do we need to delay new products? Do we have any critical supply constraints or issues with key suppliers? How is the resource utilization on our most critical resources? © 2008 Oracle Copyright, Proprietary & Confidential 50

Provide insight to key decision makers Answers = Correlating information from different existing information sources Advanced Planning Command Center • – Planners execute scenarios – Automatically translate detailed planning information to corporate metrics – Track assumptions and attach supporting documents Suggested alternatives for evaluation • Demantra DM ASCP / SNO Assigned activities Planners execute assigned activities Approve and drive into execution – Choose your baseline plan – Drive tactical and execution decisions IO • Business scenarios Compare alternative business scenarios Monitor – Continuously monitor performance and get realtime visibility to deviations 51 © 2008 Oracle Copyright, Proprietary & Confidential

Compare alternative business scenarios Compare current to previous, baseline to alternate 52 © 2008 Oracle Copyright, Proprietary & Confidential

Compare scenarios – 360 degree visibility Analyze across key demand, supply, capacity, finance, and exception metrics Pre-built self-service dashboards for comprehensive management analysis with corporate metrics 53 © 2008 Oracle Copyright, Proprietary & Confidential

Start quickly with pre-seeded content Get a good answer on day one! • Pre-built dashboards – Sales and Operations Planning process – Supply chain plan analysis • 200+ Reports – Analyze from many different business angles at aggregate and detail level • 100+ Key performance indicators – Analyze what is critical to the supply chain – Optionally define alerts to get notified about problems • Extend and configure – Quickly tailor to specific needs of individual users 54 © 2008 Oracle Copyright, Proprietary & Confidential

Monitor S&OP performance in real time Self service S&OP dashboard for interactive management review Analyze profit and loss Compare alternate scenarios Analyze key Planning metrics Analyze constrained forecast 55 © 2008 Oracle Copyright, Proprietary & Confidential

Monitor operational plans Self service Supply Chain Plan Analysis dashboard Analyze specific product categories, organizations and resource groups Check your shipment and production trends Compare previous run to current run exceptions Compare previous run to current run demand supply metrics 56 © 2008 Oracle Copyright, Proprietary & Confidential

Pre-seeded rich content – KPIs 100+ dimensions and performance metrics 57 © 2008 Oracle Copyright, Proprietary & Confidential

Pre-seeded rich content – Hierarchies Pre-built aggregation levels based on familiar planning hierarchies Trading Partners Internal Orgs Item Misc Time Project Source Ship Method Order Type Product Category Operating Unit Supplier Customer Zone Supplier Site Department Customer Site Resource ABC Group Class Product Family Org Exception Type Demand Class Plan Version Year Planning Group Mfg Period Quarter Week Fiscal Period Month Project Scenario Version Subinventory Resource Item Day Task Planning Facts: Supply, Demand, Inventory, Capacity, KPIs, Exceptions, Cost, … 58 © 2008 Oracle Copyright, Proprietary & Confidential

Pre-seeded rich content – Reports 200+ pre-built reports for aggregate and detailed analysis 59 © 2008 Oracle Copyright, Proprietary & Confidential

Extensible and configurable Adapt to the needs of individual users • Quickly define and modify reports and dashboards via drag and drop • Easily configure drill downs from dashboards to reports • Add textual instructions as needed 60 © 2008 Oracle Copyright, Proprietary & Confidential

Extensible and configurable Secure access Show or hide pages instantly Attach filters Add formulas Set permissions 61 © 2008 Oracle Copyright, Proprietary & Confidential

Advanced Planning Command Center Business insight for supply chain executives Provide insight to key decision makers Proactively respond to deviations in performance Reduce decision making time through automation 62 © 2008 Oracle Copyright, Proprietary & Confidential

Proactively respond to performance Determine problem ► Find cause ► Evaluate alternative solutions deviations What problem do I have? Why do I have this problem? What actions should I evaluate? Plan overtime Critical part shortage Change sources Revenue below target Supply shortages Lost production capacity Expedite orders Lost sales due to lack of supply Split supply orders VP of Supply Chain Analyst Embedded Analytics Planner Planning 63 © 2008 Oracle Copyright, Proprietary & Confidential

