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Information Age Applications

Oracle Business Intelligence. Information Age Applications. <Name> <Title>. Develop. Contracts. Market. Projects. Sell. Customers, Suppliers, Products, …. HR. Order. Plan. Finance. Maintain. Procure. Service. Make. Fulfill. Business Intelligence.

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Information Age Applications

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  1. OracleBusinessIntelligence Information Age Applications <Name> <Title>

  2. Develop Contracts Market Projects Sell Customers, Suppliers, Products, … HR Order Plan Finance Maintain Procure Service Make Fulfill Business Intelligence Foundation:Unified Information Architecture • Common data model enables a single source of truth • Comprehensive suite of applications designed to work together • Robust set of integration services based on open standards • Modular deploymentby business flow • Single global instance implementations • Embedded business intelligence to report KPIs and drive continuous improvement

  3. LOBManagers Executives Management Reporting Planning & Modeling Forecasting& Modeling PerformanceScorecards Cost to Budget Goal Setting Profitability Analysis Ad-Hoc Reporting OperationalReporting Budgeting Legacy Systems,3rd Party Apps AS10g / 10g Oracle: Complete E-Business Intelligence BusinessAnalysts Transaction Processing Users Financials, Supply Chain, Projects, PLM, Sales & Marketing, HR, Service

  4. Oracle Business IntelligenceRelevant, Timely, Accurate Enables You To… • Deliver Daily Business Intelligence • Align Operations with Corporate Strategy • Maximize Customer and Product Profitability • Accelerate Planning and Budgeting Cycles

  5. What is Daily Business Intelligence? Daily Business Intelligence is a Comprehensive,Embedded Management Reporting Application which EnablesBetter and Faster Decision Making Using a Radically Simplified Architecture,Daily Business Intelligence ProvidesBetter Management Reporting at aDramatically Lower Cost

  6. Intelligence Roles Daily Business Intelligence Users Transaction Users Business Analysts Managers / Executives Needs Transaction Processing Management Reporting Planning& Modeling UnifiedData Transactions Summaries Plans

  7. Daily Business Intelligence CoverageReporting for ALL Business Functions • Order Management • Planning • Purchasing • Manufacturing • Shipping / Receiving • Maintenance • Product Management • Marketing • Sales • Service • Contracts • Finance • Human Resources • Project Management

  8. Flexible Time Periods Daily Results Flexible Comparisons MultipleCurrencies Flexible,Pre-Built Reporting Key PerformanceIndicators Graphsand Trends SummaryResults RelatedLinks

  9. Easy,IntuitiveDrilldowns

  10. Daily Business IntelligenceEnable Better, Faster Decision Making • What is my commodity spend by organization? • Are we leveraging volume discounts from our suppliers? • How does price, quality, and delivery compare to benchmark? • How does cycle time compare to last month / quarter / year? • What are the procurement processing bottlenecks? • What product specs and configurations are requested the most? • How is global WIP and inventory changing? • How can resource utilization be improved? • Where are the largest cost variances and what are their trends? • How well are suppliers meeting contract and quality requirements? • What products are consistently getting special pricing requests? • How many shopping carts were abandoned? • What percentage of quotas are being met within my sales group? • How many deals are being worked across my channels? • How is the new compensation for partners driving indirect sales? Procurement Manufacturing Sales

  11. Daily Business IntelligenceEnable Better, Faster Decision Making • What is my revenue by line of business so far this month? • Who are the most and least profitable customers? • Which customers pay their invoices the fastest? The slowest? • Which expense categories are growing most rapidly? • What are my transaction costs? • How does compensation affect project costs? • Can I bill out skills at a higher rate? • What key positions can this person fill? • What certifications / courses have been completed? • Do I have enough people for my project? Financials HumanResources

  12. Radically Simplified Architecture10g and E-Business Suite 11i • E-Business Suite 11i - Unified Data Model No ETL load since you don’t move the transactions • Materialized Views Incremental refresh dramatically reduces summarization load • Real Application Clusters Query load directed away from CPUs running transactions Result: Significant Disk Space Reduction but with100% of Transactions Available for Drill Down

  13. Materialized ViewsEnable High Performance Summarization Hardware Configuration: SUN Sunfire 12K Number of Processors: 10 Processor Speed : 900 MHz / CPU

  14. AR Headers & Lines AR Distribution GL Account Company CostCenter Sales Order PL / SQL Incremental Refresh Customer Source Ledger Grp Sales Channel Company Cost Center AR Revenue Base Summary Product Natural Account Incremental Refresh Manager MV AR Revenue by: Manager LOB Sales Channel Product Category LOB FC Type Assign FC Type Financial Category (FC) indicates aggregation in a hierarchy Summarize-in-Place Architecture

  15. 4000 3500 3000 2500 Single Database on Disk Array 2000 1500 ApplicationServers DatabaseServers 1000 3648 500 89% Scalability Numberof Users 0 1900 1026 Running on HP Computers Single Node 2 Nodes 4 Nodes Real Application ClustersSupport Mixed Workloads w/ Near-Linear Workloads • Enables you to direct transaction processing and reporting load to different servers • No need tofragment data

