How to Use the PowerPoint Template - Huihoodocs.huihoo.com/oracle/openworld/2014/GEN7542-General-Session... · Demantra 7.2 JD Edwards World A9.2 Agile PLM 9.3.1 InQuira 8.4.2.1 &

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |

Manufacturing Industries – General Session Harness New Cloud, Big Data, and Internet of Things Technologies

Ed Allen Vice President Manufacturing Industry Business Units Sept 29, 2014

Oracle Confidential – Internal/Restricted/Highly Restricted


Session Speakers

1

2

3

Rick Jewell, Senior Vice President, Applications Development, Oracle

Yoshifumi Ozawa, General Manager, IS, Mazda Motor Corporation

Mark Bryson, Principal, Deloitte Consulting LLP

Oracle Confidential – Internal/Restricted/Highly Restricted 3



Rick Jewell Senior Vice President, Applications Development Oracle Sept 29, 2014


Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 13 5

Complete Stack

• Best-of-Breed

• Open

• Vertical Integration

• Extreme Performance

• Engineered Systems

Complete Choice

• On-Premise

• Private Cloud

• Public Cloud

• Hybrid

Overall Oracle Product Strategy

Better Information, Better Results

Complete Stack with Choice of Adoption and Deployment


Complete Solutions Continued Innovation | The Applications Unlimited Promise


Continuing Investment Applications Unlimited Strategy

E-Business Suite 12.2

BI Apps 7.9.6.3 Fusion V1.0 Fusion V1.6…

BI Apps 7.9.6.1 BI Apps 7.9.6.2

PeopleSoft Feature Pack

Hyperion EPM 11.1

Hyperion EPM 11.x…

ATG Commerce 10

AutoVue 20.1 PeopleSoft 9.2 Primavera EPPM

8.2

BI Apps 7.9.5 BI Apps 7.9.6 Fusion 11g Product Lifecycle

Analytics 3.4 JD Edwards E1

9.1 Taleo Enterprise Edition R13A…

Hyperion EPM 11.1.1

E-Business Suite 12.1

E-Business Suite 12.1.3

Agile PLM for Process 6.1

World A9.3 JD Edwards E1

9.x & World A9.x

JD Edwards E1 9.0

PeopleSoft 9.1 PeopleSoft

Feature Pack

GTM 6.2 OTM 6.2

Value Chain Planning 12.x

Value Chain Planning 12.x

Demantra 7.2 JD Edwards World A9.2

Agile PLM 9.3.1 InQuira 8.4.2.1 &

8.4.2.2

Agile PLM 9.3 Agile PLM for Process 6.1

Agile PLM 9.x Agile PLM for Process 6.x

BI Apps 7.9 Agile PLM 9.2.2.4 Demantra 7.3

OTM 6.0 GTM 6.1 OTM 6.1

Siebel CRM 8.2.2 OPA 10.4 OTM 6.3.x…

E-Business Suite 12

Agile PLM for Process 5.2

Agile PLM 9.3 Hyperion EPM

11.1.2 OPA & OPA

Connectors 10.3 Siebel CRM 8.2

Innovation Packs Siebel CRM 8.x

Innovation packs

PeopleSoft 9.0 JD Edwards World A9.1

Contact On

Demand 13 & 14

Agile PLM for Process 6

Siebel CRM 8.2 for Pub Sec

E-Billing 6.0.4 E-Billing 6.1 E-Billing 6.x

JD Edwards E1 8.12

Siebel CRM 8.0 Siebel CRM 8.1.1 OPA 10.0 OPA 10.1 & 10.2 CRM On Demand

Marketing 5.0, 5.1, 5.2, 5.4

RightNow

Customer Service

Nov 12

RightNow

Customer Service

Feb 13

CRM & Contact On Demand 12


CRM & Contact On Demand 14 &

15


CRM & Contact On Demand 17 &

18



CRM & Contact on Demand 21

CY2006 CY2007 CY2008 CY2009 CY2010 CY2011 CY2012 CY2013


Oracle E-Business Suite on iPad OA Framework Certified on Safari

All OA Framework Applications

are certified with Apple iPad

– Expenses

– HR Self-Service

– Projects time entry

– iProcurement

– Order Information Portal

– Etc...

