APS Overview v8.1

8/6/2019 APS Overview v8.1

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Advanced Planning

Presenters NamePresenters Title

Enabling the demand driven adaptive planning process platform


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CONFIDENTIAL: All capabilities and dates are for planning purposes only and may not be used in any contract

The following is intended to outline our generalproduct direction. It is intended for informationpurposes only, and may not be incorporated into anycontract. It is not a commitment to deliver anymaterial, code, or functionality, and should not berelied upon in making purchasing decisions.The development, release, and timing of anyfeatures or functionality described forOracles

products remains at the sole discretion ofOracle.

Safe HarborStatement


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Globally

#1 in Database

#1 in Supply Chain Mgmt

#1 in Customer Relationship Mgmt

#1 in Human Capital Mgmt

#1 in Industries

- Retail

- Communications

- Public Sector

- Professional Services

- Financial Services

275,000 total customers

220,000 database customers

30,000 applications customers

19,000 SMB apps customers

30,000 middleware customers

17,700 partners

60,000 employees 14,000 developers

7,000 support staff

Founded in 1977. Headquarters in Redwood Shores,CA with operations in 145 countries.

Oracle At-a-Glance


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EVOLVING CHALLENGES IMPACTS TOSUPPLY CHAIN

A Changing Global Landscape

Globalization and global sourcing -leaner supply networks, increaseddemand variability, cost volatility

Increased customer expectations - fasterproduct life cycles with local marketrequirements

Mergers and acquisitions, and continued

consolidation of suppliers andcustomers

Increasing compliance requirementssuch as Sarbanes-Oxley

Capture demand signals more frequently and closer to the point ofsale drive to consensus demand number

Shape your demand with profitability and capacity as key drivers

Implement real-time and collaborative sales and operationsplanning process

Older business models are challengedby the new decentralized globalnetwork model

Move from static demand planning to demandsensing and shaping

Introduces new challenges and

focus areas:

Materials and logistics are both primary constraints

Cross-enterprise synchronized view of demand signalencompassing both supply and demand visibility

More scrutiny of material liability

Multi-tier decision support instead of enterprise plans

Analyze optimal flows for market response, changing geo-political situations, and unplanned events

Rationalize suppliers to minimize risk

Determine postponement strategies

Conduct cost-to-serve and product portfolio analysis

Focus on more frequent supply network flow analysis

Business trends forcing you to move to demand driven adaptive planning


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CONFI NTI : ll iliti t r f r l i r l t i tr t

SenseDemand

Respond toDemand

S

hapeDemand

Demand Driven Adaptive PlanningTh riv r r l-ti i f r ti


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Demand Driven leaders have:

15% less inventory

17% stronger order fulfillment

35% shorter cash-to-cash cycle times

Which translates to: 60% better profit margins

65% better EPS

2-3X the ROA

0

50

100

150

200

250

300

350

Strong Weak

Perfect Order Inventory

Cash-to-Cash SCM Costs

Source: AMR Benchmark Analytix

Why Is Demand Driven Important?Tangible benefits!


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Long planning cycles

Supply PlanningDemand Planning

Distributionplans

Sales

Marketing

Mfg.

Response 1:

Maintain excess inventory

Response 2:Reserve production capacity

Response 3:

Expedite everything!

Fax

Tier 2

Tier 1

CUSTOMERS SUPPLIERS

Supply Chains built onINVENTORY

Productionplans

Manufacturingplans

Paper Paper

?

ManualReconciliationDifferent one

number

Cannot Enable with Disconnected Systems


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Better ApproachDemand driven adaptive planning process platform

Real-time end demand visibility Quickly sense and respondto demand changes

Shape demand and alignbusiness plans quickly

Manage your business withreal-time sales and operationsplanning

Monitor performance to drivecontinuous improvement

Supply Chains built onINFORMATION instead of

Inventory

Consensus demand andproduction plan

Holistic Supply Planning

Demand Hub & Multi-dimensional analysis

Automated Exceptions

Real-Time S&OP

Singleholistic plan

Embedded Analytics

Sales

Marketing

Mfg.