  16. vs. Oracle Global Single Instance (GSI) with DBI • Before DBI Summaries Added 3.3 Terabytes • Size of DBI Summaries 165 Gigabytes • Percent Increase 5 % • Transactions Available for Drilldown 100 % Dramatic Disk Space ReductionSummarize-in-Place or Replicate Transactions? Conventional Wisdom Data warehouse several times larger than OLTP database

  17. Evolution of Daily Business Intelligence (DBI) DBI v5 (11i.8) DBI v6 (11i.9) DBI v7 (11i.10) 21 31 36 Dashboards KPIs IntelligenceReports 106 160 235 155 318 581 • Procurement Mgmt • Procure-to-Pay Mgmt • Service Contracts Mgmt • Profit and Loss • Expense Mgmt • Project Profitability Mgmt • Project Operations Mgmt • Human Resources Mgmt • Marketing Mgmt • Email Center Mgmt • Lead Mgmt • Opportunity Mgmt • Sales Mgmt • Quote Mgmt • Web Store Mgmt • Plan Mgmt • Commodity Supplier Mgmt • Commodity Spend Mgmt • Product Mgmt - Engineering • Manufacturing Mgmt • Customer Fulfillment Mgmt • Shipping Mgmt • Payables Mgmt • Payables Status • Service Renewals Mgmt • Capital Project Cost Mgmt • Contract Project Cost Mgmt • Product Mgmt • Product Cost Mgmt • Inventory Mgmt • Product Revenue Bookingsand Backlog • Customer Support Mgmt • Inbound Telephony Mgmt • Sales Forecast Mgmt • Purchasing Performance Mgmt (v7.1) • Purchasing Status (v7.1) • Warehouse Mgmt (v7.1) • Transportation Mgmt (v7.1) • Maintenance Mgmt (v7.1) • Depot Repair Mgmt (v7.1) • Funds Mgmt (v7.1) Capabilities Oracle confidential. This is not a commitment to deliver. Product directions are subject to change without notice.

  18. Oracle Business IntelligenceRelevant, Timely, Accurate Enables You To… • Deliver Daily Business Intelligence • Align Operations with Corporate Strategy • Maximize Customer and Product Profitability • Accelerate Planning and Budgeting Cycles

  19. What is Balanced Scorecard? Balanced Scorecard enables companies todevelop custom Performance Mgmt Systems toAlign Operations with Business Strategy Balanced Scorecard integrates withDaily Business Intelligence toProvide Hundreds of Pre-Built KPIs

  20. Flexible Performance Mgmt SystemsDesign Dashboards to Meet Your Needs Create performance management dashboards Present information in more strategic ways (e.g. cause and effect relationships)

  21. Management by ExceptionAccelerate Problem Analysis • Provide performance color alarms for exception alerting • Identify out-of-target performance with color-coded graphs • Scope reasons for exception through cause and effect analysis

  22. From the latest numbers received from the regions we should be improving our revenue figures rapidly. I have some ideas that I would like to share with you in our next monthly meeting. Assessment and CollaborationCompliment Data with Personal Insights Enable owner of strategic objective to share personal assessment about performance, such as availability of new data not incorporated in graph

  23. Consolidated Notes & Document LinksCommunicate and Support Strategic Intent Annotations describethe intent of astrategic objective Links direct attention to related documents, including DBI reports

  24. BSC-DBI IntegrationSpeed BSC System Design & Simplify Management Repository of Available DBI Measures BSC Customized View • Easily display out-of-the-box DBI measures in BSC views with point and click process • Eliminate need to map or load data into BSC for DBI measures DBIMeasure BSC Report Showing DBI Measure

  25. Scorecards • KPIs • StrategicObjectives Finance Executives BSC Web Web Sales Managers Design Access 10g Operations Analysts Legacy Systems, 3rd Party Apps Spreadsheets Web-Enabled Design and Reporting Simplify Design, Loading, and Accessibility • Design and access BSC system through web browser • Feed BSC system with Oracle or non-Oracle data

  26. Oracle Business IntelligenceRelevant, Timely, Accurate Enables You To… • Deliver Daily Business Intelligence • Align Operations with Corporate Strategy • Maximize Customer and Product Profitability • Accelerate Planning and Budgeting Cycles

  27. Maximize Customer & Product Profitability AssessCurrentProfitability IdentifyImprovement Opportunities Plan andExecute • Cost Allocation • Segmentationand Drilldowns • Future Profitability Model • Example: Cost Management Analysis • Example: Revenue Management Analysis

  28. Accurate Cost AllocationEnable Product and Service Profitability Analysis Direct Costs Products Materials Map Activities Services Revenuesfrom GL Map Customers Materials Allocatevia ABC* Activities Channels Indirect Costs • Calculate profitability, revenue, and cost by • Product • Channel • Service • Location • Customer • Time Period • Model cost structure for use in profitability forecasts * ABC = Activity Based Costing

  29. Location Region Customer Country Company City Account Segmentation and Drill DownsIdentify and Analyze Improvement Opportunities Segment Products, Customers, Channels, and Locations • By profitability • By revenue • By cost Drill Down to MultipleLevels of Detail

