CON8991 Enabling Commercialization for Your Product Value Chain with Oracle Product Hub

2. CON8991 Enabling Commercialization for Your Product Value Chain with Oracle Product Hub Sachin PatelDirector, Product Strategy, Oracle Rameshwar Balanagu Architect, Product Mgmt, NCH Corporation

3. Safe Harbor The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

4. Program Agenda • Understanding The Product Value Chain • The Commercialization Challenge • Solution Overview • Customer Case Study : NCH Corporation

5. Understanding the Product Value Chain

6. Value chains have become more complex Need to Manage the Interaction Between Product, Demand and Supply Opportunity Requirement Concept Maintenance Order Demand Design Cash Product Prototyping Fulfillment Sales Production Introduction Supply Qualification Requisition Contract

7. Product Value Chain Management • Idea Management • Product Requirements • Product Concepts • Product Proposals • Portfolio Management • CAD Design Data Mgmt • Spec, BOM & Recipe Mgmt • Change Mgmt • Project Execution Mgmt • Quality, Compliance & Cost • Product Consolidation • Product Data Governance • Supply Chain Readiness • Product Catalog Management • Pricing & Sales Configurations

8. The Commercialization Challenge

9. Fragmentation of Enterprise Product Data Too Costly Not to Address! Challenge: Commercialization spans multiple businesses. Low visibility of new product information across Lines of Business, inaccurate product information across channels Business Impact:Weak market penetration, product launch delays, lost market share & customer dissatisfaction Challenge: Lack of clear relationship between products and spare parts Business Impact: Service inefficiencies and customer dissatisfaction Product Development & Commercialization Service & Support Fragmented Enterprise Product Data Challenge: Poor product visibility and history Business Impact:Costly adherence to regulatory standards (RoHS, WEEE, 21 CFR Parts 820 & 11, UDI) Challenge: Inability to share master product information for operational processes Business Impact:Redundant sourcing and manufacturing processes, lower quality, and increased waste Governance & Compliance Operations & Manufacturing Maintenance challenges & significant IT costs with ever-proliferating product data systems

10. “Commercialization is the process or cycle of introducing a new product to the market”

11. Marketing The Commercialization Challenge Lack of collaboration and enrichment for distributor and partner channels Inconsistent/Incomplete Product Data Across The Enterprise Product definition and enrichment spans multiple departments, LOB’s and fragmented systems Sales/Partner Channels Manufacturing New Product Induction and Commercialization 1 2 3 4 Order Management Main point Logistics Lot of Manual intervention and checks and balances required to make sure all Product Data is accurate before product launch Trade Management Commercialization may include multiple geographic areas and different languages

12. Anatomy of a Product Sales Bundles/Promotions/Offers Images/Documents/Media Pricing Rules As Designed BOM Technical Specifications Sales/Marketing/Commerce Attributes Sales Configurations Approved Manufacturers Packaging Information Manufacturing/Planning BOM Product Relationships(X-Sell,Upsell,Substitute etc)

13. Solution Overview

14. Consolidate Product Data from Multiple Systems Batch Prevent Fragmentation of Product Data Across the Enterprise PLM Data Pools ERP Consolidate Partners/3rd party catalogs Blended Enterprise Record Fusion Product Hub • Ability to Consolidate Various Types of Product Data • Items • GTINs • Packs • Structures • Trade Partner Items • Cross References • Related Items • Category Assignments and more • Consolidate Product Data from Multiple Systems via standards based integration framework • Stewardship workflow for Data Induction • Real-time and batch integrations • Source System Management and Cross Referencing Cleanse Govern Share

15. Pre-Integrated Data Quality and Governance • Key Features • Leverage semantic (context) based recognition technology to deal with extreme variability of product information • Ensure product data standardization and accuracy at point-of-entry • Standardize product descriptions that contain abbreviations, misspellings, and wrong formats • Extract values from product descriptions to standardize and auto-populate attributes • Correctly classify items that have been broadly or incorrectly classified • Automate catalog and category assignments • Check and remediate duplicates • Obtain real-rime data cleansing, classification and standardization results

16. Product Definition and Orchestration Induct and Enrich Product Data via a Governed Workflow Sales Catalogs Supply Chain Attributes Supply Chain Attributes Digital Assets Sales Attributes Sales Catalogs Sales Attributes Regulatory Attributes Regulatory Attributes Regulatory Attributes Marketing Attributes Sales Attributes Sales Attributes Supply Chain Attributes Supply Chain Attributes Sales Catalogs Sales Catalogs Marketing Attributes Regulatory Attributes Digital Assets Digital Assets Marketing Attributes Digital Assets Regulatory Attributes Sales Attributes Supply Chain Attributes Sales Catalogs Marketing Attributes Digital Assets Marketing Attributes Step 5: Review & Approve Step 1: Sales Step 2: Marketing Step 3: Regulatory Step 4: Supply Chain Collaborative New Item Introduction and Enrichment Workflow • Collaborative Product Definition Orchestration • Policy and Data Standards Enforcement • Configurable Review and Approval Workflow • Monitor and Track Definition Process Analytics

