Infosys’ blog on industry solutions, trends, business process transformation and global implementation in Oracle.

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April 19, 2017

Mergers and Acquisitions - Oracle SaaS to the rescue!

Mergers and Acquisitions (M&As) are time-tested strategies adopted by companies small and large to strengthen their market position and beat competition. In this process, parents usually acquire or merge with entities that are smaller or larger than themselves or of comparable size as theirs. Companies that get acquired could operate in niche areas, possess rare skills and be winners in their business arena. For the consolidation to be successful and yield results, business objectives & strategies need to align/complement, corporate/work cultures need to harmonize and business process synergies need to be realized

Continue reading " Mergers and Acquisitions - Oracle SaaS to the rescue! " »

April 10, 2017

Building customizations (RICEFW) on Oracle SaaS

 

In the current IT landscape, there is a huge spike in companies adopting software-as-a-solution (SaaS) cloud applications to realize benefits like business agility, quick time to market, and cost optimization. One of the fundamental challenges that organizations face in adopting SaaS applications is exact fitment to their business needs. In most scenarios, organizations need to customize or extend the SaaS applications to meet their specific requirements. So, how do these customizations differ from the traditional on-premises application customization?

 

During on-premises Oracle applications implementation, these customizations are done through additional configurations and custom extensions built on top of the core functionality. RICEFW (Reports, Interfaces, Conversions, Enhancements, Forms and Workflows) objects represent requirements that are not currently supported within the core functionality of an Oracle Application module, and thus require additional technical development to satisfy the functional requirement of an organization. While this was achieved in on-premises world using Oracle developer tools like reports, procedural language / structured query language (PL/SQL), forms, Oracle Application Framework (OAF), and workflows, the same tool sets are not applicable for building RICEFW for Oracle SaaS applications like CX (Customer Experience) , Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Human Capital Management (HCM) on cloud. There is neither direct access to database schema nor option to alter the schema in Oracle SaaS.

 

Technologies used to build RICEFW on Oracle cloud

 

Reports

 

Following are the tools used to create analytical and transactional reports that are not available as standard reports in Oracle SaaS:

 

Available within Oracle SaaS

 

Oracle Transactional Business Intelligence (OTBI): The tool is built on the power of Oracle's industry-leading business intelligence tool - Oracle Business Intelligence Enterprise Edition (OBIEE). This allows users to build powerful data visualization with real-time data that highlights data patterns and encourages data exploration instead of delivering static flat reports.

 

Smart view: With the smart view desktop tool, users can create or run OTBI analyses within MS Excel, Word, or PowerPoint and save them back into the OTBI catalog in real time.

 

BI publisher: It is a reporting solution to author, manage, and deliver all your reports and documents easier and faster than traditional reporting tools. It is pre-integrated with Oracle and works seamlessly with OBIEE, e-Business Suite, PeopleSoft Enterprise, JD Edwards Enterprise One, Oracle Hyperion Planning, and Oracle Application Express (APEX).

 

Available with Oracle PaaS

 

Business intelligence cloud service (BICS): BICS can combine data from diverse sources and quickly create rich, interactive, analytic applications and reports. Data is stored in the Oracle Database Cloud Service, which is hosted on Oracle Public Cloud.

 

Interfaces

Following are the tools to build interfaces for external systems in online and batch mode:

Continue reading " Building customizations (RICEFW) on Oracle SaaS " »

April 8, 2017

How 'impactful' are your Talents for future....

 

It was interesting to watch the panel discussion about 'Fourth Industrial Revolution' at WEF, Davos earlier this year. Ever since, this new phrase 'Fourth Revolution' has been making headlines across all print, visual and social media. While it may sound 'sky is falling' right now, the phrase 'digital refugee' (referring to people losing jobs due to Automation and Artificial Intelligence) is quite intriguing.

Watching and reading all this, there is a clear and alarming sense of urgency to plan and shape-up for future. Experts in Organizational Dynamics point out that this drive to transform the entire mind-set of the organization from grass root levels, could be a major change management exercise. So, the big question is how do Enterprises plan to build or shape-up their workforce for future skill needs? How do they bring down this plan to individual level and measure it to succeed ? What is the time on-hand to make this enormous shift..?

 

Today's approach is just not enough !

Clearly, today most Enterprises might be in a 'Talent Steady' state - the change in skills required to run business are more or less defined and repeatable. Today, Enterprises' track 'Talents' under the name of 'skills', 'competency' etc.. associating skill taxonomy and skill-level to these parameters. Subsequently, workforce is tagged to a defined skill set and measured for the skill-level which they demonstrate at assigned work. This is measuring 'Talent' just in one dimension - 'completeness'.

Come tomorrow, Enterprises need to plan a massive renaissance to acquire new skills. Lets call this 'Talent Shift' state - where Enterprises have to focus on rigorously de-skilling and up-skilling workforce for future while the current work is being attended to. This is more an organic change, a transformation from within. In a more metaphorical sense, in future, Enterprises need to realize that employees are no more Employees but 'Talents'. This is akin to the proverbial joke about the 'heart surgery' carried out while the 'heart' is still beating! Hence, time is of the essence in future. Measuring Talent for 'completeness' alone is not enough. Talent needs to be associated with 'Impact' going forward and the impact created by each individual's Talent needs to be measured.

Being an 'impactful' Talent is the key 

Going forward, this 'impact' needs to be measured under 'Behavioral Skills' for every individual - at onboarding and subsequent performance evaluations - as this is associated with talent behavior pattern. I call this, 'Talent Quotient', which will be a key data-metric for measurement at individual level.

Once this is done, workforce needs to be grouped under following categories:

Original Thinkers

As the name suggests, these talents are unique, path-breaking and innovative. These individuals create and co-create useful stuff for an organization - solutions, view-points and deliverables etc... In summary, they are responsible for the intellectual asset building for an Enterprise.

Catalysts

These people are the leaders and adapt to change quickly. While adapting themselves to change, they influence others, enable them and deliver results thus working as 'Catalysts'.

Followers

Obviously, this category covers the foot soldiers who 'do' things. They follow the 'Catalysts' and work under their leadership and guidance.


Lets see the distribution of this 'Talent Quotient' across various category of companies to illustrate the utility of this metric 'Talent Quotient'.

A product company, which plans to undergo a 'Talent Shift' state, needs to have 50% - 60% of Talents categorized with 'Talent Quotient' as Original Thinkers and Catalysts. This is because asset creation is an important imperative for a product company and talents have to be shaped up accordingly.

Likewise, a Company primarily running on Services side and plans for a 'Talent Shift' state, might need Talents with 35% - 40% under 'Original Thinkers and Catalysts. This is because of the adherence to processes / SOPs and the extent of leg work in a Service industry.

Similarly, we can derive more examples and data metrics for various industry segments or stream of work (Consulting, Administration, Operations etc,,). To reemphasize the hypothesis, the speed at which an Enterprise moves to future state is completely dependent on this mix. Unless, Enterprises measure 'Talent Quotient' of their workforce, the so called 'Talent Shift' is not a smooth journey.

How does this 'Talent Quotient' impact a Talent Management cycle

Enterprises need to plan carefully to manifest this metric in the current Talent Management processes.

While, the individual treatment varies from Enterprise to Enterprise based on the nature of business and philosophy of Talent Management practices, following is an illustration of how this metric 'Talent Quotient' impacts the Talent Management cycle.

Onboard

Develop

Evaluate

Reward

Retain

Impacts the skill taxonomy

Impacts the Learning Development plans of workforce

The KPI 'Talent Quotient' needs to be measured under Behavior Skills

Create different CnB packages based on the 'Talent Quotient'.

Create retention plans and clusters based on 'Talent Quotient'.

