Planning for Oracle r12

Planning for Oracle R12 An IT Convergence presentation delivered at Collaborate 10

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Planning for R12

Agenda – Planning for R12 Ô Introductions Ô IT Convergence Overview Ô Planning Concepts Ô Leveraging the Approach Ô Some of the New Features Ô Lessons Learned Ô Rolling out in Latin America Ô Summary

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IT Convergence Overview We are a True Partner

Planning for R12

Our Mission Create value by improving business processes through better use of technology.

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Planning for R12

Global Reach, Local Expertise

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ARGENTINA AUSTRALIA AUSTRIAPlanning for R12 BELGIUM BRAZIL CANADA CHILE CHINA COLOMBIA CZEC REPUBLIC DENMARK DOMINICAN REPUBLIC NETHERLANDS BELGIUM NORWAY DUBAI DENMARK GERMANY EGYPT POLAND UNITED KINGDOM CANADA CZECH REPUBLIC EL SALVADOR HUNGARY FRANCE GABON AUSTRIA SPAIN ITALY SWITZERLAND USA GERMANY TUNISIA ISRAEL KUWAIT HONG KONG MOROCCO EGYPT SAUDI DUBAI INDIA ARABIA DOMINICAN REPUBLIC MALI INDONESIA PUERTO RICO SUDAN NICARAGUA SENEGAL ISRAEL EL SALVADOR VENEZUELA PANAMA ITALY COLOMBIA JAPAN GABON KOREA BRAZIL PERU KUWAIT BOLIVIA MALAYSIA MALI URUGUAY MEXICO SOUTH AFRICA CHILE MOROCCO ARGENTINA NICARAGUA NORWAY PANAMA PERU POLAND PUERTO RICO SAUDI ARABIA SENEGAL SINGAPORE SPAIN © IT Convergence 2010 All rights reserved. SOUTH AFRICA

600+ customers, engagements in over 50 countries

CHINA

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AUSTRALIA

Planning for R12

A True Full-Service Option

E-Business Suite, Technology and Fusion Middleware Consulting

Simplify the complexity and cost of IT management

Empower your staff with functional and technical education

Cost effective and accessible development

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Planning for R12

Consulting Services Full Project Lifecycle Capabilities Ô Assessment and Strategic Planning Ô Global Program/Project Management Ô Business Process Re-engineering Ô Applications and Technology Services Ô Implementations, Upgrades and Migrations Ô Business Intelligence & Reporting Ô Development & Database Services Ô Security & Identity Management

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Planning for R12

Education Services Maximize the Value of your IT Investment Ô Functional and Technical Education Training Ô Business Process/Procedures Documentation Ô Change Management & Planning Ô Custom Training Materials Ô Multiple formats: Ô eLearning / Web-based On site / Remote Ô Bootcamps Ô Train the Trainer

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Planning for R12

Development Services Cost-effective and Accessible Development

Ô Nearshore development Ô Staff leasing Ô Oracle ERP and CRM Ô J2EE and JAVA

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Planning for R12

Support & Hosting Services Comprehensive Managed Services and Hosting

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Planning Concepts Oracle R12 across the globe

Planning for R12

Rollout Options

e T im

Co st

Define a Global Process Model and then rollout

Risk

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Prioritize these variables when defining your implementation strategy

Planning for R12

Rollout Options Global Cut-over BIG BANG

Geographic Implementation

Phase 1 of 1 Business / Org. Unit 1

Business / Org. Unit 2

Business / Org. Unit 3

QTC

QTC

QTC

PTP

PTP

PTP

Phase 1

Phase 2

Phase 3

Business / Org. Unit 1

Business / Org. Unit 2

Business / Org. Unit 3

QTC MTE

MTE

PTP

MTE

MTE

Functional Implementation

Hybrid Implementation

Business Business Business / Org. / Org. / Org. Unit 1 Unit 2 Unit 3 Phase 1 Phase 2

Phase 2 Business / Org. Unit 1

PTP

QTC

MTE Phase 1

Phase 3

PTP

QTC MTE

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Business / Org. Unit 2

Phase 3 Business / Org. Unit 3

Planning for R12

Rollout Options Ô Key factors to consider for each rollout model: ÔBenefits ÔRisks ÔDisadvantages ÔSelection criteria

