2. Oracle Value Chain Execution Sales Training
Derek Gittoes
Vice President, Logistics Product Strategy

3. <Insert Picture Here>
Agenda
<Insert Picture Here>
Oracle Value Chain Execution
Transportation Management
Global Trade Management
Warehouse Management
Training Content
Target industries and customers
Business drivers and benefits
Differentiation and competitive positioning
Customers wins and references

4. Competitive Advantage
Value to Oracle Sales
Opportunity
Customer Demand: Large market opportunity for transportation, global trade and warehouse systems
$1.9 billion software market
80% of transportation market is unaddressed
Standalone deployments – sell into SAP ERP customers
Oracle suite deals – E-Business Suite or JD Edwards EnterpriseOne
Competitive Advantage
Oracle ranked #1 in market share by Gartner
Leading products with best-in-class capabilities
Customer references and analyst reports
Ecosystem of internal resources and external partners

5. <Insert Picture Here>
Oracle Transportation Management (OTM)

6. Target Industries Companies with physical supply chains
Aerospace & Defense
Automotive
Chemicals
Communications
Consumer Goods
Engineering & Construction
High Technology
Industrial Manufacturing
Life Sciences
Natural Resources
Oil and Gas
Retail
Wholesale Distribution
Logistics Service Providers
Highlighted industries accounted for >80% of license revenue in FY 2010

7. Business Drivers Why invest in a transportation system
Cost Reduction
Shipment optimization
Carrier sourcing
Performance measurement
Operational Efficiency
Process standardization
Process automation
Centralized platform
Shippers
Logistics
Service
Providers
Carriers
Customers
Service Improvement
Service / lead time optimization
Supply chain visibility
Event management
Business Growth
Global operations platform
Process enablement & flexibility
Scalability

8. Value Proposition Big savings, quick ROI
50%
42.1%
Transportation Mgmt Solutions can Save Most Companies 5-25%
40%
28.9%
30%
% of Companies Researched
20%
13.2%
13.2%
10%
2.6% 0%
1-5%
6-10%
11-20%
21-30%
x > 30%
Savings Opportunity
Companies with Annual Transportation Spend > $10 Million
Source: The Logistics Institute at Georgia Tech

9. —Adrian Gonzalez, ARC Advisory Group
Value Proposition
“Focus on the applications that yield the fastest ROI. For example, LMS and TMS have proven to cut labor and freight spend respectively by anywhere from 7 percent to 30 percent. These savings are usually incurred within 6 to 12 months of implementation.”
—Greg Aimi, AMR Research
Source: “2009 Technology Roundtable: Navigating the Storm”
Logistics Management Magazine, May, 2009
“Walk down to your transportation department today and if you see employees ‘dialing for diesels’ or feeding forms into a fax machine, you know it’s time to invest in a TMS.  TMS has a long-proven history of helping companies save 5 percent to 25 percent (or more) depending on how "broken" and manual your current processes are.”
—Adrian Gonzalez, ARC Advisory Group

10. Business Benefits by Function
Transportation
5 – 20% Rate Improvements from Carrier Bid Optimization
Increased payment, auditing and claims effectiveness
Sourcing • 3 –
20% Transportation Cost Savings
Shipment Planning • 5 –
25% Expedited shipment reductions
& Optimization • 5 –
15% Capacity increase •
5 – 15% Reduction in overall freight cost
Shipment Execution: •
Reduced errors, increased loads per hour
Booking/Tendering,
Status Updates, • 5 -
30% Productivity Improvements
En Route Planning •
1 – 3 % decrease in transportation costs
2-5% reduction in inventory
Lower transportation costs, better supplier and customer relationships
Supply Chain
Visibility/Analytics •
Freight Payment/Billing
10 – 100% Reduction of transaction costs •
2-5% Reduction of Freight Expense

11. Proven Customer Success
15% estimated cost savings based on global roll-out
Phase 1 benefits self-funding future phases
Increase control & higher visibility
Reduced monthly transportation cost per pound 7%
Implemented OTM first to self-fund 3 year deployment of SCM and ERP
Reduced cost per pound for all modes: Parcel – 33.7%, LTL – 25.2%, Expedited – 9.6%
Live at Largest DC in 90 days
Achieved first year savings target in just over 6 months
Reducing freight cost at a run rate of 22%
Ability to provide more accurate delivery dates to customers
Achieved 5% reduction in transportation spend
Enhanced in-house freight payment process – capturing a 3% cost improvement in freight settlement 11