Impacts the hiring slots and budgets

Changes the Personal Development Plan of the individuals

Determine a continuous mechanism to assess this metric

Determine the Reward mechanism to reward on 'Potential' along with Reward on 'Delivered Results'.

 

 

Summary

With changing times and advent of AI & Automation at work, the future workplace is going to see lot of changes. Enterprises need to undergo a big 'Talent Shift' from their current state. They need to figure out new mechanism to identify and track 'talents' that speed up the process of this 'Talent Shift'. Tracking the 'Talent Quotient' of individuals with their workforce will help Enterprises to make this transformation much faster within. You know, Upcoming newer times need renewed approach!

March 22, 2017

***Chart of Account (COA) Design Considerations***

Chart of Account (COA) structure is the heart of an ERP implementation enabling business to exercise its day to day operations. This has very influence on how an organization wants to record monetary, contingent and statistical impact of different transactions taking place across the line of businesses, report it out to external entities to fulfil regulatory and statutory requirements, leverage it internally to gain insight on performance of different departments on both top and bottom lines. In order to be able to embark efficiently on these essentially require a modern chart of account mapped to different business modalities and dimensions that does not only takes care regular requirements as said but helps facilitate automation, rein in need of creating duplicate segment value pool, one segment does not override others i.e. maintains uniqueness of purpose mapped to each segment etc. Investing enough to lay down the foundation of COA structure would be the first step to lock down a successful ERP implementation and to drive innovation for businesses throughout the life of application. Note: Combination of segments (e.g. Company, Department/Cost Centre, Account etc.) forms a Chart of Account.

There are numerous essential characteristics including, but not limited to, below 5 that must be considered while designing COA structure:

Selection of business modalities/dimensions as segments of COA:

The selection of modalities as segments is not an objective matter but a very subjective in nature. While some are mandatory one irrespective of everything and anything but some are invariably vary based on types of industries, organizations and products or services offered, geographies where businesses have its operations, internal and external reporting needs, future considerations and volume of inter or intra company transactions etc. Each one of these are key drivers to design an idealistic, futuristic and holistic chart of account. For an example, manufacturing organizations may want to consider cost type as a segment to represent say fixed and variable cost in order to better assess contribution margin at the product level. They may look at a segment exposing sales destination location of a product to clearly articulate the strategy for multi-fold growth in determined geographies. In banking industry, companies may choose to introduce reference to a relationship manager/cost centre in order to measure performance at product portfolio level. In retail industry, looking at product categories instead of individual product can be the favourable option.

One segment should not override or make other ones redundant:

This is one of the vital discussion points while designing a COA structure in any ERP systems. While a thought leadership on this can offer long term benefits to organizations in account of easier maintenance, minimal master value pool for each segment, no duplication etc. On the other hand immature decisions, however, may erode the benefits eventually. A COA structure and value set for each segment should intelligently be designed in such a way that one segment does not make other one redundant, does not enforce introduction of similar type of values for a segment and most importantly they must be structured "relative" to each other. To understand it better, let's take an example of a COA structure that has 4 segments called Company, Cost Centre/Department, Natural account and Sub-Account. There are 3 companies COMP1, COMP2 and COMP3 and each company operates with its 4 own departments as Sales, IT, Purchase and Inventory. As a strategic and sustainable approach, a) one would recommend only 4 different cost centre value sets representing each of the 4 departments. These 4 can be associated with either of the 3 companies while actual transactions are taking place. On the other side as a poor design, b) organization can undoubtedly be enforced to introduce 12 different cost centre codes representing 4 departments working for 3 different companies. It is self-evident that option "a" firstly cascades the behaviour of relativity where Cost Centre is relative to a company and thereby does not lead to a redundancy and secondly avoids creation of duplicate codes for similar type of departments. This can further be well understood with postal code numbering system where it navigates through State, District and finally City. Here City is relative to a District and a District itself relative to a State for a given country. In regards to option "b", shortcomings are clearly countable as creation of duplicate codes while departments are of similar nature for each company, can't share segment values, certain to experience huge volume of cost centre values over the period of time etc.

Automation for Intra/Inter Company Transactions:

Organizations like GE who has leading business presence almost all over the world deal with huge volume of transactions b/t two or more internal business units. Transactions taking place b/t 2 business units ideally lead to inter/intra company transactions and that is where it is essential to consider a placeholder for inter/intra company segment in the COA in order to efficiently track referencing inter/intra company and enable opportunities for automation. ERPs like Oracle Application R12/Fusion Cloud offers an automation to create inter/intra company accounting entries by introducing pre-configured rules. For example, Oracle Fusion Financials automatically creates Intercompany Payable accounting entry corresponding to the Intercompany Receivable inter/intra company accounting entry by looking at the rules. Such entries have a counterparty reference in the COA code combination as in company (balancing segment) and designated inter/intra company segment.

Give meaning to each digit/character within a segment rather than just treat as code:

While a business meaning is tagged to each segment, a COA design can further be advanced by injecting an appropriate meaning to digits or characters within a segment. For example instead of just coding a company as COMP1 with no meaning to individual or set of characters, one can strongly advocate for "013060" where first 2 digits represents Country, next 2 region and last 2 State. Such logical combination may take away the need of an individual segment in a COA to signify location. This is additionally very helpful for easy reference.

Business Rules With Valid COA Code Combinations:

In regular business practice while creating different transactions, allowing only valid COA code combinations is usually the core business requirements. For example, although a COA code combination with Cash Account does not require any specific product code however the same would be needed while booking revenue. Thus, identification of such scenarios and implementing rules accordingly in the system is the key to rein in undesired code combination values.

Oracle Financial Accounting Hub (FAH) - A True Value Enabler

For any business organizations, recording accountings for its different transactions taking place with internal or external entities is an obvious objective. It is essential to measure the overall performance of the organization, gain insight to penetrate the new markets and to control cost expenses, fulfil the statutory and regulatory reporting requirements and so on. To efficiently support all these any modern organizations need a reliable, scalable, centralized fulfilling global and local accounting requirements, quick enough to implement a change and importantly economical solution. The answer is Financial Account Hub (FAH) and embarking on it is a first step to plant a foundation for innovation. FAH is an intuitive accounting engine that consumes business transactions' attributes interfaced from legacy systems, apply the accounting rules and mapping to eventually create accounting entries. For a better reference and understanding, it is similar to Sub-Ledger Accounting (SLA). While SLA is an accounting processor for business transactions originated from different sub-ledgers like AR, FA and AP etc within Oracle ERP, FAH is to deal with transactions originated from legacy systems and interfaced to Oracle ERP. Here are the 5 key value enablers that innately help drive organizations to inject FAH in their accounting solution footprint:

 

Centralized Accounting Solution:

In a traditional approach, consider a scenario where accounting entries are created for 10 different types of business transactions in 10 different front-office systems and finally interface it to Oracle where general ledger operation is supervised. This apparently counts some of the inefficiencies like:

a) Maintaining business accounting rules in 10 different systems

b) Requiring multiple resources with different product specific skills to implement accounting solution, change and support.

c) Lack of governance and control over accounting

d) Lost opportunity of reusing different components e.g. mappings and common accounting rules.

e) Have to invest on front-office applications for something which they don't primarily mean to do.

To overcome all these, FAH is one of the best options that offers centralized accounting engine empowers organizations cultivating a strategic roadmap to consolidate the accounting solutions lying at different places to just one at enterprise level.

 

Quicker and easier implementation:

Unlike Oracle EBS 11i and prior lower versions, both Oracle EBS and Oracle ERP Cloud offer front-end configurable capabilities to mimic business accounting rules on FAH setup components to eventually derive accounting entries for interfaced business transactions. Configurations are simply divided into logical groups likes Accounting Derivation rules, Journal Line Type rules (Dr and Cr) and optionally line/header descriptions rolling up starting from transaction, application, accounting method and finally to ledger. All these are configured corresponding to its relevant entity, event type and class model. An accounting solution for an interface can be ready in one month or so. 