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Planning for R12

Europe

Americas

Asia Pacific

Global Implementation Considerations

Standard Processes Global Design Model Regional Localizations

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Ensure consistent use of the system and its modules throughout the enterprise, respecting legal statutory Building Blocks • Leverage leading practices: – Standard Business Process Flows – Regional Specific Localizations – Organization Structure – Operating Units, Set of Books, Inventory Orgs

Foundation Framework • Globalization of Operations: – – – –

Shared Global Masters Integrated Business Processes Language, Security, Workflow Controls Standard Reporting Data Definitions

Planning for R12

Global Implementation Considerations • Utilize Global Definitions for key Master Data across the Enterprise • Utilize standards set for: – Chart of Accounts – Customer Information – Supplier Information – Items – Organization Structure – Employees (min. info)

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Customers

Suppliers

Items

Common Shared Data Model Chart of Accounts

Employees

Organization Structure

Planning for R12

Globalizations and Languages Ô Globalizations versus Localizations Ô Localizations vary by country and have design considerations Ô Apply globalization patch sets early as your arrive to each region and understand implications on production Ô Apply languages as required for forms, reports, segment values, lookups, responsibilities, menus, user messages, sub ledger fields Ô Understanding _TL tables and Oracle translated values versus user translated values and system functionality Ô Future patches will be applied in native language and then some will need to be translated and applied under Multiple Language Support © IT Convergence 2010

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Leveraging the Approach Oracle R12 across the globe

Planning for R12

Change Management Training Project Lifecycle Ô Set goal to ensure knowledge sharing & transfer throughout the project’s lifecycle Ô Specific learning events will occur at certain points in the project lifecycle

Effort

Project Team Training - Oracle Applications Overviews - Tutor Documentation

Train- the -Trainer End User Training

Applications & Technology Training Classes

Advanced Training Classes

Coach/Mentor (CRPs Hands -on) Tutor Documentation START - UP

PRODUCTION Time

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Planning for R12

Project Approach & Methodology ITC Toolkit Project Materials Ô Utilize proven Oracle Application Implementation Methods (AIM) Ô EasiPath for Migration (EMM) – Upgrade Ô Oracle AIM for Business Flows Methodology – Re-Implementation Ô Combine Methods for Migration & Implementation of new processes

Ô Leverage ITC Oracle R12 Project Documentation & Templates Ô Project Management Plans, Status Reports (CR010 & WM020) Ô Business Requirements & Country Localizations (RD020 & RD030) Ô Application Configuration Parameter Guides (BR100) Ô Test Case Business Scenarios (TE040) Ô Others such Data Conversion Strategy (CV010), Design Specifications (MD050), etc. Ô Oracle Applications Overview Training Materials

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Planning for R12

Assessment Approach Strategic Migration Roadmap Focus 1

2

3

4

Plan & Initiate Analysis Study

Perform Business/System Assessment

Define & Map Future Solution

Prepare Implementation Options

Mobilize and Plan

Business Assessment

Assessment Results

High Level Roadmap

Ô Assemble Team

Ô Map Requirements to R12

Ô Upgrade enhancements, gaps, and solution review

Ô CR010 Project Management Plan

Ô Define Focus Areas for Assessment

Ô Perform Gap Analysis

Ô Confirm Participant Schedules

Ô Evaluate Best Practice Business Models

Ô Perform Delta Training

Ô Conduct Process and Requirements Review Sessions

Ô Prepare and Execute Project Kickoff Ô Gather and Review Existing Requirements and Process Documentation

Ô Identify Pain Points in the Process Ô Prioritize Improvement Opportunities and Value to the Business Ô Training Needs Analysis Ô RIE vs. Functionality Review

Technology Assessment Ô Systems Integration Mapping

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Ô Upgrade approach discussions, time lines, resources, etc Ô Training and Support Requirements

Ô High Level Project Plan

Planning for R12

Project Approach AIM for Business Flows For implementations and re-implementations, ITC proposes to complement Teletech’s Program Management approach and methodology with Oracle’s AIM for Business Flows.