All EBS Extensions for Oracle

Endeca on iPad


Mobile Field Service – Store & Forward


In-Memory Applications Announced at OpenWorld

Business critical applications and workflows often

take hours or days to execute

– Financial Close, Cost Management, Projections, Planning

Oracle In-Memory Applications leverage DRAM and

Flash memories to run 10-20 times faster

– Transforms batch processes to real time

Changes business dynamics

– Quickly discover growth opportunities

– Make smarter decisions

– Reduce corporate costs

– Accelerate time-consuming workflows

Business Critical Applications run 10-20 times faster

Product In-Memory Applications

Cost Management

Policy Analytics

Next Best Action

Project Discovery

Financial Position Analyzer

Financial Allocations Analyzer

Labor Rules and Monitoring

Sales Advisor

Project Portfolio Management

Supply and Demand Simulator

Virtual Close

Consumption-Driven Planning

Performance-Driven Planning

Logistics Command Center


GENERALLY AVAILABLE

Currently at Release 9

Oracle Cloud Applications


Oracle Cloud: Complete Suite of Integrated Services

Social

Marketing

Social Engagement

& Monitoring

Social

Network

Social Data

& Insight

Object

Storage Compute Messaging Cache Identity Sync

Global

Human

Resources

Talent

Management Sales Service

Enterprise

Resource

Planning

Enterprise

Performance

Management

Marketing Application

Services

Social

Services

Infrastructure Services

Database Java Developer Mobile Documents Business

Intelligence

Cloud

Marketplace Database

Backup Platform Services


Most Complete Cloud

Marketing

Sales

Commerce

Service

Social

Enterprise Planning

Financial Reporting

Financials

Project Portfolio Management

Procurement

Global Human Resources

Talent Management

9 million users

19 billion transactions each day

17 data centers around the world


Co-existence: On Premise and Cloud Apps

Marketing Innovation Management

Service

Social

E-Business

Suite JD Edwards

PeopleSoft Siebel Commerce

Sales

Global Human Resources

Talent Management

Dist Order Orchestration

Procurement

Financial Reporting

Financials


Oracle Cloud: Human Capital Management

Mobile

Social

Job

Boards

Employee

Networks Candidate

Portal Help Desk

Customer Experience Foundation

Social Network Mobile Analytic KPIs &

Dashboards Predictive Analytics

Integrations 22

Integrated Human Capital and Talent Management Foundation

Contractors Web

Global HR Workforce Rewards

and Payroll Workforce

Management Workforce

Optimization

Talent Management Recruiting and On-Boarding

Performance and Succession

Learning and Development

Globalizations and Statutory Localizations


Oracle Cloud: Customer Experience

Customer Experience Foundation

Social Network Mobile Analytic KPIs &

Dashboards Predictive Analytics

Integrations 22

Integrated Customer Experience Foundation

Mobile

Social

In Store Contact Center

Field Service Direct Sales

Channel Web

CONTENT

Oracle

Sites &

Endeca

SOCIAL

Oracle Social Cloud

MARKETING

Oracle Marketing

Cloud

SALES

Oracle Sales Cloud

COMMERCE

Oracle Commerce

Cloud

SERVICE

Oracle Service Cloud

CPQ

Oracle Configure-

Price-Quote Cloud


Oracle Cloud: Enterprise Resource Planning

Social Network Mobile (eg. expenses)

Analytic KPIs & Dashboards

Financial Reporting Center

Integrations

22

Financial Planning & Budgeting

Financial Governance, Risk and Compliance

Financial Reporting

Procurement Costing

and Inventory Project Portfolio

Management Supply Chain Management

Globalizations and Statutory Localizations


Manufacturing Industries – General Session Harness New Cloud, Big Data, and Internet of Things

Technologies

Oracle Confidential –

Internal/Restricted/Hig

Yoshifumi Ozawa

General Manager, IS Division

Mazda Motor Corporation

Sept 29, 2014

IT Strategy and Initiatives to Support Mazda’s Business Strategy

– Common Platform System

20

Sales price was around $3.5 ~ $3.8 then.