 

Minimize dependencies on IT teams for maintenance:

Unlike custom accounting solution, most ongoing maintenance requests like capturing additional details to the journal line description can easily be achieved without even involving developer and a code change. Consider another scenario where there is a regulatory requirement to book asset expenditure to expense account instead of asset account for certain asset categories. Unlike in traditional back-end accounting engines where a medium size IT project may require, FAH can deliver it to business as part of the BAU processes without involving IT teams and notably in a quicker, easier and cheaper manner. In this particular case, accounting derivation rule will require a change to accommodate expense account for certain asset categories.

 

Capability to handle exceptions and complex mapping/rules:

While FAH is capable of handling most of accounting requirements with out-of-the-box configurable features, it also provides a powerful custom source concept where you can code your own accounting logic and link it to a custom source available for use in FAH. Consider a scenario where you want to derive BSV (balancing segment value) of COA based on the complex mapping and exceptions, a custom source can be defined for the same linked to a custom s/w code. FAH invokes the custom source at run time while interface processing to derive the BSV based on the logic coded in the custom s/w program.

 

Cost avoidance:

With FAH is in place for interface processing, organizations can avoid multiple licensing cost by eliminating the need of licenses for all front-office applications having its own accounting engine. It naturally avoids the salary costs needing for product SMEs with different skills set related to core legacy systems.

 Thus, FAH is categorically a strategic accounting hub be it Oracle EBS or Oracle ERP Cloud that offers agility extensively enabling modern organizations gain radical benefits of faster responsiveness to the regulatory and statutory accounting requirements, cost effectiveness, and importantly consolidation of accounting solution on a single platform.

March 1, 2017

Key Productivity Tools you need in your Incentive Compensation Application-Part 1 of 2

Many a time while choosing an Incentive Compensation application, companies tend to focus on core capabilities like crediting, incentive calculation and reporting capabilities. Less attention is paid towards productivity tools that are required by administrators to run the application smoothly and efficiently. In the absence of such tools, even the best equipped applications fail to "Go-Live".

In a series of blogs on this topic, I will attempt to list and describe the set of productivity tools that sales and incentive compensation administrators should be looking for when they are shopping for their incentive compensation application.

Let's start by looking at a standard flow of the incentive compensation processes and then focus on the productivity tools that are required at different stages. Not all stages will be discussed in these blogs as every stage may not require productivity tools. Below process flow uses terminology from Oracle Sales Cloud-Incentive Compensation although other products will have similar flows.


IC process.png

 













Import Participants- This process step may encapsulate tasks like creating salesreps and sales managers in the application along with updating their attributes. Below productivity tools may be relevant here

-Ability to import/create salesreps from an external file/tool. Typically the field level information in this task includes salesrep name, manager details etc.

-Ability to update salesrep attribute information using an external file/tool. Salesrep attributes are typically fields like country, home currency, role etc. Note: Where multiple currencies are involved, it is also useful to have the ability to import currency exchange rates through an external file.

 

Configure Crediting Rules- Crediting rules define who receives how much credit for a business transaction. Multiple criteria maybe be used along with defining some sort of a hierarchical structure to enable 'rollup' of credit to managers if required. If the number of salesreps in your organization are high, these may lead to a high number rules to create and manage. Adding to that, if multiple criteria are involved, the number of clicks required in the applications to do this activity increase exponentially. Hence a productivity tool that enables below becomes very important

-Ability to mass create and maintain credit rules through an external file or tool.

 

In subsequent blogs, we will look at productivity tools that can be used in other steps of the Incentive Compensation process. 

February 17, 2017

A Guide for PAAS Solutions on Oracle Sales Cloud

 

Introduction:

Technology innovation is driving competition in almost every industry today. Due to this it has become essential to provide clients customized solution which help in simplifying their business processes. Moreover to keep pace with the changing times the shift has been towards cloud computing which provides access to a large number of applications through the internet, hence being available anywhere & anytime. Oracle Sales Cloud is one such application which helps in simplifying your sales and customer experience process to bring in more agility to the business processes.

Oracle Sales Cloud's Customization tool (Application Composer and Page Composer) enables us to customize the CRM offering for specific client. With the help of these tools, we can customize UI elements, modify dashboard and springboard, customize data model, and create interfaces to be connected to other systems in enterprise.

Usually the best practice to be followed here is to use Oracle Sales Cloud extensibility framework to achieve any given Business Use Case, however there may be cases where they tend to be suboptimal in addressing the business case. This is where PAAS comes into picture, which adds to the existing benefits of Service infrastructure and brings about the required innovation in cloud services.




PAAS Architecture:

         


 



Oracle Platform as service is composed of several platforms which can work together and enable us to form cloud solution for different use cases. Listing down the few such cloud PAAS offerings:


  • Java Cloud Services:The Platform as a Service solutions begin with Java Cloud Service (JC) which is a Web logic Server hosted on cloud. Through this service ADF application can be deployed. Oracle also offers some web based tools to monitor performance and logs for debugging. We don't have access to command line shell.
  • Database Cloud:Oracle Database Cloud is same familiar oracle database now in cloud. All the features of Oracle Database on premise will be available on cloud as well. Java Cloud Services and DB Cloud, enable us to start building apps faster. Performance, statistics and customization on Oracle DB can be done using Oracle Application Express. It is very user friendly tools for database customization as per customization.
  • Oracle Developer Cloud:Oracle Developer Cloud provides development tool for building application on cloud. It provides Version Control and deployment of application on Oracle Java Cloud Service.


However it's important to note here that not all offerings are required to build PAAS solution. With the help of Java Cloud Services alone, ADF application can be built to post or retrieve data from Oracle Sales Cloud.


PAAS Patterns:

Let us look at the different PAAS patterns that can be utilized.

       



  • Custom Application using ADF\OSC Objects: Leveraging the Oracle Sales Cloud extensibility Framework Application Composers (UI extensibility, Custom fields/objects, groovy scripts and custom subject area), Page Composer to customize Oracle Sales Cloud. Oracle sales Cloud functionality can be enhanced by building custom Java application using PaaS platform (JCS/DBCS). Custom UI using ADF, data binding using Oracle Sales Cloud web services (Soap\Rest) and custom objects using Oracle Cloud Services can be done as part of custom PAAS application.


  • Custom Mobile Application can be built using DB Cloud and Rest Services as well as JCS Bridge.


  • Integration with third Party (On Premise\Cloud) Application: Oracle Sales Cloud can consume Soap based Web Service and the same can be invoked from UI. If there is case where target system supports Rest based services then we can build custom Java Application on PAAS as a bridge.


  • Oracle BI Cloud to build custom Reports using Data from multiple applications (CRM\ERP): Oracle Business Intelligence Cloud Service (BICS) is Oracle Cloud offering with advanced Analytical Capability. It supports both desktop and mobile capabilities. Oracle BI Cloud Service is built around OBIEE 11g.  Oracle provides thin client repository editor which enables us to quickly built application around data collated from multiple sources.


  • Oracle Doc Cloud to sync content from various sources (CRM\CPQ, Mobile and Custom Java Application): Document on the go is the business requirement of today. Oracle Doc cloud empower with sharing and collaboration capability. With sharing we need robust security as well which oracle cloud provides. It provides support for cloud as well as on-premises Doc integration. Oracle Doc Cloud provide API support for Rest\Soap to enable external application to integrate with Oracle Doc Cloud.



Custom Application using ADF\OSC Objects


To understand the PAAS usage in OSC better let's look at a detailed USE Case.