Definition Project Planning

Conduct CRP 1.0 (Familiarization)

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Elaboration

Build

Determine Exception Dispositions

Determine Exception Dispositions

Update Flows

Update Flows

Update Procedures

Update Procedures

Update Setups

Update Setups

Update Test Script

Update Test Script

Prepare CRP 2.0 Environment

Prepare CRP 3.0 Environment

Conduct CRP 1.0 (Mapping)

Conduct CRP 2.0

Conduct CRP 3.0

Identify Exceptions

Identify Exceptions

Identify Exceptions

Design Extensions

Perform Systems Integration Test

Conduct Business Architecture Workshops

Prepare Custom Test Scripts

Create and test Custom Extensions

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Transition

Production

Prepare Production Environment

Convert and Verify Data

Perform Acceptance Test

Begin Production

Maintain System

Propose Future Direction

Planning for R12

Process Methodology and Approach Global Design

Education

• Oracle Process Training • Introduce Standards concept • Localizations

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Deployment Shared Design & Tools • COA • Supplier Structure • Customer Structure • Shared Value Definition • Conversion Strategy • MLS Strategy • Establish Project Controls • Establish Communication Plan • Establish Change Mgmt Plan • Define training program • Work plan creation

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Definition

• Confirm & Validate Regional Deployment against Global Design Template

Elaboration

Build & Test

• End User • Power user Training for training UAT • Conference • User Room Pilot Acceptance • Map and collect Testing data • Sign Off of • Identify and processes resolve gaps • Identify add-ons (workflow, alerts, reports, FSGs, etc.) • Enter data • Identify country specific values

Transition

• End User Training • Cut over planning • Migrate configurations to production • Conversion • Cut over

Post Production Support • Staff augmentation post go live • On-site for major hubs • Consolidated for remaining sites

Planning for R12

Project Approach & Methodology Oracle’s Easipath Migration Method (EMM) R12 Migration Project Phases:

Project Management Business Requirements Review Requirements Mapping Update Migrate Appl. & Tech. Architecture Migrate Custom Extensions Data Migration Documentation Business System Testing Training Production Migration

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Migration Assessment

Update & Test

Transition

Production

Planning for R12

Considerations for R12 Migration Upgrade vs. Re-Implement? Business Consolidation Ô Globalization

Upgrade or Re-implement?

Ô Merger & Acquisitions Ô Shared Services Ô Single Org or Multi-Org

Common Business Process

Major Business Process Changes

Heavily Customized

No major process changes

Major Organizational restructuring

Multiple environments to be merged

No major Organizational restructuring

Significant Set-up changes required e.g. new COA

New Application to be implemented

COA Unchanged

Geographic Expansion e.g. new country roll out

Historical data can be viewed separately

Current system is clean, reconciled and up-to-date

Ô Shared Services operating model Ô Central master data source

Simplified Reporting Ô Financial Consolidation Ô Business Intelligence Ô Real-Time Result

Reduces support costs Ô Minimize customization Ô Enhanced Performance Ô Leverage Oracle’s R&D

Re-implement on R12

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Upgrade to R12

Planning for R12

Project Toolkit Oracle Applications Education & Implementations Provide a tool kit that enables a “jump start” for global implementations. Business Process Flows

Business Requirement Definitions, Localizations, Configuration Guides

Education Training & Procedure Materials Unit and Integration Testing Scenarios

Order to Cash Business Flow Order to Shipment

N o

Cat ego ry

Process Analysis Question

1

Pro duct ion Typ e

Do you use routings and alternate routings?

Cha nge Poli cy

How many different kinds of Bills of Material do you maintain? (Manufacturing, Costed, Planned As-Built, AsDesigned, As-Sold, and so on)

Response

R e vi si t Y / N

Order to Buy Shipment Customer Invoice to Cash

Lead to Order

Revenue to Post

Order to Drop Shipment

2

Pick–to–Order to Shipment Credit Approval to Customer

3

Configure–to– Order to Shipment

Customer Return to Replacement

Assemble–to– Order to Shipment

Order to Customer Invoice

Forecast to Plan Business Flow Design to Release Customer Collaboration to Conse nsus Forecast Supplier Collaboration to Supplier Commitment Opportunity to Forecast to Management Rollup

KPI

PF1967 PF1967

PF2011 PF2011

Collect Collect Forecast Forecast Data Data

Generate Generate Sales Sales Forecast Forecast

• Collect Historical Sales and Shipments Data to use f or statistical forecasts.