Proactively respond to performance deviations Quickly identify problem and root cause Increase in late shipments Sudden demand spike Supply shortage Resource overloaded 64 © 2008 Oracle Copyright, Proprietary & Confidential

Seamlessly move from problem to resolution No separation between planning and analytics Detect a resource problem Directly drill down within context Simulate a possible solution Compare the results of the simulation 65 © 2008 Oracle Copyright, Proprietary & Confidential

Determine which alternatives to analyze Key decision makers assign tasks to planners for execution • Supply chain decision makers define business planning scenarios Assign and monitor scenario activities – Unlimited number of baseline scenarios – Unlimited number of alternative scenarios • Assign scenarios and tasks to planners for execution Personal Activity List – Shared accountability for supply chain planning metrics – Planners execute plans using Planner Workbenches • Attach key documents Execute and assign demand plans to scenarios Demand Planner Execute and assign inventory plans to scenarios Inventory Analyst Execute and assign supply plans to scenarios – Financial analysis – External market data and industry reports Supply Planner 66 © 2008 Oracle Copyright, Proprietary & Confidential

Executive Level Business Scenario Planning Assign activities Launch Dashboard Attach documents Decide which Plans to use Add comments © 2008 Oracle Copyright, Proprietary & Confidential 68

Advanced Planning Command Center Business insight for supply chain executives Provide insight to key decision makers Proactively respond to deviations in performance Reduce decision making time through automation 70 © 2008 Oracle Copyright, Proprietary & Confidential

Reduce decision making time through process automation • All key planning processes are web service enabled – – Collections Forecasting Plan runs Plan name creation • Approval and review steps can be modeled and inserted into the process 71 © 2008 Oracle Copyright, Proprietary & Confidential

Automate planning process execution Execute and configure your planning processes with BPEL Process Manager • Assign owners to top level process notes • Optionally skip steps when resubmitting 72 © 2008 Oracle Copyright, Proprietary & Confidential

Automatically archive summary information Archive plans and scenarios for historical and trend analysis • Archive scenarios directly from scenario management, via concurrent program or web service – Automatically archives KPIs and facts for plans that are linked to the scenario § Archives Demantra Demand facts published to EBS – Creates a new scenario version that can be used for comparison in the dashboards. – Purge scenarios as they become obsolete (will not purge plans shares across multiple scenarios) • Archive plans directly from plan runs Plans and Archived Plans Archive plans Archive scenarios (optional) or Publish profile (SNO, Demantra) – All facts, KPIs, and summaries for the plan are archived in a new plan version – Compare plan versions in the dashboards – Purge plan versions as they become obsolete – ASCP/IO Purge plan: purges all plan versions 73 © 2008 Oracle Copyright, Proprietary & Confidential

<Insert Picture Here> Architecture 74 © 2008 Oracle Copyright, Proprietary & Confidential

Integrate with Oracle and non-Oracle systems Leverage extensible and secure architecture for additional cost savings Personalized Dashboards, Answers, and Alerts BPEL OBIEE Analytical Dashboards Scenario Management Activity Management BPEL based Scenario Orchestration Web Service enabled Planning Processes Planner Workbenches PLANNING INSTANCE Collections Collected Data ERP Legacy/Flat file Plan Data Analytical Data Store (OBIEE) Archive Integrated: completely integrated with APS 12. 1. 01 and Demantra 7. 2. 02 • Configurable: SOA enabled process automation • Open: enable external data sources and combine data with existing planning data • Modular: leverage pre-built content as you enable more planning applications • 75 © 2008 Oracle Copyright, Proprietary & Confidential

