X ilinx C ustomer M aster Implementation Lessons Learned – Mid Stream

1. Xilinx Customer MasterImplementation Lessons Learned – Mid Stream January 17, 2007 Xilinx Confidential

2. Xilinx is a 22 year old high tech company • Operations in U.S., Ireland, Singapore • Global sales organization • 2005 #5 Great Place To Work • “Fabless” semiconductor manufacturer • Produce programmable logic devices • 2005 Revenue was $1.7 Billion Xilinx Confidential

3. Oracle 11i is the core of our application suite Technology Stack E-Business Suite Functionality Implemented • Human Resources (11.5.9 FP G) • HR Core • Self-Service HR • Advanced Benefits • Training Admin • Planning &Scheduling • Advanced SC Planning • Constraint-based Optimization • Global Order Promising Purchasing 9iAS DB 8.1.74 HPUX 11.0 • Order Management • Order Management • Shipping • RMA • Finance • General Ledger • Receivables • Payables • Cash Management • Assets • Internet Expenses • Discrete Mfg • Inventory Mgmt • Bills of Material • Cost Management • Quality • Project Mfg • Service • Service Contracts • Install Base • iSupport Xilinx Confidential

4. Business Problem - Enable “One Xilinx” • Establish a unique customer identity for all interactions across the Xilinx Demand Chain • Consolidated reporting across all the Xilinx Systems • Establish contact information one time – “We already know you” • Requirement: All systems & process share a common definition of a customer and must be able to link their transactions to the common customer ID. Xilinx Confidential

5. XCM Vision Provide the infrastructure, software, and processes necessary to establish and maintain an integrated centralized customer master repository. Enable the linking of transactional data to provide improved customer reporting. Xilinx Confidential

6. We gained approval for the initial scope based on a phased approach ‘06 ‘07 Jul Feb Mar Apr May Jun Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Aug Jul Phase 2 Expanded XCM Solution Rollout Phase 1 Initial XCM Solution Rollout Phase 0 Analysis, Strategy and Roadmap Phase n DCO Alignment • Duration • Ten weeks • Scope • Develop initial data model • Develop roadmap and scope phase 1 implementation • Define phase 1 governance approach • Duration • Twenty-six weeks • Scope • Develop integration for Phase two applications • Revise data model as needed • Finalize definition of governance and cleansing processes / organization • Implement new governance and cleansing processes • Duration • TBD • Scope • Align with DCO activities • Phase subsequent implementations with DCO • Duration • Twenty-six weeks • Scope • Deploy XCM solution and integrate initial set of applications • Update data model as needed • Implement interim governance and cleansing processes • Prove value of integrated / cleansed data Xilinx Confidential

7. Our dates have shifted by 3 months, but we are on track for February Xilinx Confidential

8. What have we learned so far? Xilinx Confidential

9. Governance is key Lesson 1 Xilinx Confidential

10. Stewardship Counsel Stewardship Counsel Other User Orgs Other User Orgs Ops Ops Sales Sales Finance Finance Svc Svc OM OM Fox/Saba/IB Fox/Saba/IB GD/AR GD/AR Clarify Clarify Mktg Mktg BizOps BizOps IT IT eComm eComm / / PriceBook PriceBook DW/B2B DW/B2B Performark Performark Other “Customer” Systems Primary Systems Customer Data Librarian System 1 System 1 System 2 System 2 Customer Data HUB System 3 System 3 System n System n Governance is critical and must be established early (Primacy issues can be significant) Lesson 1 Data Governance Customer Administration Xilinx Confidential

11. If you think your data is bad….. Lesson 2 Xilinx Confidential

12. Assume it is much worse Lesson 2 Xilinx Confidential

13. Select your partner(s) carefully Lesson 3 Xilinx Confidential

14. IT can start it, but the business has to come along Lesson 4 Xilinx Confidential

15. You have to sell up the food chain Lesson 5 Xilinx Confidential

16. XCM Value Examples of Potential Capabilities Enabled by Hub Enable • Integration with cost & revenue applications provides real-time Customer & Segment P&L • Integration of all customer transaction systems enables powerful improvement to customer experience Transactional • Integration between sales tools and customer data enables new forms of account management and more effective sales activities. • Real-time notification of most customer activity enables closer management of disti inventory pipeline. Deliver / Enable • Integration of opportunity tracking & order entry systems enables accurate win-loss tracking • Initial integration with data warehouse enables selected reporting, e.g. Sales history by customer and segments • Improved timeliness and accuracy of transactional data Deliver • Use of data model in production environment(s) • Cleansed and standardized data in production – limited reporting Xilinx Confidential

17. Q & A Xilinx Confidential