1920 Founded as 『Toyo Cork Kogyo Co., Ltd』

1927 Renamed as 『Toyo Kogyo Co., Ltd 』

1929 Started the production of motorcycle

1984 Renamed as 『Mazda Motor Corporation』

2020 Centennial anniversary

Who is Mazda…？

1960 Mazda R360 (The very first passenger vehicle)

1931 Three-wheeler truck

21

Rotary Engine 1991: 1st place in the Le Mans 24-hour

Endurance Race

Who is Mazda…？

1989: 1st MX-5

1967: Cosmo Sports

2015: 4th MX-5

22

Corporate Profile

25,359 21,639

23,257

20,331 22,053

29,000 Revenue($ Million)

1,261

1,193

1,273 1,247 1,235

1,420 Global retail (K Units)

(284)

95 238

(387)

539

2,100

Operating profit ($ Million)

Founded : 1920

Revenue : $29,000 Million (forecast of FYE July 2014)

Retail volume : 1,420 K Units (same FY as above)

Operating profit : $2,100 Million (same FY as above)

Number of employees : 37,745

Headquarters : Hiroshima / Japan

R&D center : 5 locations (Hiroshima, Yokohama, US, Germany, China)

Production site : 3 factories in Japan :12 factories overseas (China, Thailand, US, Mexico, Columbia, Zimbabwe,

South Africa, Ecuador, Taiwan, Malaysia, Russia, Vietnam)

23

Introduction of Products Major Awards

Mazda6 CX-5

Mazda3

2012 Crossover of the Year etc.

59 Awards in the global

※As of July 17, 2014

2013 World Design Car of the Year -one of the

top three finalists etc.


2014 World Car of the Year -one of the top

three finalists etc.


162.1

(38.7)

53.9

182.1

210.0 230.0

4.7%

(1.9)%

2.4%

6.8%

7.2%

7.0%

FY3/08 FY3/12 FY3/13 FY3/14 FY3/15 FY3/16

Operating profit (Billion yen)

Operating ROS

or above

24

Structural Reform Plan Update

Structural Reform Plan

SKYACTIV Mix

1,363 (000) 1,247 1,235 1,331 1,420 1,520 Sales Volume

Projection M

azd

a B

ran

d V

alu

e M

an

ag

em

en

t

or higher Mazda brand value

Maximize customer satisfaction by providing Mazda unique ”fun-to- drive” products/services (driving performance/design/

environment & safety/

customer care)

Enhance line-up of SKYACTIV models

Reinforce Business in Emerging countries

Establish global production footprint

Continue investment for future growth

Realize stable profit structure

Steadily improve returns to shareholders

30%

50%

85% 70%

Global Focus

25

Directionality of the IT Strategy to Support Structural Reform Plan

What is achieved by IT

Business strategy（Structural Reform Plan）

Given a changing business environment surrounding Mazda and our business strategy (Structural Reform Plan), Mazda IT

has set two policies: “Rollout of common platform system to implement and support Structural Reform Plan” and “Stable IT

supply as a business foundation”.

Achieve operating profit of 230 billion yen and

ROS over 7% for profit growth

Business innovation

by SKYACTIV

Accelerate cost improvement

by Monotsukuri innovation

Shore up emerging market business

and rebuild global production structure

Promote global alliance

What is achieved by IT（IT strategy）

Implement Structural Reform Plan

Shift from conventional separate systems to “Common platform system” that centralizes common functions

Stably supply IT as a business foundation

Always take unnecessary work away and efficiently maintain the right quality

26

Directionality of the IT Strategy to Support Structural Reform Plan Common

Platform System Rollout

As-Is： Separate Systems

To-Be： Common platform system

Japan

system Europe

system NA

System

China

system Thailand

system

Oceania

system

Different business processes

and systems for different regions

Japan

unique Europe

unique NA

unique

China

unique Thailand

unique

Oceania

unique

Common platform

Japan

unique

Europe

unique

NA

unique

China

unique

Thailand

unique

Oceania

unique

Common portion

Balance and effectively combine

common and unique portions to

create good effects of

standardization

Key enabler is ……

27


Common Platform System Rollout Policy

Individual systems were installed for each system area and region except for Warranty Claim and Parts Catalog.