Use Case: In a partner driven organization there is a requirement to have an interface for Partner Registration to enable a partner to register. To achieve this we need to follow a set of guidelines.

  • User Interface for custom application
  • Identify Data Elements for custom application
  • Identify Services to render data from Oracle Sales Cloud in Custom Application
  • Identify Services to push data to Oracle Sales Cloud.
  • Technology used: ADF, Rest\Soap API   

     

Solution Approach:

For this Use case there is a requirement to display list of countries which are enabled in Oracle Sales Cloud (OSC) however we don't want to create duplicate data for geography as it would lead to maintenance problem. In order to achieve this we followed below solution after discussion with oracle.

  • Extract Data from Oracle Sales Cloud
  • OOTB no Web Service is available in Oracle Sales Cloud which will expose geography data.
  • Maintain Data in Oracle Sales Cloud for Geography by using custom Object. This Custom Object will maintain hierarchy of Country\State.
  • Custom object data can be extracted using Soap Web Services. Use the same to display data
  • Data Picker in PAAS Page.


Next, dynamic constrained data picker in PAAS Page needs to be created, wherein the Data in picker is going to come from OSC. We want to restrict the list of Distributors to only show those based on state selected for Partner. State is maintained as related object in Oracle Sales Cloud. Oracle Sales Cloud Soap Web Service provides the feature to query on Parent object using nested query. Refer to Oracle Sales Cloud documentation for nested query criteria to filter entities based on address.


Finally Partner Registration Approval Process needs to be enabled. OSC has Partner Approval BPM however as soon as Partner is created from PAAS, page approval should not be triggered. When Partner is created Email should go to the Partner asking him for confirmation that he wants to go ahead with approval process. Once Partner confirms then only approval process should be triggered. To achieve this we need to:

  • Use Oracle Rest Service to Register Partner with approval trigger flag marked as N.
  • As soon as Email is confirmed call Oracle Rest Partner Service with approval trigger Flag marked as Y. As soon as this request is received then Partner BPM approval process will be triggered.

Conclusion:

Oracle PAAS provides us more power, agility, and advanced features to customize CRM as per client needs. In order to utilize feature of Oracle PAAS we need additional time, additional expenses and more technical expertise. We should look at benefit it will bring to business before exploring the option of PAAS Solution for OSC extensibility.




January 30, 2017

Customer Experience cloud options for Telcos

 

The Telecom industry is experiencing a major shift from traditional on-premise to cloud based solutions. This shift is more pronounced in the Customer Experience (CX) and Billing areas as these BSS solutions provide the front end customer experience and are typically the first to be targeted for transformation and modernization. The cloud based solutions provide a richer digital customer experience, along with the other SaaS related benefits.

Continue reading " Customer Experience cloud options for Telcos " »

December 6, 2016

Oracle Fusion Opportunity to project integration


In most of the service organizations, internal resources are utilized while pursuing the proposal of customer (Opportunity) to get the new business from existing or new customer. However, the internal organization efforts are not tracked in detail level. If the organization tracks the indirect pre-sale effort / resources utilized for the opportunity, it can give more clarity on how to make use of these resources efficiently. It also helps to identify / track the indirect cost used for Opportunity. This could support organizations in budgeting and resource utilization.

Oracle Fusion Application provides integration between Oracle Sales Cloud (OSC) and Oracle Project Portfolio Management (PPM) to track and plan the indirect pursuit pre-sale cost for Opportunity also it will help to plan, budget, track and execute the delivery of opportunity once organization won the new business.

Following project types can be considered for Opportunity.

·         Pursuit project

It is an indirect project type, which tracks the pre-sale non billable pursuit cost of Opportunity, including staffing, travel, and other expense.

Project manager / opportunity owner creates corresponding pursuit project when the Opportunity gets created. He plans the budget according to the effort / resources / expenses required for the Opportunity. Opportunity owner raise the resource requirement for pursuit project which gets fulfilled by resource manager as per availability. Project team starts working on pre-sale work of Opportunity and charges the time sheet on corresponding pursuit project. All expenses are submitted on pursuit project. Every pre-sale opportunity pursuit costs like expense, procurement, and time card are collected on pursuit project. Opportunity owner / project manager executes the budget to actual cost analysis to review the project performance according to the budget and raises any change request if required.

Once the pre-sale activity of Opportunity get completed, corresponding pursuit project will get closed. So, no more cost will be charged on the project. Opportunity's pursuit budget to actual cost details provide better clarity on organization's indirect cost spending on multiple opportunities to plan it effectively for better outcome.

 

 

Pursuit Project.jpg
















 

·         Delivery project:

It is a contract project, which plans and tracks the delivery / execution of opportunity with planning, staffing, budgeting, billing, and revenue forecasting.

Once the Opportunity won, corresponding Delivery project get created. Project manager plan the project delivery with effort/resources/expenses required and prepare the budget for the Opportunity delivery. Project manager will raise the resource requirement for delivery of project which will get fulfilled by resource manager. Project team will start working on delivery and will charge the time sheet on corresponding delivery project. Any expenses occur will get submitted on project. All the delivery cost like expense, procurement, time card will get collected on delivery project and revenue will get generated accordingly with customer billing as per milestone achieved. Opportunity owner/Project Manager perform the budget to actual analysis to review the project performance as per budget and will raise any change request if any staffing or budget changes required.

Once the delivery of opportunity get completed, the corresponding delivery project will get closed, so no more cost/revenue/billing get charged/generated on project. Delivery projects budget to actual analysis provide better clarity on cost & revenue details of opportunity to track project performance to plan it effectively for better outcome.

 

Delivery Project.jpg
















 

The pursuit cost of all opportunities collected through pursuit project can be redistributed on multiple delivery projects at organization level.

Summary:

Opportunity to project integration provides more clarity on Opportunity's pursuit and delivery activity. Pursuit project helps to plan the pursuit of opportunity in a better way with available resources and cost budgets. It also provides clarity on actual cost-budget, resource availability, and other details for pursuit activity performance evaluation at organization level for better decision making.

Delivery project serves to execute the delivery of opportunity in better way with in details planning including staffing with cost and revenue budget. It helps to track the real-time progress, which helps to take key decision for opportunity delivery. The project also provides clarity on actual cost and revenue to budget for reviewing financial performance of delivery project.

Opportunity to project integration helps to track the pursuit and delivery activity of Opportunity at granular level with better control.

 

 

                                                

September 14, 2016

HR-bots and baby day-care centers: How today's Enterprises are balancing their HCM initiatives

 

At times, your organization's HR team may have to plan extreme human capital management (HCM) initiatives that can leave you perplexed about where it's all heading. Well! These initiatives are a result of the sky high expectations from chief human resources officer (CHRO) and HR teams in an organization.

Recently, an Indian IT services firm created around 22 bots to perform HR functions using artificial intelligence (AI). These bots are being integrated with the existing HR software platform that the company sells, thus bringing a high-end 'robotic experience' i.e. without the intervention of humans, to the otherwise mundane HR transactions.

On the other side, large tech companies are now providing on-campus, toddler daycare services, in an effort to improve their employee-friendliness and bring a 'human touch' to employee relations.

These two anecdotes best summarize the extreme HCM initiatives ('face-less' to 'humane') that typical HR functions have been undergoing in recent times.

Given their offbeat nature, it is interesting to analyze the various factors influencing the planning and execution of such human capital management (HCM) initiatives. To be more methodical about this analysis, we will categorize these factors as 'behavioral,' 'ecological,' and 'positional.'

Behavioral factors

As the name suggests, behavioral factors revolve around the 'perceived behavior' of your HR teams, and the associated HCM initiatives which determine how employees perceive the HR teams in an organization.