17. Solving the Commercialization Problem Marketing Enrich Product and Catalog Information in a Central Location • Orchestrated Collaborative Product Definition • Governance and Approval Workflow • Dynamic Rule-Based Policy Enforcement • Local Languages • Local Units of Measure • Local Currencies Sales/Partner Channels Manufacturing Provide localizations for multiple geographies Complete Product Information Approve new products and services Assign products to different catalogs Define product specifications 1 2 3 4 Order Management Oracle Product Hub • Extensible and Scalable Data Model • Product Attributes, Rich Formatted Descriptions, Relationships and Pack Configurations • Real-Time/Embedded Data Cleansing and Standardization • Digital Asset and Unstructured Data Association • Role Based and Data Level Security • Supplier Catalog • UNSPSC Catalog • Merchandising Catalog • Web Catalog • Print Catalog Logistics Trade Management

18. Streamline Change Management for Business Efficiency Implement Changes via a Governed Review and Approval Process Change Once and Propagate to All Consuming Systems Sales Channels No Check ifApprovalNeeded Implement Change Product Data Change Route forApproval Yes ERP/Supply Chain Systems Rules & processes defined by business users Order Fulfillment Systems Governed and Streamlined Change Management Process • Governed review and approval process • Change management rules and processes • Change Propagation to consuming systems • Revision and Version Management • Change Impact Analysis Reporting & Analytics

19. Marketing Data Publication and Synchronization Publish Consistent and Accurate Product Information Sales/Partner Channels Consolidate Cleanse Manufacturing Product Hub Share Enterprise Product Master Data (Enriched, Cleansed & Standardized) Consolidate Order Management • Business User and Event driven Publication • Publication Criteria for Target Systems • Standards based Publication Services • Product Data Validation for Publication • Publication History and Status Monitoring Logistics Govern Trade Management

20. Customer Case Studies

21. Elkay Elkay is a US based manufacturer of faucets, water coolers, fountains and cabinetry. With the recent addition of water filtration products, Elkay is a complete kitchen supplier addressing the needs of the emerging world market through extensive research. Live • Elkay wanted to transform its business and develop pricing based on new product categorization • Drive its product value chain based on standardized product definition in centralized Product Hub • Oracle Product Hub • Oracle Agile PLM • Oracle ERP (E-business Suite) • Increased revenue based on category based pricing • Faster time to market streamlining product introduction with Agile PLM • Lower maintenance cost with seamless integration between Manufacturing, Agile, Planning, ERP and Supply Chain Challenge Solution Result

22. GE Appliances • GE Appliances, headquartered in Louisville, Kentucky is one of the largest suppliers of appliances in the world. It is a manufacturer of household appliance lines including refrigeration, Cooking, Laundry, Dish, Washer, Air Conditioning and Water Treatment appliances. Live • 400+ Applications, 32,000+ Data Tables – getting one version of the truth • Inability of Old Legacy Systems – (E.g. some extremely old mainframes could not support pricing any item above $10,000) • Oracle Product Hub • Oracle Customer Hub • Oracle Supplier Hub • Oracle Install Base • Support rapid product commercialization • Reduce risks by retiring old legacy systems • Enable Data Governance through Data Stewards, Executive Governance Board Result Challenge Solution Result

23. Customer Case Study: NCH Corporation

24. Enabling Commercialization with Product Hub

25. RAMESHWAR BALANAGU M.B.A,P.M.P,GREEN BELT • Technical Architect with 15+ yrs. of Experience in Oracle applications. (Gemms,11i& Release-12). • Worked on Integration with multiple ERP systems(AGILE, Retek). • Currently working on Product Data Hub and Fusion Middleware.

26. Agenda • NCH Overview • Business Drivers • Deep Dive. • Technology Enablers • Noteworthy Implementation Issues • Future Direction. • Lessons Learned • Questions?