PF1962 PF1962

Collect Collect Supply Supply Variability Data KPI Variability Data • Collect historical suppler performance data f rom all relevant sources and translate into compatible format.

PF3002 PF3002

Adjust Adjus t Plan Plan • Make manual adjustments to the plan based on plan review and new information

What are the average number of operations for each routing?

Customer Return to Credit

PF1963 PF1963

PF2021 PF2021

Achieve Achieve Consensus Consensus Forecast Forecast KPI

• Generate statistical f orecast based on sales and shipment history.

PF1966 PF1966

• Review f orecasts on a regular basis and revise as needed.

PF2038 PF2038

• Define the parameters f or f orecast consumption and consume f orecast.

PF2039 PF2039

Generate Generate Item Item Safety Safety Stock StockLevels Levels

Run Run Production Production Plan Plan KPI

Analyze Analyze Plan, Plan,KPI’s KPI’s andExceptions Exceptions KPIand

• Collect demand data including forecast conf idence levels from all relevant sources.

• Calculate for all locations w here items have maintained saf ety stock levels.

• Launch Production Plan

• Analyze Plan, KPI’s, exception messages and counts prior to releasing orders from the plan

Simulate Simulate with withRevised Revised Constraints Constraints • Run the plan in simulation mode w ith revis ed constraints to model potential solutions to limitations.

Collaborate Collaborate on onRevised Revised Constraints Constraints

KPI • Release the production schedule to w ork areas and procurement.

Cus tomer Collaboration to Consensus Fore cast Supplier Collaboration to Supplier Commitment

• Collaborate w ith internal and external parties to agree on revised constraints.

PF2040 PF2040

Release Release Schedule Schedule

PF3005 PF3005

PF3004 PF3004

• Plan non– MRP planned materials using Kanban planning, MinMax Plann ing, Reorder point, cycle counts, etc..

5

How many people initiate, process and implement ECN’s?

6

7

Do you comply with corporate level engineering changes?

Process ID PR

Process

What is the typical lead time for implementing ECN’s? NameThis question may depend on type of ECN.

Procurement

PRS01

Planner Demand Planner Demand Manager Inventory Planning Manager

PR0132

Evaluate and Award Negotiations

This process covers collecting and evaluating responses to award a contract or agreement to a supplier.

PR0133

Maintain Negotiated Supplier Contract/Agreement

This process covers adding, modifying or renewing negotiated supplier contracts and agreements as necessary.

Evaluate Supplier Contract Performance Oracle Payables PR0135 Negotiate and Select Suppliers

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Primary Role

Sourcing

Sourcing

Purchasing Manager Purchasing Manager

This process covers reviewing the suppliers performance against the negotiated contract. This process covers selecting suppliers to fulfill requirements based on (for

This area highlight what are the legal requirements from local government on payables, which example) price, the delivery, terms, discount or corporate include the VAT tax for local purchase goods and material, reporting requirement for relationship. financial reports and Tax reports. It also use to identify the local requirement on different payment format, like cheques, TT, and bank in slip format required from local bank. Process

Nro.

Requirement

Solution

Comments

AP Payment Handling Process

CH-AP01

Legal requirement, for all local purchase of goods and materials need to separate the line of purchased item cost and the VAT% and VAT amount on financial statement and tax reports to local government.

Setup the VAT% in AP module and identify the VAT% of each local vendor in supplier master. Each time any new AP invoice created for those VAT% pre-defined supplier, the system will automatic calculated the VAT amount in seperate distribution line. For those supplier without predefined VAT%, user can still allowed to add the VAT line manually by manual select the VAT% from the list of value available in AP payment invoice table. Required to maintain all supplier bank information into Oracle AP then extrat the data from AP to different Excel worksheet base on the table format provided by the cheque printing system for cheque printing, for TT payment printing, and for bank in slip document printing. Required to input the supplier master information in both Chinese and English.