Recent HCM initiatives introduced by various enterprises across the globe point to the following patterns:

  • Big shift in the mind-set towards employee engagement / satisfaction

As mentioned above, the introduction of toddler daycare, on-campus, is an excellent example of this shift. Alongside, Tech companies like Microsoft, Infosys, etc. have already announced that they are 'removing the traditional bell curve for employee performance' appraisals. In fact, several companies today also take pride in announcing themselves to be 'flat' or 'no-hierarchy' organizations. Introduction of more work-from-home opportunities and informal dress codes are some other moves made by them, considering 'employee satisfaction' as a key parameter in designing HCM initiatives or policies.

  • Need for increased communication

Enterprises today have realized the undeniable need of employee communication. Therefore, each enterprise is creating layered HR teams to address employee concerns. This could encompass initiatives like location-specific HR teams, business group-specific HR teams, creating 'grievance cells' to handle employee issues, and introducing 'employee buddy' programs to handle the onboarding of new employees.

  • Ensuring cross-cultural diversity and a strong gender-mix

One of the largest shifts visible today is in an organization's efforts to introduce gender diversity in their enterprise. Similarly, global organizations carry a huge onus of ensuring improved cross-cultural diversity in their teams. Enterprises with high diversity are good examples to emulate, as they are seen to have more 'open' and 'fair' HR policies; which is, again, a positive behavior from the HR team that employees would look forward to.

  • Process simplification / standardization

While business complexity is increasing with every passing day, enterprises are hard at work, trying to simplify their processes as much as possible. HR is one good function within an enterprise, wherein process simplification or standardization, elimination of multiple approvals, and going paperless for almost all processes is fast becoming a standard practice.

Ecological factors

These factors are driven more by the outside environment or the 'ecosystem'. Although some considerations here are optional, most are crucial and mandatory, and to a large extent, define the HCM initiatives taken by various enterprises.

  • Technology trends

These include various tech-practices trending across the HCM ecosystem; such as, the rapid adoption of HCM cloud, increased use of HR analytics, and preparing for HR operations using machine learning.

  • Regulatory compliance

Strict adherence to Equal Employment Opportunity (EEO) laws, diversity rules, paid leaves of absence (LOA) standards, labor policies, minimum wages, etc. are governed by regulations or the law of the land. There is an increasing trend among global organizations to conduct HCM initiatives aimed at streamlining such regulatory compliance across various geographies of operations.

  • Data security / Personally Identifiable Information (PII)

Enterprises today face enhanced scrutiny of their data management, data access, and PII data protection practices. This is forcing HCM teams to design and implement several governing, policing, and grievance redressal mechanisms around various data privacy or intellectual property laws.

Positional factors

These HCM initiatives are designed to provide a positional advantage to an enterprise. They act as external or internal branding for the enterprise and are closely monitored by the organization's high-level executives.

  • Articulate the business value of HR

Enterprises are mandating their HR teams to demonstrate the business value of HR to the organization. In other words, most HCM initiatives today are driven by business value / key performance indicators (KPI) and focus on aligning HR to the organization's strategies.

  • Create a 'brand image' - like 'Best Employer'

Most enterprise want their HR teams to bring in new, market-leading, and employee-focused practices that culminate in achieving the coveted 'Best Employer' award. Recently, a private bank in India created an employee journey based 'Employee Experience' HR initiative, which was kind of a radical approach to handling HR transactions.

  • HR as a partner in innovation across the company

Enterprises today want their HR teams to propel a culture of innovation across the organization and be true partners in their modernization journey. This is driving HR teams to create newer policies / frameworks to nurture and propagate innovation within the teams. Recent HCM initiatives include redefining jobs / positions / AORs (Areas of Responsibility) to allow employees to manage their career working on multiple items beyond the regular work. It is just like allowing them to manage their careers as a portfolio. HCM initiatives are being designed specially to identify and incentivize an employees' contributions of novel or innovative ideas, above and beyond their regular, expected tasks / activities.  

  • HR as a strong propellant for an enterprise's value system

Today, most enterprises use their HR teams as representatives to communicate the company's value system. HCM initiatives primarily designed in the form of workshops, emails, sessions, campaigns, etc., using various gamification techniques, are meant to improve the awareness of the organizational value system within the employee population.

  • Continuous competency building

This is an age-old expectation from HR teams but receives very high visibility in today's age of 'talent wars' - in which an enterprise has to participate. HCM initiatives are now designed to empower the organization's workforce in skill-areas that are crucial to giving an organization the much-required 'competitive edge'.

To summarize, the changing needs of organizations to engage better with the  millennial employees and digital workforce -- employees who use smart-devices and are active on social networks --are mandating them to change their HR processes and applications in line with the future's needs.

This has made chief human resources officers (CHROs) and HR teams of organizations take proactive actions in addressing the expectations from various corners. The factors discussed above - behavioral, ecological and positional - influence most of the HR initiatives being planned and executed by these teams.

Be it HR-bots or toddler daycare centers --it is all for a good cause!

September 8, 2016

Internet of Things (IoT) in field service management (FSM)

In today's competitive world, real-time data and innovative service methods are vital for field service enterprises to ensure customer delight, increase revenues, and expand profit margins.

The IoT explained

The Internet of Things (IoT) allows machines to communicate with each other (M2M communication). It is built using a combination of networks that comprise of data-gathering sensors, devices, big data, analytics, and cloud computing, which communicate via secured and encrypted channels. Connected devices enable efficient predictive maintenance by constantly providing information on a machine's performance, environmental conditions, and the possibility of failures. IoT can connect machines on the field in order to record incidents in real-time into a semi-intelligent 'Gen-X' FSM system.

Integrating IoT with FSM software applications

Field service organizations always strive to consistently provide the best service experience to their customers, by ensuring immediate repair and maintenance of their equipment and machinery. By collecting data about the machine's health and performance from IoT sensors, organizations can leverage predictive and preventive field service to minimize device downtime.


Three primary traditional FSM challenges

Here are three primary issues that challenge the current reactive scenarios:

    Field technicians execute the job and fix the equipment after the issue is reported. However, the delay can impact business continuity, which in turn affects the operating profit margins


    Adding more field technicians and service trucks to the field comes at a cost and sometimes the increased capacity remains under-used


    Assigning more work to existing field teams can have a negative impact on SLAs and first-time fix rates. Even worse, it can increase the cost of travel and overtime

Essentials of a new-age FSM solution

A field service management system that integrates device sensor data, technicians, customers, and technology is the key to address these issues. It should function in a predictive and preventive mode with the following features:

    The FSM process, which includes issue identification, communication, incident creation, scheduling, and assignment can be automated, thereby ensuring zero disruption in machinery operations and no or negligible downtime. This not only increases productivity, but also expands operating profit margins

 

    Most FSM products can also automate incident creation, scheduling, assignment, and invoicing processes. Using IoT, we can predict upcoming issues based on sensors data analysis and auto-creation of incidents based on preset threshold rules

The workflow of a FSM system with IoT integration

Here is an outline of the flow of incidents in a typical IoT-enabled FSM system:

1.   Data from the equipment's sensors is collected and transmitted, using secured and encrypted channels, to a big data storage


2.   Big data management and analytics is used to parse and analyze for refined sensors data


3.   The IoT command console is configured with predefined threshold rules to identify errors and monitor the device's health and performance


4.   Incidents are auto-created in the FSM system whenever errors are detected


5.   Auto-scheduling, routing, and dispatching of field service technicians against the incidents is done based on customer entitlements, location, product, skills required for the job, technician's availability, parts availability, etc. via the FSM system


6.   A field technician performs the job at the customer's site; records the effort, parts used, travel time, and any expenses incurred; and then bills the customer


Workflow of Field Service Management application using IoT.