Manufacturing

PortalPortal

Tier 2

Tier 1

CUSTOMERS SUPPLIERS


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Intersil reduced inventory by 50%, reduced response time for criticalproducts from 336 to 24 hours, 246% ROI

Xilinx achieved a 98% delivery performance to promise date

Alcatel eND moved to virtual supply chain model and reduced inventory bymore than 65%

Anugrah Argon Medica improved on-time delivery to 98%

TEC Electronics improved inventory turns by 37%

VTech reduced order fill rate from 55% to 95%, increase inventory turns by100%, reduced price protection claims by 40%

Dow Chemical reduced inventories by $350M, rationalized carriers from200 to 12

GrafTech reduced inventories by 40% and lead times by 20%

Customers Achieving Significant Benefits


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How

Delivers


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Oracle Advanced Planning Solution

Future *

IntegratedPlanningFunctions

Products

Platform

E1 EBS Legacy

ERP* *

Real-TimeSales and

OperationsPlanning

DemandManagement

and AdvancedForecasting

PredictiveTrade

Planning andOptimization

InventoryOptimization

AdvancedSupplyChain

Planning

ProductionScheduling

GlobalOrder

Promising

CollaborativePlanning

WFLCommon planning

data model

Connectors

NetworkDesign Demand Sensing

And Shaping PostponementOptimization Holistic

SupplyPlanning

Promise,Distribute, and

ReplenishExecute to plan

EmbeddedAnalytics

Role-based Portals

PreconfiguredWorksheets andWorkbenches

OperationalExcellence

Real-TimeS&OP

Demand drivenadaptive planning

Multi-EnterpriseCollaboration

Trading Partners

Best in classBusinessProcesses

StrategicNetwork

Optimization

Supply ChainRisk Management

Complete, best-in-class e-business planning process platform


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Demand driven adaptive planning Sense demand better through advanced analytics, improved consensus forecasting,

and real-time visibility to demand events

Shape demand by enabling real-time sales and operations planning, and promotionsplanning and optimization

Respond faster to demand through holistic supply planning, cross-enterprise

collaboration, and demand-driven VMI

Global supply chain design and risk management Design your network holistically

Account for variability in your hedging strategy

Incorporate flexibility to enable fault tolerant supply networks

Drive operational excellence Improve demand fulfillment through real-time distributed global order promising

Improve shop floor efficiency with real-time production scheduling

Drive continuous improvement with embedded analytics

Enables leading edge and transformational business processesOracle Advanced Planning


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Oracle Advanced Planning

Enables leading edge and transformational business processes

Demand driven adaptive planning

Global supply network design and risk management

Drive operational excellence


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Get real-time visibility to all demand signals Sales, marketing, manufacturing, customers, suppliers multiple

units of measure and currencies

Include point of sale information in real time

Move from a regimented periodic to a continuous demandplanning process

Leverage advanced analytics to accurately

predict demand Use any combination of quantitative or qualitative data to establish

your base line forecast

High precision statistical forecasting, no statistical backgroundrequired Superior Bayesian-Markov forecast analytics

Forecast based on attributes and characteristics

Get quickly to an improved consensus

number Use multi-dimensional analysis to adjust, allocate, and rollup Collaborate with internal and external constituents

Workflow driven forecasting exceptions ensures responsiveness

Support for flexible formulaic expressions

Supports assumption based forecasting

Automatically sync when working in offline mode

Improved demand management The first step to demand drivenSense Demand Accurately Predict Demand


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Easily navigate

through userdefined hierarchies

Configurable worksheets

display the data eachuser needs to his job

Configurable reports,charts and graphs canbe displayed anywhere

Color coding providesvisibility to exceptions andareas of interest

Productivity enhancing UISense Demand Accurately Predict Demand


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Live on Demantra Demand Management

DeRoyal Industries

Company Leading manufacturer of medical devices

Manufactures more than 25,000 SKUs and operating from 25 plants and office aroundthe world

Planning problem solved Aligned customer demand with supply chain planning

Unique aspects of implementation Integrated with JD Edwards ERP

Supports the companies many new product introductions with improved forecastaccuracy

Increased forecast accuracy by 5-10%

Increased customer service levels

Reduced inventory by 8%

Enabled a comprehensive S&OP process


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What is my most profitable product mix?