12. Target Customer Profile
Complex supply chain where logistics is critical
Domestic and international freight
Utilizing multiple modes of transportation – truck, rail, ocean, air
Uses both 3rd party carriers and private fleet
Enterprises with multiple divisions / lines of business and/or operating across multiple geographic regions
Multiple ERP environment (manage transportation across multiple source systems)
Decentralized operations looking to consolidate (shared service)
Currently manual processes
Needs better in-transit inventory visibility

13. Customer Stakeholders Who is impacted
ROLE
MOTIVATION
VP/Director/Manager – Transportation
VP - Supply Chain
VP - Customer Service / Sales
VP of IT
Reduce operating costs
Control and Compliance
Automation
Increase visibility
Minimize risks from supply chain disruptions
Increase service reliability and order fulfillment
Proactive notification
Communicate status, tracking
Elimination of multiple vendors/solutions
Single Platform
TCO

14. Recent Sales Success Example customer wins
Industry
Customers
Manufacturing
Consumer Goods
Retail
High-Tech
Logistics Service Providers

15. GE Energy Under NDA Company Overview Business Drivers Competition
GE Energy works in all areas of the energy industry including coal, oil, natural gas and nuclear energy; renewable resources such as water, wind, solar and biogas; and other alternative fuels. Numerous GE Energy products are certified under ecomagination, GE's corporate-wide initiative to aggressively bring to market new technologies that will help customers meet pressing environmental challenges. $22 billion annual revenue.
Deal location: USA
Business Drivers
Reduce transportation spend through better optimization and consolidation and visibility
Integrate across many systems including Oracle E-Business Suite, SAP and legacy systems.
Platform that could “out of the box” meet GE’s complex requirements and be deployed with product configuration and not customization.
Platform with a strong product roadmap to ensure the future success of the Logistics department
Competition i2
Why We Won
Breadth of functionality on a single platform and not a set of loosely integrated products
GE felt that OTM could meet their requirements by software configuration and not customization. This was a big advantage as GE would be able to stay current with releases to take advantage of new functionality as it is released.
Oracle’s focus on product roadmap and future enhancements
Under NDA

16. Cisco Under NDA Company Overview Business Drivers Expected Benefits
Cisco Systems, Inc. designs, manufactures, and sells Internet Protocol (IP)-based networking and other products to the communications and IT industry worldwide (e.g., routers, switching systems, application networking services; home networking products, network and content security, , and Web security products). $34.8 billion in revenue. Manufactures products through a world-wide network of contract manufacturers and distributes them through consolidation centers to final customers.
Deal location: USA
Business Drivers
Optimize inbound and outbound transportation planning to reduce transportation costs.
Enable flexibility and ability to ship from any node in network.
Improve shipment visibility throughout supply chain network.
Improve service level to customers.
Reduce multi-system maintenance with a single, global web-based platform.
Expected Benefits
Reduction in transportation costs through better planning
Reduction in expedited shipments
Operational efficiency
Competition
Continue to outsource to 3PLs
Why We Won
OTM was recognized as the best functional TMS solution for Cisco’s global requirements.
Detailed OTM proof-of-concept
Under NDA

17. Con-way / Menlo Worldwide Logistics
Company Overview
Con-way Inc. (NYSE:CNW) is a $4.3 billion freight transportation and logistics services company headquartered in San Mateo, Calif. Operating companies: Con-way Freight, Con-way Truckload, and Menlo Worldwide Logistics. These operating units provide high-performance, day-definite less-than-truckload (LTL), full truckload and intermodal freight transportation; logistics, warehousing and supply chain management services; and trailer manufacturing. Con-way Inc. and its subsidiaries operate from more than 440 operating locations across North America and in 18 countries across five continents.
Deal location: USA
Business Drivers
5 existing TMS systems, hard to manage operationally and technically
More sophisticated customers, need better information
‘Multi’ language, currency, measurement, mode, etc. needed
Expected Benefits
Centralization of TMS applications to one central platform – lower cost to serve
TMS that can support complex, global shippers regardless of business scenarios and globalization requirements
Competition
i2, One Network, Red Prairie, Manhattan Associates, JDA, Lean Logistics
Why We Won
Knowledge of industry and demonstrated commitment to the industry
Most comprehensive RFP and demo process – 1800 questions and 89 scenario demonstration showed people and software off to be best in industry.
Under NDA