Six Solution benefits



Wind turbines: A case in point of how IoT integrates with FS systems

Failures in wind turbines interrupt power generation leading to lower productivity and higher system downtime, which result in varying energy production and higher operating costs. To maintain profit margins, higher efficiency and uptime are required.

Near-real-time analytics provides data so that FS teams can react faster and address the issues before they become mission critical, thus reducing impact and avoiding downtime.

The wind turbine's sensors collect real-time data that is analyzed and through which, auto incidents are created, service scheduled, and an agent assigned to fix the issues. Wind turbine sensors are also used to continuously collect operating temperature, rotor acceleration, wind speed and direction, and blade vibrations - all of which can be used to optimize the turbine's performance, increase its productivity, and execute predictive maintenance to ensure reduced downtime.


*** Authors: Haresh Sreenivasa and R.N.Sarath Babu **


Continue reading " Internet of Things (IoT) in field service management (FSM) " »

August 26, 2016

Sell Right. Credit Right. Reward Right

An effective and well-oiled sales engine is a key driving force for a global enterprise to succeed in an increasingly commoditized market place; therefore, a motivated and high-performing sales team is a must-have in this regard. Given today's ever-demanding customers and stiff competition, businesses aim to have an agile and nimble sales team.

Having said that, the numbers point to a dismal story -- only 58 percent of sales representatives achieve their quotas, down from the highs of 63 percent in 2012. Companies that fail to optimize their sales planning leave anywhere between 4 - 11 percent of their revenues on the table. That amounts to a staggering US$2 - 5.5 million for an enterprise with annual revenues of US$50 million.*

Therefore the challenges before a Sales Director today, have never been bigger -

·         How do I alter the sales team's behavior to sell what I want them to?

·         Can I find out, on a real-time basis, the achievers and the laggards in my team, so as to either incentivize or course-correct accordingly?

·         Is there a way to further optimize the total cost of sales?

·         How can I maximize sales productivity?

·         How do I promote healthy competition among the sales teams to achieve more?

The solutions to these challenges have never been simple either. The common thread that is at the core of the above challenges is the performance of front-line sales representatives.

A proven solution to such challenges, as seen from our past implementation experiences, is Oracle Sales Cloud Incentive Compensation (OSC IC).  

It provides sales directors and teams all the necessary levers to constantly monitor, trend and accurately execute appropriate incentive plans, in order to catalyze behavioral changes in sales reps to sell the right products and to get credited and rewarded accurately.

What does OSC Incentive Compensation offer?

The solution covers every aspect of sales incentive compensation. It includes user-friendly, wizard-driven, configurable artifacts that complement core processes of transaction collection, classification, crediting, calculation, and commission payouts. Added differentiators include self-service dispute resolution and real-time analytics capabilities.


OSC IC.jpg

 

What are the outcomes of having OSC IC as a modern Sales Compensation System?

Business challenge

OSC IC solution

Outcomes

How do I alter the sales team's behavior to sell what I want them to?

 

·         Ability to tailor compensation plans and sales targets on an on-going basis in order to realign the focus on products, geographies, and customers in-line with organizational objectives

·         Quickly penetrate markets with newer products and thus reduce the overall time-to-market

·         Drive the sales force to sell the right products

Can I find out, on a real-time basis, the achievers and the laggards in my team, so as to either incentivize or course-correct accordingly?

 

·         Real-time reporting and embedded analytics provide insights on the performance of sales teams

·         Identify weak spots in sales teams to plan and execute training programs whilst revisiting quotas and incentives for high-performers

Is there a way to further optimize the total cost of sales?

 

·         The cloud solution that comes with minimal administrative, infrastructure and IT overheads.

·         A single solution across business units, geographies, and currencies

·         Op-ex vs. cap-ex

·         Reduces compensation errors by 90 percent

·         Enables close to 50 percent reduction in IT / admin staffing costs

·         Minimal administrative, infrastructure, and IT overheads

How can I maximize sales productivity?

 

·         Clearly-defined quotas and incentivizes 'right selling'

·         Compensation dashboards and a mobile-based solution that provide real-time attainment and earnings insights in relation to targets

·         Self-service dispute management tool for faster dispute resolution

·         A nimble and agile sales team with maximized productivity

 

How do I promote healthy competition among the sales teams so they achieve more?

 

·         In-built gamification solution provides the necessary drive for the sales teams and reps to compete among themselves, with increased vigor and zeal

·         Drives higher attainment

·         Enhances the motivation of the sales teams

 

In a nutshell, the need to implement a modern incentive compensation solution like OSC IC has never been greater, and the benefits never so tangible.

Sources

·          http://www.forbes.com/sites/kenkrogue/2015/01/27/2015-trends-report-sales-process-sales-strategy-social-media-trends-sales-techniques-and-forecasting/#4d5f5e46734c

·          Oracle

August 24, 2016

Enhancing Business Partnerships Using Partner Relationship Management

Every sales department must keep a close track of sales through both direct and indirect channels. An average of 70 percent of a company's sales are estimated to be generated via an indirect sales channel of business partners. Yet, in spite of the dependency on these partners, very few organizations have the ability to effectively manage partner relationships for mutual benefit. This is where Partner Relationship Management (PRM) comes in, which serves to connect organizations with their channel partners and optimize sales activities. A typical Partner Relationship Management Life-cycle can be illustrated as below:

Typical Lifecycle of Partner Relationship Management

PRM Lifecycle.JPG

Automating the Partner Relationship Management interface helps organizations optimize partner performance and accelerate indirect sales, which in turn, amplifies marketing reach and translates into better profits for both organizations. It is also a key approach to help channel managers navigate the following key challenges associated with multiple partners, products, and campaign programs:

 

1.       Lack of real-time communication

·         Companies that sell through partners often face the risk of not knowing their customers, whereas the partner knows the end user much better

·         When a partner is assigned to work directly with a prospect, the channel manager must also have visibility about the situation. Without real-time communication, the channel manager wouldn't know if the partner is struggling and if so why -- especially if a competing vendor is also scouring for a similar sales opportunity

·         The absence of closed loop feedback mechanism will prevent valuable information that a partner has from reaching channel managers.

2.       Ineffective motivation, on-boarding, and mentoring of partners

·         Another challenge faced by Organization is Partner On boarding when a new Partner is recruited. In the absence of a software based Partner Portal it can be a cumbersome task for a Channel Manager to educate Partners about the processes & help them in downstream selling during Partner On-boarding

·         For enhanced partner performance it becomes critical for a channel manager to retain his partners while keeping them motivated and mentoring them from time-to-time for downstream selling

·         To ensure that partners remain loyal, channel managers must keep them engaged on a regular basis and monitor their performance, which can be a herculean task in the absence of a software-based PRM program.

Barriers to PRM that give Channel Manager the blues

PRM Pain Points.jpg

1.       Poor lead lifecycle management

·         Legitimate leads developed by multiple sources sometimes are managed below par because partners fail to followup with a potential prospect

·         Channel managers are unable to analyze the partner's overall lead performance as updates are sent back to multiple stakeholders, but not to the correct one due to lack of a common database

2.       Lack of visibility into downstream investments

·         Many organizations fail to understand the buying patterns of the end consumer, which is key to decide on future investments. This information is also valuable in generating data-driven insights about program effectiveness across different geographies, partner types, industries, and product lines

·         Organizations traditionally tend to provide investments to their partners who distribute it via tiered levels to re-sellers in the form of sales and marketing support to add value to their programs. To ensure the money is being utilized effectively organizations need to have clear visibility of the effectiveness of their investments to justify them

 

Given the wide range of challenges that channel managers have to address, the Partner relationship Management component of Oracle Sales Cloud (OSC) provides a comprehensive solution to handle all of these aspects. The following diagram details the features of this solution:

Improving Partner Relationships with the Help of Oracle Sales Cloud

OSC-PRM.JPG

ü  Oracle Sales Cloud provides a conducive channel ecosystem complete with Branded Partner Portal (tablet version as well) where both parties have access to content, information and tools of the sales cycle. Furthermore Oracle Social Network provides a  platform to interact, discuss & collaborate real time basis

ü  Partner Registrations & On-boarding capabilities are customized by configuring the workflows to include process which are company/ industry specific. To avoid conflicts Deal registrations, and Deal Management smartphone app can be used by both partners and channel managers for Leads-Opportunities Life-cycle Management.