What incremental volume will result from amarketing program?

How will it impact the sales of other products?

What were the indirect effects such ascannibalization and consumer stockpiling?

Do I have enough material and capacity to satisfythe promotion demand?

Where do I have excess capacity and how can Iinfluence demand to consume that excess?

How does a marketing program at a brand orproduct family level impact a specific SKU?

d eriod

Cannibal i at ion

re and post e ffects

Co mpe titi e s itc ingCa te go ry gr o t

aseline

Actual

eriod eriod

eriod

ases

Cannibali

ation

re and post effects

Competit i

e s

itc

ing

Category gro

t

aseline

Actual

Past Future

Shape DemandUnderstand the financial and operational impacts of promotions and salesincentives


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Establish promotionobjectives (incl. ROI)

Createoffer

Extendoffer toPartner

Conduct activities

Review /accept offer

- Manage displays- Advertise- Sell product

Create &approve

budget

Allocatebudget

Accrue asliabilities

Coordinate trade promotions withconsumer marketing programs

Simulate scenarios to determineachievable sales and ROI goals

Create reconciled plans at

corporate, account, category, andproduct levels

Allocate trade funds and otherresources

Calculate anticipated sales liftfor including in sales forecasts

Enable field sales to adjustprojected account-level salesforecasts

Retailer /Channel PartnersManufacturer

Shape Demand Predictive Trade Planning


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Shape Demand Promotions Optimization

Accurately estimate base volume andcomponents of promotional lift Provides decomposition of incremental volume from advertising,

promotions, or sales incentives

Granular lift analytics

Incremental volume lift coefficients maintained at lowest level

Promotion optimization Simulate volume and profitability of future promotions

Perform what-if analysis to understand the impact of varyingpromotional tactics and price points

Optimize promotional events based on goals and constraints -profit, revenue, units and constraints - budget, timing, margin

Decompose lift to understand cannibalization, pantry loading, andhalo effect

Baseline

Incremental Long-TermGrowth

Pre and PostPromotion

Effect

Cross productCannibalization

Typical Demantra

Baseline

CompetitiveSwitching

Select the most profitable promotion


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Calculate promotion spend,profitability, and ROI

Attribute incremental salesto individual promotions

Use metrics to determinecause of deductions

Review completed promotionsto identify success factors

!

Shape Demand Promotions OptimizationDrive future improvements based on past promotions performance


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Shape Demand New Product Introduction

Chain and view demand of comparable products

Automatically identify comparable products based on characteristics

Automatically detect outliers

Align forecast based on actual demand

Accurately forecast demand for new products based on existing data


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View promotion detailsand lift decompositionin a single screen

View base, incremental volume,history, projected, and promotionGantt in a single screen

Shape Demand Promotions Optimization


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Company Leading producer of juices and jams

Planning problem solved

Promotion planning synchronized with demand planning

Unique aspects of implementation Sales reps drive forecasting process from trade promotion planning process

What-if scenario planning enables sales reps to test promotion before selecting it

Increased forecast accuracy at SKU level

Enables trade promotion planning to be integrated with RT S&OP

Reduced supply chain costs

Improved HQ and sales planning productivity

Live on Demantra Promotion Planning

Welchs


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Shape Demand Real-Time S&OP

Identify financial and revenue goals

Analyze demand and develop sales

forecast

Synchronize plan across Finance,Sales, Marketing, and Supply Chain

Determine potential market variables

Review supply and demand plans

Develop constrained plan

Monitor results and respond todeviations

Create promotions and incentivesto shape demand and close gaps

Marketing

Manufacturing

Finance

Executives

ProductDevelopment

Strategic plans Profitability

Promotional andvolume plans

Service levels

Demand plans Inventory levels

Capacity plans Promotioneffectiveness

Phase in and phaseout products

Plan accuracy

Strategic

TacticalDecisions

Sales

Make demand and supply decisions simultaneously


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Multiple, low accuracy forecasts anddepartmental plans