Standard Function Required to add the additional set up for VAT.

Design a new report attached in AP module in order to print out the daily payment transactions. Use DFF to store the payment voucher number which is manual defined by user and required to print on the payment transaction report.

Customization Report.

Required to input the bank information in both Chinese and English.

Standard Funciton

AP Payment Printing Process

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This process covers identifying strategic sourcing opportunities and collecting aggregate demand for specific sourcing requirements.

Analyze Sourcing Requirements

PR0134

Primary Application Module

This process covers negotiating supply contracts. It includes administrating contractual and legal documentation and supporting supplier performance evaluations.

Supplier Contracts

PR0131

Enterprise Roles Plan to Schedule Requisition to Re ceipt – Direct

Process Definition This process covers functional management of procurement activity.

Implement Implement Revised Revised Cons traints Constraints • Implement the revised constraints based on the collaboration results.

PF3001 PF3001

Plan Plan Non–MRP Non–MRP Material Material KPI

Does ECN Implementation increase the revision number or constitute a different part number for the end product?

PF2028 PF2028

Manage Manage Production Production Forecast Forecast

Collect Collect Demand Demand Variability Data KPIVariability Data

PF3003 PF3003

4

CH-AP02

Supplier Data Maintainence Process

CH-AP03

AP Reporting Process

CH-AP04

Other AP Data Maintainence Process

CH-AP05

China required to build the interface between Oracle AP and the cheque printing system in order to use AP payment invoice data to print out cheques, transfer payment authorization letter (TT), and bank in slip document. Legal requirement all information related to supplier needto maintain in Chinese characters, which include the supplier name, address, contact inforamtion, and remarks. Legal requirement all payment transactions need to print out in details in each day with Chinese descriptions, debit balance, credit balance, and total from sun-ledger as a supporting document for the payable balance reported on Financial statement. Besides the local government also required to have a voucher number print out on each daily payment transaction report. Local requirement all bank related informtaion like cheques, TT instruction letter, and bank-in slip documents need to print in Chinese.

Test No

Input Data

Method To Validate

PUR-1304 Receive Items to Receiving Inspection

Header Information, Quantity, Subinventory and Acceptance Code

View Quantity On-Hand

PUR-1308 Approve Inspected Material

Test Case Name

Header Information, Quantity, Subinventory and Acceptance Code

Receiving Account Distribution Report

PUR-1305 Deliver Received Goods to Inventory

Check box to deliver

Receiving Transaction Register

AP-0101

Enter invoice batch and standard invoices

Multiple Client Invoice

AP-0701

Approve individual invoice w ithin a batch

AP-0802

Print checks and confirm payment batch

Run "Final Payment Register" and review

Return to Receiving

Receiving Transaction Summary

PUR-1315 Return Material To Receiving

Quantity and Return to Receiving

Transaction Status Summary

PUR-1311 Correct Inspected Quantities

Correct w ith appropriate code

Receiving Transaction Summary

PUR-1307 Reject Inspected Material

Check Exceptions Box in Window

Receiving Exceptions Report

PUR-1316 Return Material To Vendor

Quantity, Supplier, RMA Number

Enter debit memo based on return to supplier Client Debit Memo details

Receipt Adjustments Report Query of the Debit memo or run "Invoice Register (R2i Modified)

Printed checks The appropriate quantities in Inventory, Receiving or Expensed are updated to reflect the correction Inventory and Receiving balances reflect the quantity to be returned to vendor The corrected inspection quantities appear as non-inspected in Receiving Inspection Query the receiving transactions and verify the rejection is documented; the status for the Inventory or Expense balances reflect the quantity of material returned to the supplier and PO Approved debit memo invoices

AP-1201

Post AP invoices only to GL

Client Invoices

AP invoices transferred to GL and imported

AP-1202

Transfer AP payments only to GL

Client Payments

AP payments transferred to GL and imported

System Interface.

Standard Function Required to input Chinese information in supplier master table.