North

Am

eric

a

Eu

rop

e

Oce

an

ia

AS

EA

N

Chin

a

Ja

pa

n

HQ

Th

ai

(Ve

hic

le)

Chin

a

Glo

ba

l

KD

R&D

Global

Production/Procurement/Purchasing

Connected vehicle

Dist system

Quality

Warranty claim Field quality info

Finance Accounting

Accounting

Cost Accounting

HR HR

HR Service

Service parts supply

Ordering Parts W/H Parts catalogue

Production base HQ Sales/Logistics base

～FY2013) Individual system

Common platform system

Me

xic

o

Parts procurement HUB

28

Future (FY2014～FY2017)

No

rth

Am

eric

a

Euro

pe

Oce

an

ia

AS

EA

N

Ch

ina

Ja

pa

n

HQ

Th

ai

(Ve

hic

le)

Me

xic

o

Ch

ina

Glo

bal

KD

Production base HQ Sales/Logistics base

R&D

Global

Production/Procurement/Purchasing

Parts procurement HUB

Connected vehicle

Dist system

Quality

Warranty Claim

Field quality info

Finance Accounting

Accounting

Cost Accounting

HR HR

HR service

Service parts supply

Ordering Parts W/H Parts catalogue

■：constructed

★：under construction

■ ■ ★ ■ ★

★ ■ ■ ■

★

★

■

■

★ ■

★

★

★ ★

■

★

★

Individual system

Common platform system


Common Platform System Rollout Policy

Change the individual systems to common platform systems on the evens of new plant construction, emerging market

and system maintenance expiration.

■

■

■

■

■

■

29

Common Platform System Rollout

Implementation of Package

HQ North America

Europe

Australia

Indonesia

Thai

South Africa

Taiwan

Mexico

Thai (Vehicle)

Thai (TM)

Accounting EBS Financial

SCM EBS SCM

EBS Purchasing

EBS Demantra

EBS Logistics(OTM)

PLM Agile

HRMS PeopleSoft

CRM/DMS Siebel

BI BIEE

BI Hyperion

Distributor Plant

Implementation Status of Application Software

30

HQ North America

Europe

Australia

Indonesia

Thai

South Africa

Taiwan

Mexico

Thai (Vehicle)

Thai (TM)

Infra Oracle Linux

WebLogic

ExaData

Oracle DB EE

OEM

Security OAM

OIM

Directory

OFM SOA Suite

ODI

BPM Suite

Dev ADF

Distributor Plant

Common Platform System Rollout

Implementation of Package

Implementation Status of Middleware

31

Next IT Strategy / Mazda-Oracle Blue Print

2011 2012 2013 2014 2015 2016 2017

Distributor Australia

Europe

Indonesia

Thai

South Africa

Taiwan

XXXX

Plant Mexico

Thai(MPMT)

Thai(AAT)

SP GSCM Global

Management Accounting

Global

CRM North America

Global

Quality Global

Infra system Global

FIN/PURCHASE

SCM

SCM

FIN/PURCHASE

Agile

Siebel CRM

SCM

FIN/SCM

FIN/SCM

FIN/SCM

EBS

SCM FIN

PURCHASE

FIN/SCM

EBS SCM/ FIN / PURCHASE

EBS SCM/WMS

Siebel CRM

Hyperion

CX/Endeca/RIghtNow/ Knowledge Management

FIN

FIN

FIN/SCM

Cloud/Security

Achieved a certain result in the systems for Distributors and Plants.

