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Sell JD Edwards Related Services with Process and Metric Conversations

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Presentation on theme: "Sell JD Edwards Related Services with Process and Metric Conversations"— Presentation transcript:

1 Sell JD Edwards Related Services with Process and Metric Conversations
Oracle Business Intelligence Applications Don Sheehan, Sales Consultant Alex Anvari, BI Strategist

2

3 Session Abstract Thursday February 5, 2015 at 1:30pm in Sequoia Room Within an industry and company context, engage your customers with impactful questions. This session highlights cross-functional KPI’s across Supply Chain, Order Management, Procurement, and Finance.  JD Edwards has prebuilt adapters that load the prebuilt data warehouse of Oracle Business Intelligence Applications. Take the journey from transaction-to- action by the vehicle of Oracle Analytics.

4 Agenda Oracle Business Analytics Strategy Scope Objectives Approach
BI Applications On Premise, Cloud and Hybrid Deployment BI Cloud Services Oracle Cloud Partner Programs We are talking about forming partnerships inside the company, aligning the supply chain function with procurement and finance. Analytics without levers of action is useless. The scope for this discussion is broad Customer Order Entry to Paid Invoice Physical Material and Services Delivery Supplier’s Supplier to Customer’s Customer Aggregate Market Demand to Order Fulfillment What is supply chain? A set of organizations (including procurement/sourcing) directly linked by upstream and downstream flows of products, services, finances, or information from a source to a customer.

5 Oracle Business Analytics Strategy
Any Data, Any Source, Any Format Integrated Suite of Analytic Tools Integrated Suite of EPM & Analytics Apps On Premise, On Cloud, On Mobile

6 SCOPE OBJECTIVES APPROACH Application System Function Timing Market
Regulation Market Initiative + OBJECTIVES Records Reports Processes Actions Measure Improve Decision APPROACH OBIA OMCS OTBI-E BICS Enable Vision Charter Deploy

7 Oracle BI Applications
What Are They? CRM ANALYTICS ERP ANALYTICS SALES Pipeline Analysis Forecast Accuracy Up-sell/Cross-sell Cycle Times Lead Conversion Sales Team Effectiveness MARKETING Campaign Effectiveness Customer Insight Product Propensity Market Basket Analysis Campaign ROI SERVICE & CONTACT CENTER Service Effectiveness Customer Satisfaction Resolution Rates Service Rep Efficiency Service Cost Service Trends FINANCIALS General Ledger Accounts Receivable Accounts Payable Fixed Assets Profitability Expense Management HUMAN RESOURCES Empl. Productivity Compensation Talent Management Recruiting Analysis Learning Analysis Workforce Profile Time & Labor PROCUREMENT & SPEND Direct & Indir Spend Sourcing Buyer Productivity Contract Compliance Supplier Perf. Purch. Cycle Time Employee Expense MANUFACTURING Plan to Produce Work Orders Inventory and WIP Quality, Resource Usage Bill of Material Costing Kanban PRICE Price Segments Price Waterfall Analysis Deal Life Cycle Deal Desk Analysis Product Pricing Performance LOYALTY Member Demographics Membership Trends Promotion Cost Promotion Effectiveness Points Analysis PROJECTS Project Funding and Budget Product Cost Project Revenue Project Billing Project Profitability Resource Mgmt STUDENT INFORMATION Admissions and Recruiting Student Records Student Financials SUPPLY CHAIN & ORDER MGMT Revenue & Backlog Inventory Analysis Fulfillment Status Customer Status Order Cycle Time BOM Analysis ENTERPRISE ASSET MANAGEMENT Maintenance History Maintenance Costing Asset Genealogy Breakdown & Preventive Quality Inventory

8 Oracle BI Applications
What Are They? CRM ANALYTICS ERP ANALYTICS SALES Pipeline Analysis Forecast Accuracy Up-sell/Cross-sell Cycle Times Lead Conversion Sales Team Effectiveness MARKETING Campaign Effectiveness Customer Insight Product Propensity Market Basket Analysis Campaign ROI SERVICE & CONTACT CENTER Service Effectiveness Customer Satisfaction Resolution Rates Service Rep Efficiency Service Cost Service Trends FINANCIALS General Ledger Accounts Receivable Accounts Payable Fixed Assets Profitability Expense Management HUMAN RESOURCES Empl. Productivity Compensation Talent Management Recruiting Analysis Learning Analysis Workforce Profile Time & Labor PROCUREMENT & SPEND Direct & Indir Spend Sourcing Buyer Productivity Contract Compliance Supplier Perf. Purch. Cycle Time Employee Expense MANUFACTURING Plan to Produce Work Orders Inventory and WIP Quality, Resource Usage Bill of Material Costing Kanban PRICE Price Segments Price Waterfall Analysis Deal Life Cycle Deal Desk Analysis Product Pricing Performance LOYALTY Member Demographics Membership Trends Promotion Cost Promotion Effectiveness Points Analysis PROJECTS Project Funding and Budget Product Cost Project Revenue Project Billing Project Profitability Resource Mgmt STUDENT INFORMATION Admissions and Recruiting Student Records Student Financials SUPPLY CHAIN & ORDER MGMT Revenue & Backlog Inventory Analysis Fulfillment Status Customer Status Order Cycle Time BOM Analysis ENTERPRISE ASSET MANAGEMENT Maintenance History Maintenance Costing Asset Genealogy Breakdown & Preventive Quality Inventory