Pre-built integrations to Value Chain Planning Projected available balance – units, value, days of cover, %of total demand, %of safety stock Unmet – demand, demand history, revenue Buys from non rank-1 supplier Planned orders, scheduled receipts, on-hand Past due backorder qty Independent demand qty, dependent demand qty Supplier capacity – available, required, net, util% Total and net supply and demand Items single sourced Avg buy order qty Avg qty of supply pegged to demand, highest priority demand Returns as % of total sales Supplies pegged to excess, stock-outs Forecast accuracy % Service levels and targets , fill rates, carrying costs Obsolete inventory – value, %of total inventory Excess inventory – value, %of total inventory Production to plan, shipments to plan Late orders and ratio – days, count, value Perfect order index VMI inv – value, %, stock-out days, service level Total supply chain costs, carrying cost Resource availability and requirements, setup time Revenue, gross margin, sales, avg inventory Cost – Mfg, purchasing, transportation, resource Supplier spend, total buy orders, supply volume Resource utilization, overloaded ratio WIP start qty, avg make order qty, thru-put rate Min and max inv levels, safety stocks, order qty ADVANCED PLANNING COMMAND CENTER Consensus forecast – qty, value, cum Marketing forecast – qty, value, cum Bookings forecast – qty, value, cum, accuracy % Shipping forecast – qty, value, cum, accuracy % Final forecast – qty, value, cum History – bookings, shipments, production Consensus forecast accuracy MAPE – 4 wk, 8 wk, 13 wk Constrained forecast – qty, value Backlog – projected, actual Budget shortfall – value, % Inventory build target Manufacturing forecast – qty, value, cum Variance of PAB over mean Late demand satisfaction factor Inventory turns 76 © 2008 Oracle Copyright, Proprietary & Confidential

<Insert Picture Here> Summary 77 © 2008 Oracle Copyright, Proprietary & Confidential

Provide insight to key decision makers Answers = Correlating information from different existing information sources Continuous performance management Service levels vs inventory cost Inventory policy Carrier contracts Profitable product mix Weigh single vs dual sourcing Strategic Decisions • • • Execution Balance capacity Rebalance inventory Allocate products Shape demand Reschedule promotions Tactical Decisions Delay orders Expedite shipments Deal with quality issues Operational Decisions What has changed since last month? How are we performing compared to last year? Are we on plan financially? Is there any need to revise long term plans? How are we performing to performance metrics? Are we achieving our six-sigma goals? What new risks do we need to consider? Is our single sourcing strategy exposing us? What decisions need to be made now and in the near future? How are product families performing? Do I have the most profitable product mix? Are we on track with product development? Do we need to delay new products? Do we have any critical supply constraints or issues with key suppliers? How is the resource utilization on our most critical resources? © 2008 Oracle Copyright, Proprietary & Confidential 78

Oracle Advanced Planning Command Center Enable holistic view of supply chain performance • Provide insight to key decision makers Analyze Planning Dashboards and Reports Analytical Data Business scenario planning • Proactively respond to deviations in Plan Execute scenarios Forecasting Supply Planning Web Service enabled planning processes Orchestrate Scenario and Activity Management Planning process automation – Close the loop with embedded analytics – Bridge the gap between analytics and planning through seamless integration with operational planning applications – Leverage pre-built dashboards with rich content and KPIs performance – Identify root cause – Define and evaluate alternative business scenarios – Manage execution of scenarios; assign tasks to planners and other stakeholders • Reduce decision making cycle time through process automation – Use BPEL process flows to execute planning processes – Configure and adapt 79 © 2008 Oracle Copyright, Proprietary & Confidential

Monitor and manage your supply chain Analyze across key demand, supply, capacity, finance, and exception metrics Pre-built self-service dashboards for comprehensive management analysis with corporate metrics 80 © 2008 Oracle Copyright, Proprietary & Confidential

Key Value Areas of APCC • Business insight for key decision makers – Monitor corporate metrics in real time, automatically derived from operational planning information – Enable cross-planning business analysis to manage your value chain • Proactively respond to performance deviations – Seamlessly move from analysis to planning (problem to resolution) – Assign tasks to planners to evaluate alternative business scenarios • Pre-built rich content – Fast ROI – No need to built a “rear-view mirror only” disconnected data warehouse • Automated business process planning processes 81 © 2008 Oracle Copyright, Proprietary & Confidential

Q&A Q& A Q U E S T I O N S A N S W E R S 82 © 2008 Oracle Copyright, Proprietary & Confidential

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