Execution to multiple plans withconflicting goals

Critical planning done from isolatedspreadsheets

Many faces to the customer

Stale reports used to monitorKPIs

Missed service and revenue targets

Demand decisions made before supplyimpacts are evaluated

Profitability implications are notconsidered

A single, high precision forecast generatedfrom very granular data more frequently

Consider all your production and logisticsconstraints when determining your supply plan

Determine the most profitable use of yourbottleneck resources

One-number plan monitored and maintainedcollaboratively

All planning done from one source of truth

All customer facing programs (VMI, CPFR,allocations) managed in the S&OP process

Alerts generated from predictive monitoring

Respond quickly to prevent missed goals

Shape Demand Real-Time S&OPLeverage best-in-class Sales and Operations Planning from Demantra

Typical With Oracle Demantra Real-Time S&OP


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Analytics-based demand management Capture all demand data in a central place

Use analytics and intelligence to develop a bottom-up forecast

Move to weekly forecasting

Workflow-driven collaborative planning Enable a workflow driven multi-disciplinary collaborative process that

includes Manufacturing, Finance, Sales, Marketing, and externalstakeholders

Configurable planning platform adapts to business process

Web-based portal support internal and external collaboration

Profitably balance supply, demand, and budgets Make allocation decisions while trading off service levels and cost

Balance needs of many customers in different channels

Examine throughput on the most critically constrained resources andprofitability by product family

Exception-based performance monitoring Adjust demand or supply plan as conditions change

Drive continuous improvement

Create incentives and promotions to close gaps

Decisions drive ERP and supply chain execution Integrate with EBS, E1, third party ERP

Leverage best-in-class Sales and Operations Planning from Demantra


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Measure internal inputs

andprovide incentives togenerate better inputs

Improve demand visibilitywith customercollaboration

All the detailedinformation you need

to make theRIGHT decisions

Automatically detectoutliers while

forecasting for newproduct introductions

Leverage best-in-class Sales and Operations Planning from Demantra


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Company $1 billion in revenues, operating worldwide

Manufacturing plants in China

Leading provider of cordless phones and electronic childrens toys

Planning problem solved Real-time S&OP process driven by one demand number

Unique aspects of implementation Generates forecasts from customer POS data

Compares customer and generated forecasts and routes exceptions to planner,sales representative, or customer

Increased order fill rate from 55% to 95%

Increased inventory turns by 100%

Reduced price protection claims by 40%

Reduced logistics costs by 65%

Live on Demantra Real-Time S&OP

VTech


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Supply Chain and Distribution Planning Product family and item level planning

Alternate components, resources, processes, suppliers,

facilities, and ship methods End-item substitution

Critical items and resources; aggregate resources

Bills of distribution and transfer rules

Circular sourcing, load consolidation, allocation rules

Include customer and supplier facilities

Manufacturing Planning Sequence dependent setups/changeovers

Simultaneous resources

Batch resources

Alternate resources

Minimum transfer quantities

Complex, network routings

By-products and co-products

Line rates and takt times

Suppliers Transportation Manufacturing Transportation Transportation CustomersDistributors

Respond Holistic Supply PlanningOne solution for supply chain, distribution, and manufacturing planning


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Respond Holistic Supply Planning

Make better decisions faster Level load

Choose alternatives

Make/buy decisions

Late demand diagnosis

Out-of-the-box optimization

Use costs or decision rules Enforce due dates or capacity

Start quickly Planners define the problem to solve

Flexible defaulting

Reduce planner workload Personal queries Automated exception management



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Adaptable Segment the Problem As Needed