9 More than just dashboards and reports
The value of BI Applications lies under the surface DASHBOARDS & REPORTS Prebuilt best practice library 3000+ prebuilt reports Pre-built ETL to extract data from over 3,000 operational tables Pre-built warehouse with 360+ star-schemas Conformed Dimensions for Cross Functional Analysis Pre-mapped metadata embedded best practice calculations and over metrics

10 Driving Bottom Line Impact
Mitigate Supply Chain Risk: Visibility and drill to transactional flows (sourcing, inventory, returns, orders, cash) Analytical framework for scenario planning and loss estimations Disaster Response to Business Continuity to Business Resiliency Supply Optimization Supplier Management Cost and Quality Sourcing Integrated with Demand Investment in Innovation Accelerate Design to Delivery to Market Continuous Improvement for inventory, bottlenecks, quality and compliance Means of engaging workforce and partners. State the Objectives! Example of the vision of The Shingo Prize for Operational Excellence … three very important principles: 1) Evaluating organizations for recognition requires a clearly defined, very high and universally consistent standard of excellence. 2) Assessment must determine the degree to which the principles that create excellence are deeply embedded into culture. 3) For any organization to be successful, they must be focused on a high standard of excellence (No. 1 above) and be honest in their assessment of where they are in the development of a high performing culture. These lessons have been learned by observing the sometimes successful, but mostly unsuccessful, improvement efforts of hundreds of great organizations over 23 years. When these new paradigms are well understood and acted on, cultural transformation can be accelerated. The new paradigms are: There is a clear and strong relationship between principles, systems, and tools. Operational excellence requires focus on both behaviors and results. Business and management systems drive behavior and must be aligned with correct principles. The principles associated with operational excellence and the associated Shingo transformation process apply in any industry, any geography, and at any time. These principles are ultimately most of the “Why am I doing this?” behind Lean, Six Sigma, Total Quality Management, Just-in-Time, Quality Circles, and other programs for business improvement. Visibility to Inventory, Material Flows and Asset utilization Resiliency is finding opportunity in disasters. If your supply chain survives while your competitors are impacted, can you profit? What did you learn/do after your last disruption? Resiliency Later slide has an example of Investment in Innovation as practiced by an Oracle strategic customer, BT Procurement more a strategic buyer process, but static whereas supply chain management is dynamic and operational. There is overlap like a chain that is only as strong as each link. Critical to have shared analytics. SCM is schedule agreement. Procurement is schedule adherence.

11 Deployment Option: Hybrid Data Sources
Oracle HCM Cloud & On-Premises JD Edwards, OBIA Cloud Services OTBI Oracle Sales Cloud Scenario: Customer begins with the following on- premises applications: JD Edwards Oracle Applications OBIA Wants to migrate some HR functionality to Fusion HCM in the cloud, yet retain cross- functional analytics with both cloud and on- premises systems. Solution: The OBIA Cloud Adapter will extract and stage cloud data so that it can be transformed just like on-premises data sources into OBIA DW. OTBI Oracle HCM Cloud Oracle Apps Cloud Svc. Adapter On Premises JD Edwards Fin, P&S, SC&OM OBIA PSFT, SEBL, EBS, Other

12 On Premise, Cloud and Hybrid Deployment
Hardware, Software, Services & Support converging to flat rate bundle BI Applications for JD Edwards with Cloud Connectors (OBIA) Integrate Oracle Cloud apps content into on-premise DW for enterprise single view BI Applications in the Cloud (OTBI Enterprise, or OTBI-E) Deeper analysis for Oracle Cloud apps with DW in the cloud, delivered as a service BI Cloud Service Self-service BI in the cloud, built on Oracle BI EE and Oracle database Develop a stream of predictable revenue that makes your business more competitive and profitable Eventually, you will want as much of your business as possible to be on a recurring revenue model. BICS OTBI-E and BICS are a platform to grow your business