  30. Future Profitability Model Evaluate “What-If” Scenarios North America Sales ForecastStatistics: MAPE = 3.38% MAD = 199,964.63 RMSE = 286,581.40 • Project future sales • Use standard techniques (e.g. Holt-Winters) • Manually input projections • Determine resource requirements and costs with Activity Based Budgeting • Calculate lifetime value of customers

  31. Example: Cost Mgmt AnalysisDefine Actionable Goals to Drive Cost Strategy Improve Efficiency Improve Effectiveness • Cost control • Outsourcing • Capacity management • Business process re-engineering • Service level re-balancing • Error prevention vs. correction • Core vs. support activities • Channel entry / exit / re-design Identify highcost activities Find internalbest practices Baseline current activity / cost allocation Compare activity costs to int / ext benchmarks Check activity alignmentwith corporate strategy Evaluate “what-if”scenarios Identify target activities Set target allocations Set target costs Cost targets assigned to specific activities clarifyaccountability for driving improvements

  32. Example: Revenue Mgmt AnalysisDefine Actionable Goals to Drive Revenue Strategy Decide Best Course of Action Identify HighlyProfitable Segments Evaluate “What-If” Scenarios • Pricing • Product / service mix • Bundling • Customer migration & mgmt • Product entry / exit / re-design • Channel entry / exit / re-design • Merger integration Set Targets& Goals IdentifyUnprofitable Segments Communicate Target Infoto Marketing Input Cost Informationand Decisions

  33. Oracle Business IntelligenceRelevant, Timely, Accurate Enables You To… • Deliver Daily Business Intelligence • Align Operations with Corporate Strategy • Maximize Customer and Product Profitability • Accelerate Planning and Budgeting Cycles

  34. Define Create Distribute Analyze Submit Approve Integrated Business ProcessesStreamline the Planning and Budgeting Cycle • Define • Identify KPIs • Develop plans basedon corporate strategy • Distribute • Streamlined automated process • Budget lines by Org • Notify managers • Submit & Approve • Adopt budget • Notify managers • Document / post Planning Process Management • Create • Identify organization • Map plans to budget lines • Develop hierarchies • Build financial models • Analyze • Run multi-dimensionalwhat-if scenarios • Calculate variance • Determine profitability • Add user-defined annotations • Monitor & Improve • Create budget book & monthly pack reports • Analyze variance • Examine exceptions • Re-forecast

  35. Automated Planning Process MgmtSimplify Administration, Control, and Auditability • Clearly Define thePlanning Process • Rules • Schedules • Automate Tasks • Set calendars • Distribute worksheets • Solicit and validate submissions • Communicate assumption changes • Route for approval • Track Actions and Status • Tasks • Owners

  36. Business Unit 1Plan 5 YearPlan Business Unit 2Plan CorporateStrategy Fiscal YearPlan Business Unit 3Plan Quarterly Plan for Rolling18 Months Consistent Plan and Budget DefinitionEnsure Agreement with Corporate Strategy • Share business drivers, constraining models, and allocation rules across the enterprise to ensure consistency… • at various time scales • at multiple levels of detail • between business units

  37. Tools Insights • Business calculation templates • Industry templates • Standard reportsand graphs • Ad hoc analysis • Trends • Variances • Cause & effect relationships • Impact on profits Comprehensive AnalysisValidate New Plans with Historical Information • Integrate Financial & Operational Data from Multiple Sources • Data warehouses • Spreadsheets • Legacy / proprietary systems • Oracle sources • Perform Analysis • Share Analyses via Briefing Books

  38. On-Going Performance MonitoringRapidly Update and Fine-Tune Plans / Budgets • Automate the PerformanceUpdating Process • Gather data from multiple sources • Perform calculations and analyses • Update forecasts and reports on a rolling basis • Generate and send worksheets /alerts to users • Collaboratively Adjust Forecasts • Gather user inputs via workflows • Run multiple what-if scenarios • Decide best adjustments • Share analyses

  39. On-Going Performance MonitoringStrengthen Performance Accountability Assign personal and hierarchical responsibilities across functions to plans, forecasts, and data Provide secure access to all information as required by role and responsibility Send automatic alerts to underperforming areas for explanation or corrective action

  40. Oracle Business Intelligence Flexible and pre-built mgmt reports, drill-downs, simplified architecture Deliver DailyBusiness Intelligence Align Operations with Corporate Strategy Comprehensive scorecards,exception alerts, annotations Maximize Customer and Product Profitability Accurate cost & profitability modeling, reporting, and drill-downs Streamlined enterprise planningand reporting, on-goingperformance monitoring Accelerate Planningand Budgeting Cycles

  41. Develop Contracts Market Projects Sell Customers, Suppliers, Products, … Order HR Plan Finance Procure Maintain Make Service Fulfill Business Intelligence Oracle Business Intelligence Products • Management Reporting • E-Business Intelligence • Balanced Scorecard • Planning and Modeling • Activity Based Management • Performance Analyzer • Enterprise Planning and Budgeting • Financial & Sales Analyzers

  42. Information Age Applications

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