18. IKEA Under NDA Company Overview Business Drivers Expected Benefits
IKEA is the world’s largest furniture retailer and manufacturer with annual revenue in 2009 of €23 billion. The IKEA Group has grown into a major retail experience with 123,000 co-workers in 35 countries/territories working in more than 300 stores, attracting 660 million visitors last year.
The company has 28 distribution centers and 11 customer distribution centers in 16 countries, using flat packs and transporting its range of 9,500 home furnishing articles where possible by rail and sea, and utilizing fuel-saving techniques allows IKEA to be cost-effective and environmentally friendly.
Deal location: Sweden
Business Drivers
Re-Design Distribution Process: Logistics & Transportation critical element
Assure that Logistics will not become bottleneck in aggressive growth strategy
Introduce new efficiencies (processes, reduced workforce) in Supply Chain Execution
Expected Benefits
Significant Transportation cost savings
Improve productivity
Full end to end visibility and control of physical supply chain
Competition
i2, SAP, Manugistics, Manhattan Associates, Red Prairie
Why We Won
Demonstrated Domain Expertise
Functional fit
Cultural Fit
Trusted advisor of Key IKEA Business Management (Partnership)
Under NDA

19. Unilever Under NDA Company Overview Business Drivers Expected Benefits
Global consumer products company: 163,000 employees in around 100 countries worldwide with worldwide turnover of €39.8 billion in Products are sold in over 170 countries and global market leader in multiple categories (e.g., spreads, dressings, tea, ice cream, skin care).
Deal location: USA
Business Drivers
Unilever changing from multiple operating companies in the Americas to one and required ability to manage all transportation in one system. Currently, multiple systems used for different countries.
Expected Benefits
One global system for transportation management
Reduce freight spending through optimized transportation plans
Improved visibility and exception management across all modes and geographies
Competition
Lean Logistics: incumbent in North America , could not handle the global requirements needed to support Central and South America, especially Brazil.
JDA (Manugistics): incumbent in Brazil, but could not handle the global requirements needed to support all of the Americas as a whole. i2 was proposed and rejected for the same reasons.
SAP was considered but couldn’t meet the complex requirements of a global company like Unilever
Why We Won
Global capabilities of Oracle Transportation Management
Cooperative Routing was a differentiator
Market leadership and strong CPG customer base
Recognized Oracle’s continuing investment in the OTM platform
Under NDA

20. Differentiation – Why We Win
Product
Breadth and depth of capabilities
Proven results – customer value
People
Deep domain expertise on a global basis
Vibrant, growing, global ecosystem of customers & partners
Plan
Road map – functional & process innovation
Wherewithal to deliver – financial strength & resources
Track record – history of delivering innovation

21. Market Leadership Gartner’s Magic Quadrant Link to article:
The Magic Quadrant is copyrighted April 13, 2010 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.
Note: “This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report. The Gartner report is available upon request from Oracle.”
Gartner, Inc., “Magic Quadrant for Transportation Management Systems”, by C. Dwight Klappich, April 13, 2010
Link to article:

22. Oracle Transportation Management
Broad and Deep Global Transportation Platform
Order
Plan
Execute
Monitor
Settle
Global Visibility
Transportation Sourcing
Cooperative Route Planning
Contract Management
Supply Chain Event Management
Business Intelligence (Analytics & Reporting)
Freight Forwarding and Brokerage
Fleet Management

23. Oracle Transportation Management Unique Global Transportation Management Platform
Control Globally…
Plan, execute, track and settle for all orders / shipments
All divisions
All product flows (inbound, outbound, internal)
All modes: truck, ocean, air, rail, private / dedicated fleet
Visibility across the global network
Execute Locally…
Accommodate line of business, geographic region, and supply chain flow-specific business practices
Workflows, business logic, reports, etc.
Using multiple languages and currencies
Multiple languages in single system
User interface configuration by region / country, user groups
Manage Centrally…
All operational information in one location
Centralized visibility
Centralized reporting
Single set of integration points for customers, carriers, partners
Single IT infrastructure to support

24. Customer Momentum Proven Customer Value
Companies with best in class platforms…
Spend less on transportation
Deliver higher levels of service
Have better information to make decisions – measure performance daily/weekly
Automate processes for efficiency and scalability
Collaborate – integrate transportation with internal processes and with trading partners

25. OTM Special Interest Group (SIG) Strong Community of Customers & Partners
Very active community of customers and partners
Run by the extended OTM community (not Oracle)
Annual conference dedicated to OTM (
Information sharing - Online Forums / OTM Blogs