13 BI Cloud Service as an Aggregation Point on the Cloud
In-Store Social Contact Center Field Service Mobile Direct Sales Web Channel Managed services is sticky and will reduce customer churn Transform your customer’s capital expenditures into operating expenses that are baseline to their IT budget Oracle Social Cloud Oracle Marketing Cloud Oracle Sales Cloud Oracle CPQ Cloud Oracle Commerce Cloud Oracle Service Cloud SaaS JD Edwards Database Services Developer Services Java Services Document Services Analytics Services Social Network Any Source PaaS

14 Why have your head in the Clouds?
Cloud is a disruptive change. Get in on the ground floor. Many enterprises will have both cloud and on premise. Every business has someone extracting data into Excel. Develop your unique BI application. Prototype a new BI application. Provide departmental solution. Solve seasonal requirements faster. Merger and Acquisition agility.

15 Oracle Cloud Partner Programs
Comprehensive Array of Programs for the Oracle Public Cloud Referral Program Enterprise-Ready Breadth of Solutions Depth of Technology Specializations Resale Program

16 BICS Specialization for New Partners
Join OPN New Partner Interested in Oracle BI Specialization Join Oracle BI Knowledge Zone Review Specialization Criteria Sales (Assessment Test) – 2 required Pre-Sales (Assessment Test) – 2 required Implementation (Proctored Exam) – 2 required Support (Assessment Test) – 1 required Cloud Specialist (Assessment Test) – 2 required Specialization Requirements: Competency Center Check Company Status Fulfill Specialization Requirements Oracle BI On-Premises and Cloud Services Specialized Partner Apply For Specialization

17 OPN Competency Center Sales, Presales, Implementation, Cloud, and Support Guided Learning Paths and Assessments Oracle BI Specialization is required for BICS resell Specialization Requirements: Sales (GLPs & Assessment Test) Pre-Sales (GLPs & Assessment Test) Implementation (GLPs and Proctored Exam) Support (GLPs & Assessment Test) Cloud Specialist: New Business and Competency (Technical and Implementation) BICS Guided Learning Path: pre-recorded sessions (1 hour or less each) BICS Assessment test

18 BI Workshop Friday 8:30am to Noon Oracle Campus in Classy Room
Are you a Do It Yourself type? Google “Sample OBIEE”

19 Sell JD Edwards Related Services with Process and Metric Conversations
Oracle Business Intelligence Applications

20 Obtaining Specialization and Reseller Status
Step 1 Step 2 Complete specialization for Oracle BI (On-Premises) Obtain Add-on Specialization for BICS Study GLP Training material for BICS Specialization Take Specialization Assessment Test (2 individuals) Create Fixed Scope Offering requirements* Submit Fixed Scope Offering (FSO) for approval* Review Cloud Services Distribution Addendum (CSDA) * Execute CSDA prior to first resell* Review Cloud Services Reseller* and Referral Programs Apply for Reseller Rights (upon completion of Specialization and FSO approval) Order BICS from Partner Store* (Must have Reseller Rights) * For Resell Only

21 The Scope for Alignment with JD Edwards
Party Supplier’s Supplier to Customer’s Customer Transaction Customer Order to Paid Invoice Exchange Physical Material and Services Delivery Desired State Aggregate Market Demand to Order Fulfillment Of course there are other surrounding specific analytical applications we can discuss, including manufacturing, asset maintenance, human resources, pricing, sales, service, marketing etc. You know about the Oracle Applications that automate the business process for which Oracle Analytics is purpose-built: ERP (EBS, PSFT, JD Edwards) whose broad footprint includes manufacturing, assets, inventory, procurement, financials etc Demantra demand management, sales & operations planning, and trade promotion planning solutions. Hyperion Enterprise Performance Management (EPM) includes the financial reporting and planning products Integrated Business Planning (IBP) is a combined solution of Hyperion and Demantra Value Chain Planning (VCP) advances Oracle’s Supply Chain platform with Strategic Network Optimization, Distributed Order Orchestration, Demand Signal Repository and more Agile Product Lifecycle Management for supply chain execution Master Data Management MDM includes Hubs for Product, Supplier, Site, Customer and Data Quality so heterogeneous applications can coexist Manufacturing Operations Center (MOC) is shop floor analytics on machines Oracle Transportation Management (OTM) is a shared platform for our ERP applications Global Trade Management (GTM) is also a shared platform Pedigree and Serialization Manager (OPSM) is Oracle shared platform to answer regulatory, quality and safety requirements And others