ü  For effective and flexible Partner Management, quotes can also be integrated with OSC to help Partners create special pricing for different customers to give them competitive advantage in the market.

ü  Market Development Fund or MDF functionality in OSC is used for Business Planning, managing partner funds & downstream investments functionality where Claims details, approvals, settlements, tracking all are done in a single portal.

ü  In order to retain, monitor & motivate Partners Infosys has developed Infosys Program Management app which enhances PRM functionality in Oracle Sales Cloud with Partner Competency Management. It leverages on Game theory to keep Partners engaged & motivated with Tier Based Specialization, Training & Certification and Products-Services management.

ü  Features like White Space Analysis, Reports are provided to track & analyze data to gather insights into customer behavior, market trends and effectiveness of various Partner Programs. Configurable reports and easy to use dashboards give a clear picture of Partner's performance and thus more visibility to Channel Manager.

 

Consequently, the bottom line is that automation of PRM using OSC is done to provide a positive experience to partners and drives the following key business benefits:

  • Ø  Partner engagement becomes more collaborative, and effective.
  • Ø       Improved speed-to-market increases revenues through partner channels.
  • Ø       Both parties enjoy financial benefits as marketing investments are more regulated, which create opportunities for effective joint-marketing campaigns.
  • Ø   Increased channel insights enable organizations to channelize joint efforts towards more profits.
  • Ø   Effective management of partner credentials helps identify improvement areas for maximizing return-on-investment.

January 24, 2016

SCM Cloud Demystified - Part II

 

Continuing from my previous blog, I am providing here my perspectives on some of the common questions asked by customers regarding Oracle SCM cloud.

 

What should be my co-existence strategy?

 

Co-existence strategies as I mentioned in my previous blog are unique for each customer and depends on the business and IT situations.  To provide some of the basic ideas, I am giving below some common examples which can be considered for most of the industries and organizations

 

  1. Procurement cloud

  2. Logistics cloud

  3. Order Management cloud

  4. MDM Cloud

     

    Procurement Cloud

     

    Oracle procurement cloud has multiple modules including Oracle Self Service procurement, Oracle Purchasing, Oracle Sourcing, Oracle Procurement contracts, Oracle Procurement and Spend Analytics, Oracle Supplier portal covering end to end business function of procure to pay cycle. 

    In co-existence model customer can get started with Oracle Sourcing, Contracting and Analytics functionality in a low cost, low- risk model without discarding their investment in the current purchasing system. Oracle Procurement, especially for indirect procurement also can be a good co-existence strategy and can work with E-Business suite, JD Edwards or Siebel purchasing systems.

      

    Logistics Cloud

     

    For some organizations, we do suggest looking at the Transportation Management cloud as a good starting point. Oracle transportation management Or Global Trade Management cloud. Implementing cloud solutions for these products makes perfect sense to start with as it is completely independent with respect to your core ERP solutions and get you started with your cloud journey. OTM cloud provides end to end support for order's transportation life cycle. It provides complete integration with Order Management, Shipping, Inventory Management, Purchasing, and Financial.

     

    Order Management Cloud

     

    Order Management cloud is a good choice if you have a complex order capture and orchestration environment. What I mean is you have multiple systems sending orders and you are applying different orchestration strategies for sourcing and fulfillment. The Order management cloud provides good Channel and Process integration options in order to streamline your order management process. It can very well integrate with SCM cloud and on premise ERP applications. This has also been very beneficial for some companies who have acquired new companies and are in the system merger and acquisition situation. Another choice for order management cloud is an extension to your quoting solution

    . 

    Product Information Hub

     

    Oracle Product information hub offers a good starting point for SCM cloud.  Customers having complex application requirements like ERP, CRM, PLM, Field service needs accurate product information to drive key business functions. Combined Enterprise Data Quality tool for Product and Product Information management helps you to consolidate product information, cleanse the data, and remove duplicates and enable governance structure for the organization.

     

      

Should I upgrade my Oracle applications or go for SCM Cloud applications?

 

As mentioned previously this depends on the customer situations. However the best-recommended practice, we suggest is to upgrade the latest APPS release, adopt standards based technology like Oracle SOA suite, AIA, Oracle OBIEE and start looking at extending the current applications with the use of co-existence strategy for cloud applications

 

What should I do with the customizations?

 

One of the first steps in assessing the cloud fitment for your organizations is to review CEMLI- (Configurations, Extensions, Modifications, Localizations, and Integrations). The number of CEMLI's and the complexity (High/Medium/Low) can affect the approach to cloud solutions. For customizations following steps are recommended while moving to the cloud 1.Reduce your customizations only to what  it is absolutely needed and cannot be handled by the seeded functionalities2.Make use of the extension/personalization framework to achieve the functionality3.Make use of PaaS for SaaS offering for extending your applications 


What should I do next? How can Infosys help?

 

Infosys Oracle SCM Cloud experts will work with you in a 2 day workshop on understanding the current business situation,   current system landscape, and future objectives

 

We work collaboratively with the customers and work out a detailed plan in next 2 to 3 weeks about upgrade strategy, co-existence options, integration options, conversion options, road map for future adoption, etc.

 

Infosys team also works on providing the short term and long term Return on Investment analysis, helping IT organizations receive a buy in from their CXO leadership about the cloud transformation.

 

Summary

 

Every organization is looking at some scale to move their applications to the cloud. Coming out of the Upgrade cycles is one of the major advantages business users see and are looking forward to either moving some of the SCM functionalities in cloud Or enhancing existing footprint with the co-existence model.  We have seen IT organizations are caught in a conundrum between drawing co-existence strategies, integration options, Returns on investment and a long term plan. If your organization is also going through similar challenges it is time to step back and decide your long term upgrade and SCM cloud strategy road map. We @ Infosys Oracle  Supply Chain Cloud practice have the required skills, tools and experience to work with you and help succeed your business on your Oracle SCM Cloud journey

Contact

 

In case you have additional questions or need more detailed discussions, please drop me a note @ vishwajitshankar_b@infosys.com.

 

Connect with Infosys

Infosys is a gold sponsor this year at Modern Supply Chain Event. You can listen to Infosys clients discuss industry leading best practices in the manufacturing track panel discussions. Discuss with our thought leaders on how Infosys can help you realize measureable business value from your supply chain management investments.

Join us at booth #410 to learn about our cutting-edge offerings and supply chain management solutions.

 

January 21, 2016

SCM Cloud Demystified


What Is Your Path for Oracle SCM Cloud Solutions?


Over the past 2 years I have interacted with many of our customers and lot of them deliberate and/or ask, is Oracle Supply Chain cloud real? And is it right for me?  Or is it only for the new implementations. ?  I have a customized environment will it be able to support my existing business environment? Do I need to move to cloud completely?

With the new SCM Cloud offerings and lot of market talks , presentations, demos seen  , customers gets impressed with the functionalities and the UI, but have subsequent questions around how do I get there ? Where should I start?

Some of these are really great questions and the answers to these depend on the business situations, IT systems and landscape. Each customer will have its own unique path to the cloud.