From now, we need to go at some new system areas, e.g. Global SCM and CRM

32

IT Strategy New Effort

IT issues that must be addressed （Customer Experience：CX）

⑤Adopt leading-edge IT to flexibly meet the environment change. (Utilize cloud technology.)

②Thoroughly protect personal data.

Recognize Consider / Research

Experience Evaluate Buy Drive Mazda Mazda assimilates into customer’s daily life

Renew ○

×

Consideration for renewal purchase

6-mon. inspection Delivery

Purchase contract

Get quotations on two to three cars on a shopping list

Venture out to a dealer

Intend to buy a car

CM Web word-of-mouth

DM Follow-up by a sales rep

DM DM Mandatory inspection

SNS Web site

App・Info. terminal Dealer DM/E-mail Car

Re-purchase

Estranged customer

・・・

Follow-up by a sales rep

Follow-up by a sales rep

①Align and share customer information gathered from various touch-points.

③Commonly share and utilize best practices collected from each region.

④Address to the evolving and expanding IT utilization among the customers such as smart phone.

Distributer/Dealer

MC

Customer Info. Car Info. （VIN, Repair history, etc.）

Market Info. Car Info. （Development/production） Problem Info.

CS

Customer

Mass media / Event Call center Car navigation system

33

IT Strategy New Effort Customer Experience：CX Integration of existing systems (e.g., MJO’s Next Dealer Management System , Tsunakuru)(WIP)

Mazd

a

Customers (including prospective customers)

Operational Portal

Call Center

（MJO）

Person in charge of Marketing

Person in charge of Market Research

Global System Integrated Infrastructure （Customer Experience Info. HUB）

Customer admin. by dealer

Admin. Of Inquiry History

Admin. Of Sales Info.

Warranty Info.

Product Planning Info.

Recall Info.

CS/Quality Module R&D Module Sales Module

Data from Experiments

Vehicle Logistics

Parts Logistics

Service Manual

Engineering Design Paper

Problem Info. Technical Documents

SCM Module

B2C Module(Existing)

Local Area

Public Domain

ITS

Cross-industry

Person in charge of CS/Quality

Person in charge of R&D

Person in charge of SCM

Information available outside the company

CX Infrastructure(NEW）

Person in charge of WEB

SNS

Word-of-Mouth

Call Center (sound recognition etc)

DM/E-mail

Mobile terminal

Mass Media

Event

WEB Site SNS TEL/Mail

Car navigation system

Bigdata Infrastructure

Storage Analysis Collection Conversion Actions

Dealer HQ Business Functions

Dealer Outlet Business Functions

Deale

r

Common Function

Technical Staff Sales Staff HQ Staff

MJO’s Next Dealer Management System （Under Development）

New Vehicle

Used Vehicle

Service

Account- ing

Regist- ration

Customer Admin.

Master admin

Insurance Account-

ing

Sales Info. Management

Employee Admin.

Sales Support Functions

Quotation Business Support

Activity Report

Analysis

Peripheral Environment

Driving Data

Parts Data

Driving Operations

Driver’s Information

Tsunakuru Module

Probe Information

Cloud Infrastructure

Report （Books）

SNS/ Listing Advertisement delivery

Personalized WEB contents

Virtual Experience system

Sales Support System

Car Navigation System /

Concierge service Members-only Application

Call Center Support System

WEB Access Analysis

Mail Magazine Management

Campaign/ Event Management

WEB Member Management

WEB Quotation

Dealer HP Official WEB Site

Campaign Analysis/

Report

Contents Management

34

Connect to Vehicle / Connect to Customer

New World with IoT / Internet of Things

Holistic View of Connectable Vehicle <What will we connect?>

http://www.seamore.co.jp/wp-content/uploads/facebook300x300.png

35

35 Future Vision of Connectivity ～ Make impossible possible.

Entertainment Information

Communication

My Favorites

Radio CD

Internet

My Favorites

Internet

Guide Book

Social Media

Guide book

Web

My World

Internet Social Media

Phone Phone Blog E-mail

OpenTable

Limited information sources Numerous information sources Open sources / Various information that may

require screening

In-vehicle device Connect user device

(In-vehicle)

Net connection

(outside of vehicle)

What resided outside of a vehicle had gotten inside.

