Traveling? Don’t Forget OIE! A global OIE rollout case study

1. Traveling? Don’t Forget OIE!A global OIE rollout case study Nicole Wilson TUSC NCOAUG August 15, 2008

2. Agenda • Company background • Global implementation of OIE • Multiple credit card programs • Custom credit card charge entry form • Custom project entry in OIE • Workflow modifications • Reporting • Questions

3. Company Background • Independent product safety certification organization that has been testing products and writing Standards for Safety for over a century • Over 19,000 types of products, components, materials, and systems are evaluated annually • 21 billion logos appear on 72,000 manufacturers' products each year • Companies and network of service providers include 62 laboratory, testing, and certification facilities serving customers in 99 countries

4. Global Oracle Implementation • Oracle Modules implemented: • AP • PO • GL • Assets • OIE • CRM and HR had been previously implemented • Regions: • North America • Latin America • Asia • Europe

5. Advantages to Implementing OIE Employee Benefits • Increased visibility to status of expense reports • Increased visibility to payment information • Increased feedback on required information resulting in reduced payment cycle time • Credit card transaction data would be available online which would ease expense data entry

6. Advantages to Implementing OIE(Continued) Accounts Payable Benefits • Reduced AP interaction in loading expense reports from Microsoft Excel templates into an online system as employees would enter expense reports online themselves • Decreased AP inquiries related to expense reports status would allow the AP staff to focus on quality expense report auditing • Airline tickets purchased on the prepaid corporate card and by individuals could be more easily reconciled

7. Advantages to Implementing OIE(Continued) Corporate Benefits • Standardized platform and processes would decrease maintenance and support costs • Increased visibilities to corporate spend which would lead to improved leveraging of purchasing power • Increased visibility to expenses

8. Global Implementation of OIE • Rollout to US initially • SMEs • Open house demonstrations • Hands on sessions • Online training • User guides • Help desk • Canada, Mexico, Asia, and Europe • Weekly conference calls to support rollout • Onsite training to Canada and Mexico

9. Multiple Credit Card Programs • Converted airline charges • Direct bill airline charges • US Bank Visa charges • American Express charges

10. Converted Airline Charges • Had approximately $1 million in non-expensed airline charges at the point of conversion • Created a company pay credit card program for these charges • Imported the charges into Oracle from legacy system

11. Direct Bill Airline Charges • Created a company pay credit card program to handle charges on a ghost card • Integrated with travel agencies to reconcile charges and fees

12. US Bank Visa Charges • Created a both pay credit card program for travelers that had individual US Bank credit cards • Developed a pre-processor to handle invalid data

13. American Express Charges • Migrated to a global credit card program supporting one file format • Created a both pay credit card program for travelers that had individual American Express credit cards • Developed a pre-processor to handle invalid data

14. Custom Credit Card Charge Entry Form • Allows for reconciliation of converted airline charges • Provides quick tool for research • Provides data entry mechanism for testing

15. Custom Credit Card Charge Entry Form

16. Custom Project Entry in OIE • Developed custom process to capture project entry • Utilized certain expense types to identify billable expenses • Setup DFFs to capture project information • Developed custom concurrent process to send project information to legacy system

17. Workflow Modifications • CEO expense report approvals • Bypassing manager approvals • Policy violations

18. CEO Workflow Modification • Oracle HR was implemented previously • OIE leveraging the employee/supervisor hierarchy for expense report routing • No supervisor in the system for the CEO • Modified the Manager (Spending) Approval Process workflow

19. Manager (Spending) Approval Process Workflow Modification – for CEO • Objective: to create a new Oracle Workflow function that will be executed if the “Find Approver” function fails. Because the CEO has no approver, the Find Approver Process will fail. • Assumptions: • Another role will approve CEO expense reports • Profile option OIE: Enable Approver is set to “Yes”

20. Manager (Spending) Approval Process Workflow Modification – for CEO

21. Manager Bypass Workflow Modification • Wanted to notify traveler’s manager that an expense report was submitted • Only wanted managers to approve expense reports over a certain dollar amount • Modified the Manager (Spending) Approval Process workflow • Created two new profile options to support workflow modification

22. Regular Expense Report Approval Process

23. Manager Bypass Expense Report Approval Process

24. Manager (Spending) Approval Process Workflow Modification – for Manager Bypass

25. Policy Violation Workflow Modification • AP could reject expense reports for policy violations • AP rejection will send the expense report to manager for approval or rejection • Added a new lookup value

26. Policy Violation Workflow

27. Reporting • Custom queries through Noetix • Allows Purchasing to identify corporate spend • Provides quick summary of expenses by type and amount

28. Questions

29. Presenter Information Nicole Wilson TUSC wilsonn@tusc.com