26. Gartner’s Validation of OTM Ecosystem Leverage OTM SIG with Prospects
Link to article:

27. Release History Timeline Track Record of Innovation
Release 5.5 CU2
Release 5.5 CU4
Fleet Management,
Multi-Tier Network Execution,
Siebel Order Capture Integration,
eBS Integration Phase II,
Small Parcel System Integration.
Sourcing
FTI
Cooperative Routing,
Product Name Change & Re-Branding,
Integration with eBS, Consolidated Tender, Enhanced UI,
Scalability & Performance,
Carrier Commitment ,
FF Enhancements,
RIQ with Show Routing.
Cooperative Route Execution,
Enhanced Air Processing,
Simplified UI for mid-tier,
UI & Dock Scheduling Enhancements.
Fusion Transportation Intelligence,
Dock Scheduling Enhancements,
Sourcing Enhancements,
Parcel CWT Rating,
Rail Enhancements,
Optimization Enhancements.
Release 5.5 CU1
Release 5.5 CU3
Release 5.5 CU5
Container/Equipment Visibility,
Integration enhancements,
Enhanced Help including “Show-me” & Custom Help
Merge-In-Transit ID
Fusion Transportation Intelligence,
Dock Scheduling Enhancements,
Container Optimization, Shipment Cost Adjustment,
Customer Management Cooperative Route Execution Enhancements.
Dock Scheduling,
Cumulative Broadcast Tenders,
Sourcing Enhancements,
Optimization Enhancements,
Service Provider Assignment Record Management.
First release after G-Log acquisition
May 2006
August
2006
December
2006
May
2007
January
2008
June
2008
April 2009

28. Release History Timeline Track Record of Innovation
G-Log acquisition in Nov 2005  Oracle Transportation Management
Best-in-class transportation management
Domain expertise
Platform for new product development & innovation
Innovation Areas
Fleet Management
Global Trade Management
Transportation Business Intelligence
Transportation Sourcing
Dock Scheduling
Carrier/Trading Partner Connectivity
Small Parcel
Core – planning, execution, settlement
Release 5.5 CU6
Release 6.1
Release 6.2
Dim Rate Factors
Dock Scheduling
Ground Schedules
UI / Usability
Configurable Auto-Tendering
Service Provider Assignment
Settlement and Financial Management Allocation
FTI
Cooperative Routing
Global Trade Management
Fleet Management
Mobile Communications
Load Configuration
Freight Payment
FTI
Ocean Sourcing
Usability
Planning Diagnostics
...and more
September
2009
January 2010
TBD

29. Customer Driven OTM Customer Advisory Board
Logistics Service Providers
Manufacturing
Retail

30. Competitive Landscape
Supply Chain Suite Vendors
Manhattan Associates, JDA/i2, Red Prairie
ERP Suite Vendors
SAP, Infor
Niche & SaaS Vendors
Mercurygate, Lean Logistics, IBM/Sterling Commerce

31. SAP Competitive Positioning Strengths and Weaknesses
SAP’s large ERP and SCM installed base, and its global presence
The solution appears appealing to existing SAP customers favoring the common technology and integration messages
SAP TM is based on SAP’s BPP platform
Appears as “best of breed” enabling a modular implementation because it is decoupled from the ERP
Focus on the LSP industry
Strengths
Weaknesses
SAP TM not a proven solution – TM 6.0 and 7.0 never went out of controlled release.
SAP positioning 8.0 (2010 release) and 8.1 (2011 release) to prospects
SAP claims 20 years of transportation experience but we know of only 1 live, happy TM customer. 20 years of missed expectations
Missed milestones in development have generated frustration among initial customers and SAP has extended the controlled release period
SAP promotes integration but this is only the vision today. The solution is not integrated with the other products of the SAP portfolio
Lack of experienced resources, both in sales and implementation services

32. JDA/i2 Competitive Positioning Strengths and Weaknesses
Strong references – Top tier, loyal customers
Deep industry-specific knowledge – i2 strong in Hi-Tech, A&D, Auto, LSPs, JDA strong in retail and CPG
Strong mindshare – i2 well supported by analyst comments
Strong partner strategy – Helps on co- development projects
Well prepared demos – Even if, at times, capabilities not available in its standard solution
Strengths
Weaknesses
Confused road map – is i2 or JDA the strategic platform? Positioning i2’s TMS in recent sales cycles with JDA install base customers
i2’s shrinking customer base – 1000 in 2005, less than 500 in 2008
i2’s reputation as complex and expensive to adopt – Complexity leads to difficult to implement, integrate, maintain and upgrade and adds cost
Loss of talent in product development, consulting, sales

33. Manhattan Associates Competitive Positioning Strengths and Weaknesses
Manhattan tells a good story about Supply Chain Execution. Will want to lead and win with WMS with TMS as throw in.
Strong retail story – integrated inbound/ outbound, fleet & common carrier
Pockets of strong functional capabilities
Multiple deployment modes
Provides driver dispatch optimization and execution
Strengths
Weaknesses
Manhattan pitches the integrated SCE story, however its solutions are not all integrated
Lacks industry leading capabilities for TMS
Weak in multimodal transportation planning and execution
Lacks TMS references outside of the US
Lacks resources outside the US
Lacks single architectural platform for open system products.