Adapts to your currentbusiness model Single plan or multiple plans

Evolve planning model at your

own pace Re-configure easily by modifying

plan options instead of re-implementing or re-modeling

Multiple models can co-exist

One holistic plan for distributors

One DPP, multiple MRP

DPP for all Distribution Centers

MRP Org 1 MRP Org 2 MRP Org 3

Supply chain planningfor all Organizations

Multiple Distribution Plans

MPS forBU 1

MRPOrg 1

MRPOrg 2

MRPOrg 3

MPS forBU 2

MRPOrg 4

MRPOrg 5

MRPOrg 6


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Interceramic 91 Distribution centers, stores, and franchises

4 Plant warehouses

7 Manufacturing plants

3000 BOMs, 100,000 SKUs

Run DRP, constrained MPS, and rawmaterial MRP

Knowles Electronics Global planning instance

2 Locations in the US

1 Location in Europe

5 Locations in Asia

Mixed mode manufacturing Make to stock

Make to order

Configure to order

Global order promising against 1 central plan

Knowles Electronics hasreduced inventory by $1M permonth after implementingAdvanced Planning

SuppliersManufacturing

plantsDistribution

chain Customers

ConstrainedSC plan

DRP plan

ConstrainedMPS plan for

all facilities

Collaborativedemand

plan

Inventorypostponement

plan

Live on Advanced Supply Chain Planning

CustomerExamples


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Plan your extended supply chain Share forecasts and supply commits with customers

and suppliers

Get visibility to supplier capacity

Reallocate key components

Make alternate sourcing decisions

Reduce inventory cost and improvefulfillment Suppliers manage your inventory

Manage your customers inventory

React quickly to supply chain

exceptions Waterfall analysis

User-configurable exceptions

Automated exception handling via workflow

Run plan

Optional

Forecast memory

Supply commit

boards

Supply commit memory

Demand boards

Run plan

Demandsystems

Supplyforecast

Consensusforecast

SUPPLIERCUSTOMER YOUCONTRACT

MANUFACTURER

Cross-enterprise synchronized view of supply and demandRespond Multi-Enterprise Collaborative Planning


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Receive items

Pay on receipt/use

Check

inventorystatus

Ship items

VMI Agreement(with supplier)

VMI AgreementVMI Agreement

Receive items

Pay on receipt/useShip items

VMI Agreement(with customer)

Send consumptionadvice

CUSTOMER YOU SUPPLIER

Generate ship-tolevel forecast and

replenishment plan

Real-time POS driving adaptive forecasting and replenishmentRespond Demand Driven VMI


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Company Global leader in telecommunications and Internet technology; Alcatel is a global 500

company that operates in 130 countries

Designs and builds IP Communications products and solutions that supports theborderless enterprise

Planning problem solved Enabled 100% virtual enterprise and implemented direct order fulfillment mode

Unique aspects of implementation Implemented in less than 1 year while taking company 100% virtual

Maintains >60 DOS supply chain visibility on Oracle

Reduced inventory by more than 65%

Reduced material liability by 80%

Reduced planning cycle time by 75%

Projected annual savings of $15M

Live on ASCP, DP, and CP since 2002

Alcatel eND


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Answer the tough questions: What impact do changing costs have on my sourcing

strategy?

What is the real total cost of outsourcing including theimpact on working capital and cash flow?

Where should my point of postponement be?

Where should I hold how much inventory, when?

How could I react to a disruption in supply due tounforeseen events? Should I multi-source?

What are my most profitable channels or products toinvest in?

What is the impact of mergers and acquisitions on my

supply network and capital asset budget?