27. Leaky Faucet to Doggy Pads Lubrication to Grease Eating Bacteria We are everywhere

28. Privately held Texas based company since 1919 Operates in over 50 countries around the world Product lines include Industrial lubricants and cleaners Specialty industrial supplies Water treatment and remediation Plumbing Pet care More than 8,500 employees and technical representatives NCH Overview

29. We are Process Manufacturing Company. Rolled out EBS 11.5.10.2 in 2004 and Going Global. 2 Production instances (12.1.3 and 11.5.10). 1 De-centralized PIM instance on Vanilla EBS(12.1.3) Global E-Business Foot print • Financials Rollout in Head Quarters 11.5.10 • Instance split for Europe and • North America. • Linux upgrade for Europe

30. Business Drivers : Need for MDM???

31. Business Driver: After Data profiling

32. Business Drivers • Need a system to integrate heterogeneous systems(Databaze and GAT Data) and avoid duplication of data . • Need the ability to house Hazardous and other information and not be restricted by the number of dff’s available in E-biz. • Have capability to create and control NPI for items in single system vs. Multiple systems and integrate with E-biz. • Reduce the longer time leads in NPI process . • Need a system to serve as Single Source of Truth with better Governance. • Maintain Business Continuity with minimum disruption. • Following were the benefits reaped : • Better and Cleaner data and lot more visibility. • Improved search capabilities and easy to integrate with E-Business • New Items can be introduced faster. • Retire old systems and have one single source of truth with Greater Governance capabilities.

33. Why Product Hub? • In-House experience with E-Business provided a jump start on getting onto PIM. • Usage of WEB-ADI for Item creation/update was a shot in the arm for Users. • Advanced search capabilities and the ability to personalize based on user. • Single source of Truth, easier to maintain and report data. • Centralized Governance Model and workflow. • Flexibility to Organize Item Taxonomy(ICC & ACC’s),ease of defining attribute groups and attributes. • Leverage RBAC model to restrict publishing, access restriction to attribute groups , etc. • Set up time is Minimal.

34. Challenge – Where do we get data from?? 1.Items are Created in E-Business. 2. EDN information is maintained in Databaze.xls. 3.Addditional Information is maintained in spreadsheets/Access Database. 4.Reporting person ties all of this information to print dispatch notes , labels, etc. 5.Constant Monitoring and need to have Cross references with multiple systems. 6.Chances of duplication and lack of central governance.

35. The Key Consolidation & Commercialization • Simplified Architecture • use of WEB ADI to create/update items and their attributes. • Better visibility of data(Governance). • Publish Items to E-Business. • Combined Materialized view for PIM and E-BIZ to show operational and other data. • Reports are pulled through Discoverer or applications connected to E-BIZ to get a holistic idea of data. • Easy to scale and commercialize products rapidly. • Minimize Redundancy..

36. Current Architecture of PIM

37. Middle Ware Server AIA—11g WebLogic Oracle 11g DataLens Future Needs Commercial Systems to PDH PDH to multiple E-BIZ Integration. PDH to commercial Systems. E-BIZ to Mobile devices. E-BIZ to EDI. Excel/Text export files from Wilma and CS Users EBS 12.1.3 EBS 11.5.10 Product Hub Vanilla 12.1.3 EBS Commercial systems 3rd party Products EDQ for Product Data Data Steward

38. Phase based Roll out of Product Hub/PIM • Explore NPI Process. • Role Based Security. • Test Workflow. • One way Publishing from PIM to E-BIZ. • Maintain Master organization Data. • Define Roles(RACI). • PDH required new fields and populate. • Define the Commercial System cross references for selling items • Data Cleansing. • Enable workflow. • Data Governance & Oversight at Business Level • Retire Databaze and rebuild label capability. • I-Pad data requirements (prep for catalog function) • Resolve variances between PIM/WILMA/E-BIZ. • Meet Korea data requirements • Launch IPAD catalog using Pim (for sales). • Enable Korea on PDH. • Determine Global Implications for PIM.

39. Project Lessons Learned • Business and I.T have to be aligned. • Have a dedicated team. • MDM is a journey , have a phased approach and get the Management consensus. • WEB-ADI is friendly tool but can be fairly complicated with security and multi row aspects. • Multi row attribute Group has good functionality but understand the upstream/down stream affects. • Have some external expertise at the strategic level. • Reach out to Oracle , PIM support/development teams are friendly.

40. A SPECIAL THANKS TO PIM Development Team Lance McKain(AIA) DBA &H/W TEAM MY TEAM

41. Thank you Questions? Rameshwar.Balanagu@NCH.com

42. Oracle Value Chain Summit Empowering the Modern Value Chain Explore How New Solutions Within Social, Mobile, Analytics & the Cloud are Helping Companies Transform Supply Chains into Modern Value Chains • February 3-5, 2014 – San Jose McEnery Convention Center • Hands-on workshops, solutions demonstrations & more than 200 sessions on topics in 6 complementary solution areas: Product Value Chain, Manufacturing, Enterprise Asset Management, Logistics, Planning & Procurement • Early bird registration opens soon – www.oracle.com/goto/VCS14