34. Red Prairie Competitive Positioning Strengths and Weaknesses
Strong WMS capabilities – will lead with WMS.
Aggressively enhancing the TMS solution set
Reputation of great demos
Relationships – More options to upsell
Focus is on sustainability and EU-specific functionality. Significant traction in the European region
Strengths
Weaknesses
Lacks industry leading capabilities for TMS
Weak in multimodal transportation planning and execution
Lack of global capabilities and references
Dependence on partners for key functionality

35. <Insert Picture Here>
Global Trade Management

36. Oracle Global Trade Management Quick Facts
New Product
First version launched in Jan 2010 with 6.1 release
Deployed standalone or part of OTM platform
Licensed separately from OTM (revenue as metric)
Value to Sales
New addressable market
Further differentiate Oracle’s transportation solution
Addresses gap vs. SAP and niche vendors

37. Oracle Global Trade Management Product Overview
WHAT – Automate and manage the complex trade compliance and customs aspects of cross-border transactions globally (import, export or domestic)
HOW – Oracle GTM includes master trade data, restricted party screening, product classification, and trade control determination (licenses, documents, etc.)
RESULTS – GTM will reduce compliance risk, ease complexity of managing trade processes, increasing visibility, and provide collaboration and control

38. Current Fit – Processes Current Fit – Industries
Target Industries
Current Fit – Processes
Export processes
Current Fit – Industries
High Technology
Industrial Manufacturing
Life Sciences
Product Road Map – Processes
Import processes
Product Road Map – Industries
Retail
Wholesale Distribution
Logistics Service Providers

39. Global Trade Business Drivers Keep the Goods Moving & the Cash Flowing
Planning
Execution
Documents
Compliance
Risk Mitigation
Cash (Lead Times)
Global Trade Management
Transportation
Management
Control
Landed Cost Management
Strategic Sourcing
Profitability
Visibility

40. GTM Value Proposition Value proposition
Automate and orchestrate cross-border transactions by enabling companies to manage and control their trade compliance activities related to imports, exports and other types of regulatory, legal or company-mandated policies
Benefits
Accelerate supply chain and increase working capital utilization
Mitigate supply chain and compliance risk worldwide by centrally managing trade compliance
Collaborate with trading partners
Maintain oversight, visibility and control of cross-border transactions

41. Typical Global Trade Transactions
Import Mexico to USA
Product Classification
Embargo Check
SPL Screening
Import License Management
NAFTA 2
Export U.S. to EU
Product Classification
Embargo Check/ SPL Screening
Export License Management
Printing of Export Documents
Electronic Communication (AES) 3 4
Import EU from U.S.
Product Classification
Embargo Check
SPL Screening
Import License Management
Free Circulation
Transit Procedures
Duty & VAT Calculations
Printing of Import Documents
Electronic Communication (NCTS, ATLAS, etc.) 3
Export Europe to other countries
Product Classification
Embargo Check
SPL Screening
Export License Management
Printing of Export Documents
Electronic Communication (NCTS, ATLAS, etc.)
Trade Preference Processing
Restitution Handling 5 1 4
Import China to USA
Product Classification
Embargo Check
SPL Screening
Import License Management
Printing of Import Documents 1 5 2

42. Target Customer Profile
When to Talk
Product Classification
Global, Central Repository for Classification Data
Help with Classification
Validation
Regulatory Classification Update
Justification
Compliance Screening
Restricted Party Screening
Embargo Country Check
Compliance Rule Screen & Configuration
Documentation
Document Determination
When to “Walk”
Trade Preference Management
Origin determination and free trade agreements
Restitution Management
Inward or Outward Processing Relief (IPR/OPR), bonded warehousing, free trade zones
Trade Finance
Letters of Credit (LOC)
Duties & Tax Calculation
License Management

43. GTM Sales Success Example customer wins
Industry
Incumbent
Life Sciences
Vastera
High Tech
N/A
SAP GTS

44. GTM Differentiators Native Trade & Transportation Platform
Oracle GTM is built on the same platform as Oracle Transportation Management (OTM) providing customers with a holistic global logistics platform to manage their trade and transportation requirements.
Ease of Configurability
No hard-coded regulations
Company-specific, configurable trade compliance rules
Changes to regulations made by user, more immediate than waiting for custom development
Global Design: Single source of truth
Single platform to automate and manage the trade compliance and import/export processes encountered in cross-border transactions on a global basis