Design Resilient Supply NetworksEnable agile supply networks, aligned with your postponement strategy


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Leverage resiliency in your supply chain for tactical responses

Design Resilient Supply Networks

Network modeling and alternates

Sourcing strategy

Cost modeling

Asset rationalization

Safety stock strategy

What-if simulations

Risk related to unplanned events

Design supply chains that are resilient

Strategic Network Optimization (SNO)

Network modeling and alternates

What-if simulations

Cost modeling Asset rationalization

Risk related to

unplanned events

Inventory Optimization (IO)

Model distribution of variability(demand, supply, lead time)

Budget and capacity constraints

Time-phased min,

max, and target

service levelsInventory policies

Target inventory levels

Identification of point of postponement

Network structure

Sourcing rules

Suppliers and CMs

Mfg and Dis facilities

Shipment methods

Manage supply chain risk with profitability and postponement in mind


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Key to perform more frequently Merger and acquisitions are more common

Rapidly changing fuel costs

Outsourcing strategies more prevalent

Need to consider competitor strategies when introducing new products

Consider the entire global virtual network All manufacturing and distribution facilities including outsourced operations

All geographies and markets All sources and modes of transport

Evaluate sourcing strategies in the context of netdelivered cost Analyze the effect on working capital and cash flow of increased lead times

due to outsourcing and off-shoring

Determine single versus multi-sourcing strategy

Consider the increased buffer stock needed to hedge against increasedvariability

Rationalize your asset strategy for profitability Determine right number of assets in supply chain and best locations

Consider all costs: opening and closing costs, inflows from salvage, fixedand variable costs

Design Your Network HolisticallyIts important to do this more frequently


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Capacity Constraints (Hard and Soft)

Supply constraints

Manufacturing constraints Transportation constraints Storage and inventory constraints Target service levels Dynamic safety stock

Costs ($): Real and Penalty , Variable and Fixed

Transportation (inbound, outbound)

Storage and inventory carrying costs Fixed costs (startup, shutdown, operating costs) Material supply Manufacturing and labor Price (for profit optimization)


Consider All Costs That Impact The Decisions


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Account For All Variability

Make better inventoryinvestment decisions byincluding variability Demand variability

Supply variability

Lead time variability

Supplier lead time variability

Manufacturing lead time variability

In-transit lead time variability

Account for the realities of yoursupply chain Capacity and lead time constraints

Alternate sources Inventory budget constraints

Fulfillment lead times

Varying service levels per product, customer,geography

Least RiskInventory

InvestmentStrategy

Demand Variability

Supply Variability

Lead TimeVariability

ServiceLevels andBudgets

Take all variability and realities of your supply chain into consideration


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Account ForVariability

Local supplier: more dependable, shorter lead time Less hedge inventory

Offshore supplier: increased lead time and variability More hedge inventory

Increased inventory carrying cost may offset savings in total landed cost

Regional DC Customers

Transfer LT = 3 d + 1 d

Processing LT = 4 d

Mexico Plant US DC

Transfer LT = 4d

US Regional DC Customers

Regional DC Customers

Processing LT = 4 d

China Plant US DC

Transfer LT = 4d

US Regional DC Customers

Transfer LT = 30 d + 6 d

Make profitability decisions based on total net delivered cost


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Determine risk mitigation strategies

Easily specify potential unplanned events andevaluate their impact on their supply chain

Understand the cost and disruption caused bythese events

Determine the best way to mitigate the impact atlowest cost

Incorporate contingency plans into the standardplanning process to ensure quick response

Simulate unplanned events

Failures: suppliers, plants, warehouses, lines,transport

Costs: increases and decreases in costs of labor orresources

Prices: increases and decreases in price due tocompetitive activity, market conditions, or currencyfluctuations

Natural disasters: Hurricanes, port closures,earthquakes


Enable Fault Tolerant Supply NetworksSimulate planned and unplanned events


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Pillsbury Foods Project to rationalize distribution centers during

merger of Pet Foods and Pillsbury Foods

Reduced warehouses from 23 to 9

Held service levels constant despite reduction infacilities

Significantly reduced transportation costs

Alcoa Primary Metals Profit optimized mix of products to produce on

bottleneck equipment

Significant reductions in transportation costs

Improved management of risks due tocommodity market price fluctuations

Increased profitability of products produced insmelters

Agilent Technologies Deployed for one product family (700 products, 5000 items)

since May 2006

Multi-echelon supply chain network (14 levels deep)

Improved forward visibility and understanding of impact ofinventory on service level

Part of S&OP process: quantitative understanding ofinventory investment to achieve sales upside

20-30% improvement in service level for the same inventoryinvestment

Panduit Plans inventory at warehouses to meet service level

commitments to customers (48 hour fulfillment lead time)

Multi-echelon inventory planning reduces overall inventoryinvestment, improved visibility of buffer inventory in thesupply chain

Anticipates further reduction in inventory when includingmanufacturing facilities to leverage opportunities topostpone inventory holding to shared raw materials andsub-assemblies

Live on Strategic Network Optimization, Inventory Opt.