36

IT Strategy New Effort More opportunities to make better use of Big Data underpinned by the advanced information processing technology

As is To be

Information Information

Information

Information

APP APP

Business Business

Application Common Platform

APP APP

Business Business Business Business

Information Common Platform

Utilize information cross-functionally and cross-divisionally.

Information

Information

Information

Information

Vehicle

Info.

Customer

Info.

In-house

Info.

Know exact whereabouts.

Process atypical mass volume data fast.

External

Info.

Utilize external information.

Support to run analyses and to make decisions.

Utilize external resources.

Fragmented needs / Fragmented actions

External information is not best utilized.

Whereabouts of the information is unknown.

Mass data processing is time-consuming and costly.

Data can’t be best utilized for analysis and decision-making.

Anxieties remain how to protect privacy.

Appropriate actions for tight security and privacy protection

37

Summary : IT Strategy Objective and Key Initiatives

IT Strategy Objective

“Innovate to use new ways effectively

and rebuild business model

to maximize business values.”

Define consistent “Key Initiatives ” in order to focus on

maximization of values(return) through new technologies and technology-

enabled business transformations.

Key Initiatives

• Common platform system

: centralizes global common functions

• Global Roll-Out

• Customer experience

• Big Data

Thank You



Mark Bryson Principal Deloitte Consulting LLC Sept 29, 2014


Global Sponsor

Driving Enterprise

Value

Where are

Manufacturing

Companies Investing

in Technology?

Mark Bryson

Principal

Deloitte Consulting LLP

September 29, 2014

41 Copyright © 2014 Deloitte Development LLC. All rights reserved.

Deloitte Tech Trends 2014

Disruptors Enablers

CIO as Venture Capitalist CIOs are borrowing from the playbooks of

venture capitalists and reshaping how they run

the business of IT

Cognitive Analytics Cognitive analytics offers a way to bridge the gap

between big data and the reality of practical

decision making

Industrialized Crowdsourcing Today, technology makes crowdsourcing

possible on an industrial scale, with potentially

disruptive impacts on both cost and innovation

Digital Engagement With more and more parts of the business

becoming digital, the CIO has an opportunity to

build a new legacy for IT

Wearables Wearables hold possibilities for driving down

costs and increasing competitiveness. What

could it mean for your organization?

Technical Debt Reversal Understanding, containing, and mitigating

technical debt can be a platform for a renewed

level of trust and transparency with the business

Social Activation The power of social activation is unleashed when

others advocate an organization’s message in

their own words to their network

Cloud Orchestration CIOs should be making deliberate investments in

developing advanced integration and data

management capabilities to support cloud-to-

cloud and cloud-to-core models

In-memory Revolution The sweet spot for in-memory technology is

where massive amounts of data, complex

operations, and business challenges demanding

real-time support collide

Real-time DevOps Early adopters of real-time DevOps have the

opportunity to profoundly impact their IT shop,

accelerating IT delivery, improving quality, and better

aligning with the business

Exponentials Artificial Intelligence Robotics Cyber Security Additive Manufacturing Advanced Computing

Exponentials represent unprecedented opportunities as well as existential threats. Explore five with far-reaching,

transformative impact.

Like venture capitalists, CIOs should actively

manage their IT portfolio in a way that drives

enterprise value and evaluate portfolio

performance in terms that business leaders

understand—value, risk, and time horizon to

reward.


Delivering and Embedding Capabilities

Strategic

Sourcing

Strategic

Pricing

Market

Insights

Parts &

Service

Innovation

Billing and

Collections

Product

Lifecycle

Management

Marketing

Resource

Management

Customer

Engagement

Global Trade

Management

Rewards

& Recognition

Commodity

& Risk

Regulatory

Compliance

Mfg.