45. Trade Compliance at Sun First Go-Live for Oracle GTM
U.S. Company with blend of hardware & software products

46. Sun GTM Project Scope Supply Chain Trade Compliance Regimes
Global exports from USA, United Kingdom and the Netherlands
Trade Compliance Regimes
USA: Export Administration Regulations (EAR)
UK: UK Export Control Legislation (ECL), Dual Use Items and Technology
Netherlands: EU Dual Use Items and Technology
Trade Controls
Restricted Party Screening
Sanctioned Country Screening
Export Licenses and License Exceptions
Prior Technology
SAP Global Trade Services (GTS)
GTM has higher performance
GTM requires less manual intervention (i.e., can model all of Sun’s trade compliance requirements)

47. Competitive Landscape
Supply Chain Suite Vendors
Management Dynamics, Kewill
ERP Suite Vendors
SAP, QAD/Precision
Niche & SaaS Vendors
TradeBeam, GT Nexus, Integration Point

48. SAP Competitive Overview
Offers Global Trade Services (SAP GTS) as part of its GRC portfolio.
Visibility from the executive all the way down to the transactional level.
Requires additional modules (SAP SCM, etc.) to deliver general GTM functionality.
Strengths
Largest GTM customer base
Large ERP install base creates cross sell and upsell opportunities
Good dashboard with visibility from executive level down to transactions
Good multi-language and currency support
Weaknesses
Require other SAP modules, making it less appropriate for non-SAP environments
Rigid approach to regulatory changes; requires customization
Lacks strong transportation management solution

49. Management Dynamics Competitive Overview
Strong brand – considered the “Best of Breed”
Amongst the broadest GTM functionality
Maintains a large content team and is a leader in Compliance
Privately held
Strengths
Strong brand – considered the “Best-of-Breed” solution
Maintains large content team and is leader in Compliance
“Black Box” (regulations built in)
BusinessObjects-based dashboard; support for logistics & compliance.
Weaknesses
Perceived as US-centric company (i.e., US exports); limited EU support
Requires code changes to support other export requirements
Lacks strong transportation management solution

50. September 2009 AMR GTM Landscape

51. September 2009 AMR GTM Landscape
Use OTM+GTM to differentiate Oracle’s solution

52. OTM & GTM Sales Support Resources
Applications Global Sales Support (AGGS)
Chris Taurence
OTM Product Strategy
OTM: Srini Rajagopal
GTM: Rosalie Cmelak
Derek Gittoes
Product Marketing
John Murphy
Distribution Lists

53. OTM Product Strategy Portal http://logistics. us. oracle
Links to:
Training
Release Info
Technical info
Customers
Customer Programs
Product Options
Integration
Positioning
Pricing
Competitive Intelligence
Marketing
Roadmap
General Support

54. GTM Product Strategy Portal http://logistics. us. oracle
Links to:
Training
Release Info
Technical info
Customers
Customer Programs
Product Options
Integration
Positioning
Pricing
Competitive Intelligence
Marketing
Roadmap
General Support

55. Business Case Development http://tools-insight.oraclecorp.com/

56. Partner Site: OTM Knowledge Zone http://www. oracle

57. <Insert Picture Here>
Warehouse Management

58. Key Trends in the Warehouse Management Market Largest SCM product market segment
Vendor Consolidation
Shrinking Vendor Base
Vendor Viability in Question
Integrated WMS
Demand for integrated WMS and transportation solution
WMS in other niche areas
Technology
Technology/Upgrade cycle
Growth of Mobility and Auto-ID
New Business Models
Insourcing vs. Outsourcing
Mergers and Acquisition

59. Technology Shift Driving Demand WMS in midst of Major Upgrade Cycle
27% percent of companies plan to upgrade or buy new systems this year.
Logistics Management’s 2010 Software User Survey
“WMS is in a changeover cycle right now, being that many solutions were put in place in the mid to late 1990s” - Greg Aimi, AMR

60. Target Industries Oracle customer Snapshot by Industry
Customer Count: 650+
Best Fit By Industry
High-Tech
Industrial Manufacturing
Wholesale Distribution
Process Industries: Food & Beverage, Pharmaceuticals
Segment
% Share
High Technology
15%
Industrial Manufacturing
12%
Wholesale Distribution 9%
Retail
Consumer Goods 8%
Travel and Transportation 7%
Life Sciences
Communications 6%

61. Balance cost and service in a dynamic logistics environment
WMS Value Proposition Manage operational efficiency, fulfillment perfection and flexibility
Efficiency
Perfection
Do More with less of:
Labor and Equipment
Warehouse Space
Onhand Inventory
Perfect Order Fulfillment
Accurate Promise Date
On Time Shipment
Correct Item and Quantity Shipped
Balance cost and service in a dynamic logistics environment
Manage changing environment
Dynamic business situation
Technology Innovation
Changing compliance standards
Flexibility