CustomerExamples


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Drive Operational Excellence

Improve demand fulfillment through real-time distributed global order promising

Improve shop floor efficiency with real-time production scheduling

Drive continuous improvement with embedded analytics

Sense and Shape Demand

Network Design and Risk Management Operational ExcellenceNetwork, inventory policiesDemand Production plan, actual ordersDemand

Targetservicelevels

Builtcapacity

Better execute to demand signals and measure improvements


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Promise orders based on: Material availability

Manufacturing capacity

Transportation capacity

Supplier capacity

Global statement of availability All facilities, material, resources, and suppliers

Drive fulfillment decisions based ondemand and supply plans Promise based on optimal supply decisions

Allocate available supply and capacity By channel, customer, or product

Priority and stealing rules

Manage commitments to key customers Re-schedule and re-sequence your backlog

Improve demand fulfillment through 24x7 constraint based order promisingReal-Time Distributed Order Promising


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Agilent Technologies Performing multi-level capable-to-promise

Greatly reduced expedite orders with accurateorder promising dates

Moved from batch to online order promising

Increased customer satisfaction of key strategiccustomers by using allocated ATP

24x7 worldwide order operation with zerodowntimeCTP

Meet customer requirement by utilizingsubstitute components

Cisco Every order for every router sold worldwide goes

through GOP

Complex order promising problem Product and channel allocation rules

Extensive use of ship sets in an assembly to order

environment High volumes

Intersil Using material and resource constraints (CTP)

across virtual supply chain

Sales people promise orders online in seconds

Live on Global Order Promising

CustomerExamples


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Maximize production throughput Optimize your shop floor; detect floating bottlenecks

Reduce WIP inventory by rapidly synchronizing multi-stageproduction schedules

Account for complex setup and change-over scenarios,machine breakdown, supply and resource shortages, co- andby-products, alternate resources, routings, and operations

Model all elements of your shop floor Work centers, resources and resource groups, shift capacity,

operating costs

Lead times: setup, change-over, and run

Sequence dependent setups, contiguous operations, productioncampaigns, batching

Implement most optimal schedule seamless integration with Oracle EBS Output best schedule for process (OPM), discrete MFG), and

semi-conductor (OSFM) manufacturing

Improve shop floor efficiencyReal-Time, Interactive Production Scheduling


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GEEnergy Improved schedule accuracy and confidence by

reflecting real time shop floor constraints

Finite machine, crew and tool resourceconstraints

Floating resource bottlenecks due to demand

mix variability Operation sequence dependent setup times

Operation buffering to avoid intermittent glue gunusage

Alternate resources with preferences

Simulations of hot order impact on existingschedule

Complex demand priorities

Toyota Racing Division (TRD) Reduced schedule creation from 3 weeks to < 2 hours

Support re-planning based on constant design changesduring production

Respect for crew specialization

Optimized use of un-manned operations during

downtime

Nampak Reduction in time lost due to sequence dependent

press setups for container styles and sizes

Live on Production Scheduling

CustomerExamples


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Drive continuous improvement Enable plan-execute-measure-improve process

Proactive intelligence when youneed it Role-based task-oriented dashboards

Out-of-the-box key performance indicators andreports

Summary to detailed transaction drilldown built in

Drive off a single source of truth Global visibility to all performance metrics and

enterprise targets

Analysis and comparison of performance trends

Embedded Supply Chain AnalyticsDrive continuous improvement - Closed-loop performance management


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Momentum


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1500+ Advanced Planning customers