Finance

& Product

Costing

Financial

Accounting

Talent

Management

Legal

Real Estate

IT Management

Public

Relations

& Corporate

Comm. Financial

Planning &

Analysis

Demand

Planning

Production

Execution

Supply and

Production

Planning

Contract

Manufacturing

Network

Design

Warehouse

Operations

Transportation

Planning &

Execution

Engineering

Quality

Management

Direct

Procurement

Execution

Indirect

Procurement

Execution

Sustainability/

Environmental

Health & Safety

Asset Planning

and

Procurement

Supplier

Management

Asset

Maintenance

Sales

&

Operations

Planning

Commercial

Planning

Portfolio &

Brand

Management

Reverse

Logistics

Category &

Channel

Management

Order

Management

People

Development

& Culture

Treasury

& Cash

Employee

Lifecycle

Utility

Management

Integrated Commercial Integrated Supply Chain Back Office

Data

Management

Fixed

Asset

Accounting

Mergers &

Acquisitions

Strategic

Planning

MISSION

TECHNOLOGY

Capability

MISSION

TECHNOLOGY

Capability

MISSION

TECHNOLOGY

Capability

MISSION

TECHNOLOGY

Capability

MISSION

TECHNOLOGY

Capability

MISSION

TECHNOLOGY

Capability

MISSION

TECHNOLOGY

Capability

MISSION

TECHNOLOGY

Capability


Where are Manufacturing Companies Investing?

Strategic

Sourcing

Strategic

Pricing

Market

Insights

Parts & Service

Innovation

Billing and

Collections

Product

Lifecycle

Management

Marketing

Resource

Management

Customer

Engagement

Global Trade

Management

Rewards

& Recognition

Commodity

& Risk

Regulatory

Compliance

Mfg.

Finance

& Product

Costing

Financial

Accounting

Talent

Management

Legal

Real Estate

IT Management

Public

Relations

& Corporate

Comm. Financial

Planning &

Analysis

Demand

Planning

Production

Execution

Project Planning

& Execution

Contract

Manufacturing

Network

Design

Warehouse

Operations

Transportation

Planning &

Execution

Engineering

Quality

Management

Direct

Procurement

Execution

Indirect

Procurement

Execution

Sustainability/

Environmental

Health & Safety

Asset Planning

and

Procurement

Supplier

Management

Asset

Maintenance

Sales

&

Operations

Planning

Commercial

Planning

Portfolio &

Brand

Management

Reverse

Logistics

Category &

Channel

Management

Order

Management

People

Development

& Culture

Treasury

& Cash

Employee

Lifecycle

Utility

Management

Integrated Commercial Integrated Supply Chain Back Office

Data

Management

Fixed

Asset

Accounting

Mergers &

Acquisitions

Strategic

Planning


Investing Like a Venture Capitalist

Strategy Priorities Capabilities Investments

Affect Strategy

There’s a lot to learn from the portfolio mindset that VCs

bring to their work: balancing investments in legacy

systems, innovation, and even bleeding-edge

technologies; understanding—and communicating—

business value; and aligning talent with the business

mission. Venture capitalists operate in a high-stakes

environment where extraordinary value creation and

inevitable losses can coexist inside a portfolio of

calculated investments. So do CIOs.

For full Deloitte Tech Trends 2014 Report, please go to http://dupress.com/periodical/trends/tech-trends-2014/

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities.

DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see

www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte

LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Copyright © 2014 Deloitte Development LLC. All rights reserved.