62. What WMS Delivers? Reported by best-in-class companies running a WMS
BENEFIT AREAS
PERCENTAGE OF SAVINGS
Inventory Count Accuracy1,2
Shipment errors3
Productive hours4
Perfect order fulfillment4
Lost sales4
On time ready to ship4
Inventory Shrinkage4
Reduction in distribution costs4
Data entry errors5
Achieve Accuracy of up to 99.9%
Achieve productivity of >=95%
Achieve fulfillment of >=99.1%
Reduce lost sales <0.25%
Achieve shipment time >=99.98%
Reduce shrinkage <= 0.005%
Reduce distribution costs <2.1%
Reduce errors upto 1 in 3 million
Inventory count accuracy by dollars / units
Productivity Increase (new employees)
Inventory shrinkage as a percent of total inventory
[1] -
[2] -
[3] -
[4] - WERC Watch, DC Measures 2009; WERC Watch, DC Measures 2008;
[5] -
Other references:
“Netting it all out, we typically see companies improving inventory accuracy up to 99.9% depending on their existing capability. We also see a reduction in shipping errors up to 99.9%"

63. Proven Customer Success
WMS/Auto ID Implementation helped drive $4M in savings and an 8 month ROI
Reduction in headcount by as much as 50%
Improved fill rate to the high 90% and providing a payback of less than a year
Ergotron
Manufacturer of mounting solutions for TVs, monitors and other digital media displays
Polpharma
Pharma distributor in Poland
Bare Escentuals
Consumer products – health & beauty
NCR
Industrial manufacturing – ATMs, retail POS systems
Grupo Abril
Magazine and book publisher, music distributor
Changan
China automotive manufacturer
Reduced operational costs by 15% and eliminated multiple legacy systems
26% increase in throughput, 73% reduction in salaries and 85% decrease in invoice reprinting
Saved $3.4M through improved shipping & inventory

64. Reference Customers by Industry
High Technology
Media and Comms
Consumer Goods / Distribution
LSP
Life Sciences
Industrial Mfg

65. Recent Wins Consumer Goods High Tech Food Utilities Government
Automotive Industrial Mfg

66. Replacing Niche Solutions with Oracle WMS
Customer
Industry
Previous Solution
Helen of Troy
Wholesale Distribution
Manhattan
Fellowes
Consumer Goods
Red Prairie
Fidelity
Financial Services
Catalyst
NCR
Industrial Mfg
Optum
Sanmina
High Tech
EXE
Starbucks
Consumer Goods – Food & Beverage
HighJump
Texas Instruments
Yantra
Gucci*
Retail
Wachovia
Red Prairie (MARC)
Motorola
*Gucci not yet implemented

67. Beating the Niche Vendors
Customer
Industry
Competitor
Golfsmith
Consumer Goods
Red Prairie
Pfizer
Life Sciences/Pharma
Manhattan & Red Prairie
Arbonne
Manhattan
American Tire
Industrial Mfg
Enseval
BMMI
LSP
EXE
Moosehead Breweries
HighJump
Canon Australia
Manhattan & High Jump
Asstra
Russian Light
Distribution
Ottawa Hospital
Healthcare
Acco Brands - Canada
CPG
Manhattan, Red Prairie
Safelite Glass
Automotive
Honeywell
High Jump

68. Differentiation – Why We Win
E-Business Suite Integrations: Built-In and Not Bolt-On
Oracle WMS eliminates interfaces between ERP and a Bolt on (typically 20+)
Niche Providers don’t have pre-built integration solution
Global Operations & Visibility
WMS allows customers to run global operations on a single instance (manufacturing and complex distribution operations) NOT just execute within the 4 walls of one warehouse
Oracle WMS reduces hardware server costs (most require 1 server/warehouse)
Oracle Logistics Solutions
Oracle’s Integrated Logistics solution is a winner
OTM+WMS is the best logistics suite on the market (# 1 in market share per Gartner)
Configuration vs. Customization
WMS implementations typically involve large amounts of customization resulting in higher total cost of ownership and impacts future upgrades.
Oracle WMS is built with greater configuration options (e.g., rules engine for picking, task assignment, labeling, mobile device integration)
Choice of Deployment
Oracle provides customers with unparalleled flexibility in WMS deployment
Integrated suite vs. distributed mode deployment
Centralized vs. regional WMS instances

69. Gartner Magic Quadrant 2010 Oracle WMS Comes of Age
Ability to Execute
Oracle trails only:
Manhattan
Red Prairie
SAP WM (Older Release)
Completeness of Vision