Both new installs and upgrades, several legacy system deployments

50% same instance, 50% distributed architecture

Broad use of modules

Worldwide deployments US, Brazil, Mexico, UK, France, Italy, Spain, Switzerland, Belgium, Turkey,

Israel, South Africa, Singapore, Japan, India, Taiwan, Indonesia, Australia,New Zealand, Korea, China, Malaysia, Netherlands, Denmark,

Large-scale, complex deployments across all industries

Ongoing Momentum, Large Install Base


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Intersil ASCP, DP, GOP

Fuji Xerox Asia Pacific ASCP, DP Agere Systems ASCP, DP, CP, GOP

NCR ASCP, DP

Namitech ASCP, GOP

Emerson ASCP, DP

VTechDemantra RT S&OP

BMW SNO

Xilinx ASCP

Sony SNC ASCP, DP, GOP

Agilent ASCP, GOP, DP, IO

Panduit IO

Dover El. - Knowles Electronics ASCP, GOP

Matsushita Panasonic ASCP

Honeywell S&C ASCP, DP

Embraer CP, DP

Tube Investments ASCP

Toyota Racing Division PS

Eaton Trucks ASCP

Kyocera ASCP

Nampac PS, SNO

Pillsbury Foods SNO

DeRoyal Industries Demantra DM

Applica Demantra DM, ASCP Welchs Demantra PTP, TPO

Alcoa ASCP, DP, GOP, SNO

Acuity Lighting Demantra DM, ASCP

Johnson & Johnson SNO

Canon Virginia ASCP, CP

GE Energy / Power Systems ASCP, GOP, PS

GE Transportation Avionics ASCP

Motorola BCS ASCP, DP, GOP

Avago ASCP, DP, GOP

Qualcomm ASCP, DP, CP

McGraw-Hill ASCP, DP

Alcatel eND ASCP, DP, CP

Intersil ASCP, DP, GOP

Cervecera Quilmes SNO

GrafTech International SNO

Boeing ASCP

Anugra Argon Medica ASCP, DP

Cochlear ASCP, DP

Inventec ASCP, GOP, CP

Dow Chemical SNO, PS

A Few Live Customers


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Summary


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Oracle Advanced Planning Solution

Future *

Integrated

PlanningFunctions

Products

Platform

E1 EBS Legacy

ERP* *

Real-TimeSales and

OperationsPlanning

DemandManagement

and AdvancedForecasting

PredictiveTrade

Planning andOptimization

InventoryOptimization

AdvancedSupplyChain

Planning

ProductionScheduling

GlobalOrder

Promising

CollaborativePlanning

WFLCommon planning

data model

Connectors

NetworkDesign Demand Sensing

And ShapingPostponement

Optimization HolisticSupply

PlanningPromise,

Distribute, andReplenish

Execute to plan

EmbeddedAnalytics

Role-based Portals

PreconfiguredWorksheets andWorkbenches

OperationalExcellence

Real-TimeS&OP

Demand drivenadaptive planning

Multi-EnterpriseCollaboration

Trading Partners

Best in classBusinessProcesses

StrategicNetwork

Optimization

Supply ChainRisk Management



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Proven, best in class planning solution Many live customers on multiple products, across a wide variety of industries

Large-scale, complex, worldwide deployments

For Planners, Not Programmers - Out-of-the-box optimization and predictive analytics

Superior architecture - scalable, database-driven demand and supply planning; common data modelacross all engines, shared with execution

Provides significant value Enables real-time demand driven dynamic supply planning

Enables customers to implement best practices such as RT S&OP, VMI, CPFR, Supply Chain RiskManagement, Inventory Postponement

Proven reductions of inventory and increases in forecast accuracy, customer service levels

Progress at your own pace, transition gradually Quickly start with the most important problem

Integrated platform enables crawl-walk-run approach

Leverage out-of-the-box integration to rapidly extend planning footprint

Low risk, high value transition to a best-in-class planning solutionKey Takeaways


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CO

Documents

APS Overview v8.1