36 USC 220506

Member of Deloitte Touche Tohmatsu Limited

http://www.deloitte.com/about

http://www.deloitte.com/us/about

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. |

Recommended Industry Sessions - Monday Session Title Time Speakers Location

Project-Driven Supply Chain in Complex MRO Services

11:45 AM - 12:30 PM Deloitte Consulting Intercontinental - Intercontinental B

Simplify Complex Selling in the High-Tech Industry with an Engaging Customer Experience

12:30 PM - 1:15 PM Avaya Infosys Oracle

Moscone West - 2003

Driving Automotive Brand Loyalty Through an Exceptional Ownership Experience

12:30 PM - 1:15 PM Mazda Oracle

Moscone West - 3011

Leveraging the Customer Service Cloud in the Manufacturing and High-Tech Industries

1:45 PM - 2:30 PM Pella

Infosys TOA

Moscone West - 2003

Improving the Customer Experience with World-Class Order Fulfillment

1:45 PM - 2:30 PM Emerson

Oracle Moscone West - 3011


Recommended Industry Sessions - Monday Session Title Time Speakers Location

Leveraging Social Media in Manufacturing Industries with CX Marketing

3:00 PM - 3:45 PM Polaris Oracle

Moscone West - 3011

Big Data and Analytics for the Manufacturing and High-Tech Industries

4:00 PM - 4:45 PM Delphi Automotive

Oracle Intercontinental - Intercontinental B

Improving Your Project Performance with a Projects-Driven Supply Chain

4:00 PM - 4:45 PM General Electric

Oracle Intercontinental - Union

Square

Optimizing the Car Buying Experience via Integrated Sales and Marketing

5:15 PM - 6:15 PM Hyundai Capital

America Oracle

Moscone West - 2001

Transforming the Customer Experience and Monetizing the Internet of Things

5:15 PM - 6:00 PM Minacs Group Inc

Oracle Intercontinental - Intercontinental C

Developing Best Practices in Automotive and Manufacturing ERP

5:15 PM - 6:00 PM Cummins Inc.

Toyota Boshoku Intercontinental - Intercontinental B

Service Parts Excellence Improves Margins and Customer Satisfaction

5:15 PM - 6:00 PM GE Healthcare

Oracle Intercontinental - Union

Square

https://oracleus.activeevents.com/2014/connect/sessionDetail.ww?SESSION_ID=8028

https://oracleus.activeevents.com/2014/connect/sessionDetail.ww?SESSION_ID=8028


Recommended Industry Sessions - Tuesday Session Title Time Speakers Location

In-Memory Applications for Manufacturing 10:15 AM - 11:00 AM Oracle Westin Market Street -

City

Achieving Six Sigma Reliability for Business Process Integrations with Oracle Fusion Middleware

10:45 AM - 11:30 AM Ingersoll Rand

Cognizant Moscone West - 3016

General Motors Social Case Study with Digital Agency FleishmanHillard

4:15 PM - 5:00 PM General Motors Moscone West 2005

Market-Driven Innovation: Ensuring the Success of New Products and Services

3:45 PM - 4:30 PM Netapp Inc

PwC Oracle

Intercontinental - Intercontinental B

Improve Supply Chain Execution with Oracle Business Intelligence Applications

4:45 PM - 5:30 PM Qualcomm

Oracle Westin Market Street -

Metropolitan III

Market-Driven Quality Management Enables Early Detection of Product Issues

5:00 PM - 5:45 PM

Data Discovery Ascentt Business

Systems Oracle

Intercontinental - Intercontinental B


Recommended Industry Sessions - Wednesday Session Title Time Speakers Location

Supply Chain Planning: Trends and Customer Success Stories

11:15 AM - 12:00 PM Panasonic Avionics

National Oilwell Varco

Westin Market Street - Franciscan I

Show Me the Money: Building the Business Case for Social

11:30 AM - 12:15 PM Nestle US

Marriott Intl Polaris

Moscone West - 2005

Value and Benefits of Managing HR and Talent in the Cloud

1:45 PM - 2:30 PM Toyota Motor

Europe Palace Hotel – Grand

Ballroom

Global Command Centers: Why Social Engagement Is Key for Connecting with Customers

2:00 PM - 2:45 PM General Motors

Oracle Moscone West - 2005

Oracle E-Business Suite Discrete Manufacturing: What’s New, What’s Coming

4:00 PM - 4:45 PM

Roketsan A.S. Bimba

Manufacturing Oracle

Westin Market Street - City

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Internal/Restricted/Highly Restricted 52