70. WMS Solution Overview Integrated with Oracle E-Business Suite and OTM
Transportation
Oracle WMS
Label
Receive
Inspect
Directed Putaway
Assemble
Replenish
Tailorable Rules & Workflow Process
Mobility Support
Cost
Move
Global Visibility
Ship
Pack
Directed Pick
WIP Issues
Count
Transfer
Seamless Integration
Oracle E-Business Suite
Manufacturing
Planning
Purchasing
Fulfillment
WMS supports Discrete and Process Manufacturing Environments

71. Oracle Warehouse Management Roadmap Track Record of Innovation
2008
2009
2010
Future
Warehouse Management
11i10
12.0
12.1
Post 12.1
Advanced Task Framework
Packing Workbench
RFID Compliance
WCS-MHE Integration
Graphical User Interface (GUI) for Mobile
WMS for process industries
Planned cross docking
Labor Management
Locator Check Digits
Flexible label field definition
Task Management Automation
Forward Pick Replenishment
Mobile Personalization
Dock Scheduling with OTM
Load Sequencing with OTM
Advanced Wave Planning
Distributed WMS
Activity Based Billing
WMS for LSPs
Opportunistic Cycle Counting
High volume case picking and labeling
Task and resource planning
Directed Inbound Tasks
Multi Step Activity Management
Task based light kitting and assembly
Labor Analytics
Usability
Inventory Convergence
OTM Integration
Component Architecture
Advanced Task Management
Planned
Available

72. Distributed WMS Rapid and Flexible Deployment of Warehouse Management
ERP Host System (EBS or Non-EBS)
Order Management
Procurement
Financials
Master Data Management
Integration
Framework
Integrated but decoupled WMS Instances 72 72

73. Why Distributed WMS? Adaptability: WMS for Any ERP
Can I use WMS with any ERP?
Does my WMS support different logistics modes: in-sourcing, outsourcing or hybrid?
Availability: WMS for a 24x7 Operation
How to ensure that a mission critical application like WMS is available 24*7?
Do I get complete visibility of my logistics activities 24x7 from my WMS?
Agility: Best in Class WMS, Right Now!
How can I rapidly deploy WMS and leverage its features?
How can I use the features in the latest WMS release without upgrading the whole application suite?

74. Oracle R12 WMS Distributed Deployment
Success Story for Implementing Oracle R12 WMS in Distributed Mode

75. WMS for Logistics Service Providers Driving excellence in an outsourced logistics environment
Client Management
LSP Client
LSP Client
LSP Client
LSP
Rules and Storage Policies for clients
Multi Tenant Warehouse
Stock on-hand Balance for each client
Invoice Rules for LSP Client
Activity Based Billing
Invoicing and Billing for LSP Client

76. Oracle WMS Summary Best-in-Class WMS for simple to complex, integrated or standalone
Manual Inventory
Record transactions and track balances
RF / Barcode Only
Improve accuracy and reduce latency of existing transactions
Advanced Warehouse Mgmt
Implement a true “execution system” with system directed work execution, license plating etc
Highly Automated Facilities
Automate physical inventory handling
Transaction Velocity / Volume
Small
Large
Product / Order Complexity
Low
High
Best-in class WMS for
Agility, Availability, Adaptability
WMS
PSFT / JDE / Other ERP W1 W2 W3
LSP
LSP Client
Client Management
Rules and Storage Policies for clients
Stock on-hand Balance for each client
Rules (Trxns, Space utilization etc.)
Invoicing and Billing for LSP Client
Mult- Client Warehouse
Rules-Based Billing
Non-EBS Customers needing advanced WMS Capabilities
Multi-Client & Logistics Service Providers 76

77. WMS Sales Support Resources
Applications Global Sales Support (AGGS)
Chris Taurence
WMS Product Strategy
WMS/MSCA: Aditya Agarkar
Jennifer Sherman
Product Marketing
Carrie Lukatch
Distribution Lists

78. WMS Product Strategy Wiki http://logistics.us.oracle.com/
Quick Links to Frequently Used content
Links to:
Customer Stories
Partners
Contacts
Links to:
Latest Announcements, News and Events

79. For more information about Oracle Applications WMS Blog
Other Useful WMS Links
WMS Solution Factory
OU Webcasts
For more information about Oracle Applications
WMS Blog
Appsell Website

80. <Insert Picture Here>
Summary

81. Competitive Advantage
Value to Oracle Sales
Opportunity
Customer Demand: Large market opportunity for transportation, global trade and warehouse systems
$1.9 billion software market
80% of transportation market is unaddressed
Standalone deployments – sell into SAP ERP customers
Oracle suite deals – E-Business Suite or JD Edwards EnterpriseOne
Competitive Advantage
Oracle ranked #1 in market share by Gartner
Leading products with best-in-class capabilities
Customer references and analyst reports
Ecosystem of internal resources and external partners

82. Questions 82 82