22 Resolve/Prioritize Supply Chain Cross Functional Metrics Cost, Quality and Time
Variance to standard cost Asset utilization Total delivered price Total landed cost Quality Perfect order percentage Manufacturing yield Uptimes Time Lead times Cycle times Backlogs Cost: invoice accuracy, utilization, inventory Price Service: on time Supply Chain and Order Management Analytics indicate late shipments caused by backlogs by customer, by product and by inventory org.  It also has a finished goods BOM and inventory so you can see what might help clear up the backlog.  Manufacturing Analytics covers work order lead time for products that are backlogged.  Procurement and Spend Analytics will indicate who can supply parts needed for final assembly (per finished goods BOM), and if we have any existing orders to that supplier for the needed part.  Financial Analytics will confirm whether we’re taking care of that supplier by keeping current with paying supplier invoices.

23 PROCUREMENT SUPPLIER KPI’s • On-Time Deliveries
• Inbound Cost/Order Value • Lead Time • Fill Rate • IT / Technology Resources • Service Flexibility • Attitude • Returns Policy • Value Added Services • VMI Capabilities • Ease of Doing Business • Ethics / Compliance SUPPLY CHAIN CUSTOMER KPI's • Profitability • Order Frequency • Sales Volume • Growth Potential • Credit / Payment History • Shared Strategic Vision • Return Rate • Customer Viability • Loyalty • Cost to Serve • Competitive Pressure • Hassle to Serve FINANCE INTERNAL KPI’s • Workforce Utilization • Inventory Accuracy • Inventory Carrying Cost • Inventory Turns On-Time Deliveries • Perfect Orders • Order Cycle Time • Order Entry Accuracy • Order Fill Rate • Shipping Accuracy • Customer Satisfaction Supply Chain Council 2014 says finding the right metrics is #1 challenge. disputes about the right metrics between supply chains, product lines or departments, agreeing on definitions and calculations, having too many metrics or too few metrics, difficulty benchmarking and difficulty finding metrics that are supported 'of-the-shelf' in reporting tools. OBIA is a good answer if you run any Oracle Applications

24 The Journey From Transaction To Action
Start Transaction (Event/Sensor) Books Functions (Role/Dept) Insights Vehicle Application System Metrics Analytics Waypoint Records Reports Processes Action Once we have our business model defined, let’s start with a transaction that is fast, secure, and saved. There’s an audit trail. It could be publishing a job requisition, recording a sale or issuing a purchase order. It could be readings from those 800 billion sensors the visionaries want to bring online. Those transactions are carried by an Application. Oracle has lots of them. From each application we create records with all the right attributes, tags and keys from that transaction. Records are accumulated from lots of transactions often transactions chain, e.g. a requisition becomes a purchase order which becomes a receipt which becomes an asset which all create entries in the general ledger. There are identifiers like date/place/user and there are reference tags like product ID and customer ID. A collection of Records become books which are scrubbed, adjusted and closed. Every department generates transactions, records and then books. Those many books from many applications are synched, somewhat, and managed as systems to keep everything efficiently managed. Think of a data stream in terms of transactions, applications and records. Some Big Data projects then can start the next step in this journey as books, assuming there are multiple books which can be synched and related to each other like a system with inputs machination and outputs. Highlight that Velocity and Volume of Big Data are covered by Applications and Systems. What’s next? EBS, PSFT, FUSION, TALEO, WebCenter, RightNow are all systems. They have referential integrity and there are golden source of truth which is part of the struggle for big data, how to relate to known entities. AND Those transactions, records and books are too complicated to query directly so we gain access to those systems via reports. Lots of reports. Millions of reports. Reports are generated via query, BI tools, Visualization, Discovery etc. Those reports are used by various functions, i.e. departments inside and outside the organization. (Note departments or functions ARE NOT LOBS’s.) Those functions interact with each other and we can measure those interactions with metrics. Specifically we are less interested in how many transactions happened as those are records and reports. We are interested in cross functional metrics because that’s where the meaningful value can be captured/created/derived. No CEO talks about a major initiative to improve a department. It’s all cross functional. Metrics are really just summary measures of processes. Every process has several metrics. Order To Cash, Procure To Pay, Hire To Retire. Etc. These processes are where we gain insights because with good process and metrics we can start to see what happened, what will happen and project what should happen. We can Manage By Objective, Fact and Exception That’s the sphere of Analytics, the vehicle by which we drive ACTION. There are many Waypoints for the Business Leader To Navigate. IT is out of its element after Reports. “Life must be lived forward but can only be understood backwards” Kierkegaard


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