Inventory balances reflect delivery to inventory

Query on the invoice in the Invoice Invoice Batch and Invoices created Workbench; verify the invoice is approved or run "Invoice Register" report Query the invoice in the Invoice One invoice w ithin a batch is Workbench or run "Invoice Register" approved report for all Unapproved invoices

PUR-1310 Correct Delivered Quantities

AP-0202

Expected Result Items w ith a routing of "Inspection Required" cannot be delivered to inventory until they are inspected Query the receiving transactions and verify the approval is documented; the status for the

Planning for R12

Global Program Management Effective Program Management is the foundation for a successful project Program Management Project Management

¾

Planning & Tracking Scheduling Budgeting & Financials Vendor Management Project Rollups Dependency Management

Change Management

¾

Organizational Change Management Executive Alignment Issue Management Risk Management Change Control

Knowledge Management

¾

Document Management Deliverable Reuse Management Reporting Test Case Management Knowledge Transfer

Requirements Management Collaboration Quality

¾

PMO Processes

¾

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¾

PMO Tools

PMO Competencies

Some of the New Features Oracle R12 Enhancements

Planning for R12

Oracle R12 Migration Considerations and Advantages

Enhanced User Experience

1

Multi Org Changes and MOAC

6

2

eBusiness Tax

7

Highly Configurable – personalizations, OA Framework, BI Publisher

3

Subledger Accounting and secondary ledgers

8

Matching COGS to Revenue and Subinventory Accounting changes

4

Payments – TCA for Suppliers and Banks

9

Enhanced Security

5

Enhanced Business Process Mgmt.

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10

Simplified flows & Interfaces

Over 2,500 enhancements

Lessons Learned Oracle R12 potential gotcha

Planning for R12

Business Trade Offs Ô Phase in approach to R12 – upgrade first then gradually implement enhancements Ô Go live with ‘Big Bang’ approach (Major Business Transformation) Ô Longer timeline required

Ô R12 has a larger footprint Ô need to evaluate the computer resources, server capacity

Ô R12 upgrade vs. upgrade to 11.5.10 Ô Leverage the benefits and new features of R12 Ô Avoid the necessity to engage in another project down the road

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Planning for R12

Additional Lessons Learned Ô Not Your Father’s 11i Apps architecture – Ô Not a one to one relationship

Ô Incomplete setups in 11i will cause problems Ô Diagnostics can be run on each application VERY HELPFUL!

Ô AVOID DATA CORRUPTION Ô Complete all payments in Payables and transfer them to the General Ledger before the migration

Ô Do not make assumptions on R12 functionality Ô TEST!

Ô Changed names of standard reports did not get upgraded Ô Migration issues: Ô Data needs to be verified and tested Ô Scrub!

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Planning for R12

R12 Perspective Ô We strongly recommend formal R12 Training Ô Confirm detailed requirements and process Ô Start Development early Ô Create unit scripts and business scenarios which reflect the requirements and are auditable Ô Functionality replacements Ô The R12 Receivables’ ‘Advanced Collections’ replaces 11i’s collections function Ô The R12 ‘Payment Manager’ replaces the 11i payment function

Ô Update the closing process checklist Ô End users need to thoroughly test and sign off prior to Go-Live Ô Ensure end users are trained Ô Engage, Engage, and Engage the business…..

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Planning for Oracle R12 Æ Click here to download white papers on R12 from our “Is R12 Right for You?” resources page

OAUG & IT CONVERGENCE Planning for R12

R12 Preparing for an Oracle R12 Upgrade Oracle R12 HRMS Recruit to Pay Oracle R12 HRMS - Implement Oracle HR Incorporating Localizations into an Oracle Footprint Expediting Month End Close with Oracle R12 Documentation and Compliance with Oracle Tutor & UPK Oracle's Discrete Manufacturing Process Oracle R12 Financials New Features Oracle R12 Supply Chain New Features BUSINESS INTELLIGENCE OBIEE for Administrators OBIEE for End Users Reporting Options for Oracle E-Business Suite ORACLE 11g Oracle 11g Real Application Clusters Administration ORACLE 10g Oracle 10g Database Administration

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Planning for R12

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Planning for R12

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