1. IBM Global Business Services © Copyright IBM Corporation 2010 1 Oracle High Technology Industry CES Summit - Strategic Partner & Channel Transformational Best Practices IBM Global Business Services Kenny Ecton – Oracle VCP Global Practice Leader January 5, 2011

2. IBM Global Business Services © Copyright IBM Corporation 2010 2 Business Objectives for 2010 - 2011 Revenue protection and growth Competitive differentiation such as innovation and deeper insight Cost takeout and efficiency Improved risk management and regulatory compliance Operating enablement such as continuous improvement 10% 12% 33% 41% 71% Top-line focused Internally focused IBM’s Survey of 398 Supply Chain executives worldwide found top- line focus is back and it’s a global phenomenon Source: Chief Supply Chain Officer Study, April 2010. www.ibm.com/gbs/csco_study_2010www.ibm.com/gbs/

3. IBM Global Business Services © Copyright IBM Corporation 2010 3 VisibilityInsight ProcessesAutomation Prioritized Decision Inventories Decision FocusReactive Predictive and Prescriptive Data / InformationSupportiveCompetitive Advantage GranularitySummarySpecific and Targeted Customer/Supplier View OperationalExternal / Extended Demand Signal Management Shipment based Ad- hoc and Reactive Consumption, SN Data, Centralized and Proactive Leading Practice Consumer Electronics Channel Transformation requires a migration from ‘visibility’ to ‘insight’

4. IBM Global Business Services © Copyright IBM Corporation 2010 Source: Chief Supply Chain Officer Study, April 2010. www.ibm.com/gbs/csco_study_2010www.ibm.com/gbs/ 1 in 3 business leaders frequently make critical decisions without information they need 1 in 2 don’t have access to information across their organizations needed to do their jobs 4 in 5 business leaders see information as a source of competitive advantage Competitive Advantage Insight requires information access and speed

5. IBM Global Business Services © Copyright IBM Corporation 2010 5 Value of Insight Rests on Predictive Answers Reactive, to Predictive, to Prescriptive Competitive Advantage Information Technology Requirement Source: Adapted from “Competing on Analytics” : Davenport Harris Why is this happening? What if these trends continue? Insight - What will happen next? Statistical Analysis Predictive Modelling Optimization Forecasting Predict / Prescribe - Best that can happen? Analytics and Optimization What just happened and why? How many, how often, who, & where? Exact root cause and ID of the problem? What actions are needed? Std Repo rts Ad Hoc Reports Drilldown Query Alerts Access & Reporting

6. IBM Global Business Services © Copyright IBM Corporation 2010 6 Substance vs. Structure: The next generation of data is not neat and pretty and easily formatted It might not need to be retained It’s possibly not numeric Connecting vs. Collecting: It’s not about getting the most data It’s not about getting it into the sources and targets It’s about helping people connect the facts in a meaningful fashion Prescribing vs. Describing: Reporting is a basic competency Prescribing is a business differentiator Testing vs. Trying: The organization will become disciplined in comparing The science of math is embedded in the business The words, “we’ve tried it” won’t count Effectiveness vs. Efficiency: Speeding up mediocrity got us into this mess Precision is point in time, point of impact

7. IBM Global Business Services © Copyright IBM Corporation 2010 7 2.5X Top performers nearly triple their odds of success through their keen focus on driving change Making the operational changes necessary to create value from new insights pays off for top performers in business results Culture and people change Data governance Business process change Organizational alignment 2X Focusing on driving change is more than twice as important to success as having a well run project Sponsorship Capability assessments Funding process management Good Sound justifications Program governance Project objectives Multi-phased roadmap Better Well run project Best Driving change Beating the odds for success Source: Chief Supply Chain Officer Study, April 2010. www.ibm.com/gbs/csco_study_2010www.ibm.com/gbs/