We advise clients to look at the co-existence strategy in order to get started with the SCM cloud. It is in a way a smart move as you are not investing in a huge infrastructure to set up the instance or a big commitment. Start small, see the technology, business benefits you can get and build upon it.

In this series of SCM fusion blogs, we have tried to summarize what are some of the common questions that our clients ask us for your SCM Cloud strategy and how Infosys can help the customers with their SCM Cloud journey. This is the part 1 of the blog where you will get an understanding of the current situation and what are the common questions customers asks for the SCM cloud.

Those of you, who are closely following the Oracle Supply Chain Cloud releases, might be aware that Oracle SCM Cloud is coming up with its newly added tracks and functionalities in Release 11.  Those include 1. Enhanced Order to Cash flows 2.  Source to Settle (including Procure to Pay and full direct material support) 3. Ideas to commercialization 4. Plan to produce

Customers will have more choices to make from different cloud options like -

Inventory& Cost Management in Cloud

Manufacturing Cloud

Procurement Cloud

Product Master Data management Cloud

Logistics Cloud

Order Management Cloud

Product lifecycle Management Cloud

Supply Chain Planning Cloud


Now with these offerings supported in the cloud, the key question is what customers owning Oracle applications should do with these OR how can they leverage the cloud in their existing landscape


Let me try to provide my perspective on some of these common questions below -

1.      Can we really run our Supply chain in the cloud?

We always think that cloud is for Customer Facing applications or Sales, we don't believe that ERP applications such as SCM can be run in the cloud?

2.      What should be my co-existence strategy?

3.      Should we upgrade our SCM applications or go to SCM Cloud?

4.      What should we  do with the customizations ?

5.      What should I do next? How can Infosys help?    


Can we run our supply chain in the cloud ? And is it really like CX Cloud or Sales Cloud?

Things have changed over the past few years, many organizations are thinking of adopting Cloud Supply Chain strategy for their organizations and slowly migrating the applications. Many industry experts believe that today's on-premise solutions will eventually move towards more cloud solutions with only a few still continuing on premise-app.  Business users are pushing IT organizations towards cloud solutions as they do not want to continue on long running upgrade projects, want to be current with the functionalities and features. SCM cloud adoption is also seeing a similar trend.  Merger and acquisitions also an important factor in SCM that is considering many customers to think about cloud

Defining your SCM cloud strategy is clearly the first step to map which applications make sense to move to the cloud

Cloud strategy involves comprehensive analysis of your IT landscape, Business requirements, Business challenges, Architecture readiness, People skills assessment for your future organization.

This involves defining key business and IT drivers for moving to cloud. For the customers who are moving to cloud for the first time, it is absolutely an essential step to have this road map outlined with a clear long term goal.

In my next blog, I'll discuss the rest of the questions ( 2 to 5) and specifically co-existence strategy around SCM cloud applications.  Oracle SCM cloud is real and R11 is promising. We are ready to help clients be successful in this Oracle SCM Cloud journey.


Contact

In case you have additional questions or need more detailed discussions, please drop me a note @ vishwajitshankar_b@infosys.com.

Connect with Infosys

Infosys is a gold sponsor this year at Modern Supply Chain Event. You can listen to Infosys clients discuss industry leading best practices in the manufacturing track panel discussions. Discuss with our thought leaders on how Infosys can help you realize measureable business value from your supply chain management investments.

Join us at booth #410 to learn about our cutting-edge offerings and supply chain management solutions.












April 23, 2015

Accounting and Finance Shared Services- Oracle Fusion Capabilities for Record-to-Report and Analytics

 

Accounting and Finance Shared Services have typically been formed in large multinational organizations with the objectives of cost efficiency, standardization and operational effectiveness towards the customers within the organization. Some of the business processes handled by F&A SS are:

-          Procure to Pay

-          Order to Cash

-          Record to Report

-          Financial Planning, Consolidation, Budgeting and Forecasting

-          Treasury and Cash Management

-          Audit and Control

-          Analytics on the financial data

-          Financial closing and Financial statement preparation

Over the periods; instead of merely being a cost center, shared services are emerging as strategic business partners- offering innovation and value addition to various business functions. The extended objectives of the F&A Shared services include extensive analytics and reporting.

My previous blog had stated the Oracle Fusion capability for Procure-to-Pay cycle. It can be accessed here.

The General Accounting- Record to Report Cycle, Consolidation, Reporting and Analytics- requirements of a Multinational, Multi-GAAP organization; using best-of-breed or legacy applications for sub-ledger transactions; can be catered by Oracle Fusion Accounting Hub (FAH) and Fusion General Ledger from Fusion Financials suite. The Financial Reporting Center of FAH involves embedded multi-dimensional Essbase cubes and offers state-of-the-art reporting and analytics which enables multi-dimensional analysis of various transactional and accounting data.

FAH can integrate and utilize the capabilities of number of reporting tools like Oracle BI Publisher, Oracle Hyperion Financial Reporting Studio, Fusion Edition and Oracle Business Transactional Business Intelligence. Drill down up to journal and transaction level is possible from any of the reports generated out of FAH which enables strong audit trail and control.

To record the transactions from Oracle/Non-Oracle applications and convert it into accounting entries, FAH offers a highly configurable rule transformation engine that generates the accounting entries, validates and transforms it into accounting journals. The rules can be configured based on the attributes of the transaction. For example Tax Accounts could be determined based on the country of transaction.

Different rules can be configured for different divisions complying with the local accounting regulations. FAH also captures additional attributes of the transaction for reference and reporting purposes.

FAH_Fin and Acc SS1.JPG

Some of the salient features of Fusion reporting are:

-          Fixed format reports and local statutory reports can be created using Oracle BI Publisher and Financial Reporting Studio/Workspace.

-          Interactive financial reporting and drill down can be achieved either by Oracle BI Publisher, Oracle transactional Business Intelligence, Account Monitor and Account inspector

-          Seeded BI reports are delivered in OTBI

-          Live and interactive reporting with multiple output options like HTML, Excel, PDF; available in Smart View

-          Drill down of the report information upto detailed journal and sub-ledger transaction level using Account Inspector

-          Bursting option available with BI Publisher to split the report and email or print them as per output option selected

-          Functionality to embed charts and graphs in the report

-          Drag and Drop report grid and dimensions

FAH also offers features for Budgeting and Budget Reporting, Consolidation and Inter-company processing. The advantage of FAH for an Account and Finance Shared Service specifically lies in its fitness to be integrated with diverse sub-ledger applications and providing robust accounting platform along with impressive reporting and analytics solution.

Continue reading " Accounting and Finance Shared Services- Oracle Fusion Capabilities for Record-to-Report and Analytics " »

March 5, 2015

Manage Projects by Exception Using Fusion Project Portfolio Management

For an organization to remain competitive it is essential that the right portfolio of projects is selected which would ensure current and future profitability. Projects are selected based on the fitment with the strategic goals of the enterprise. During the initial stages of the project, the project manager's key responsibility is to prepare and present the business case to showcase the projects fitment against the long term strategy of the organization. Only after approval from the key stakeholders the project is selected for execution in the organization.

However, during execution of the project often the project team decides to monitor progress using a new set of parameters like margin percentage, revenue, and Schedule Variance, Cost Variance and quality standards.  The link is lost with the organization strategic objectives the very reason project was selected. The best practices in project management suggest a uniform set of parameters during the entire project life cycle from Project Initiation to Project Closure.

Fusion Project Portfolio Management bridges this gap and provides the corporate, portfolio and project manager with a dashboard to monitor the portfolio progress on a real time basis based on uniform set of parameters across the organization - Key Performance Indicators (KPI's). The dashboard provides a snapshot of projects which are On Track, At Risk and Critical. The portfolio managers can immediately focus their attention on projects which are at Risk and Critical thus enabling them to manage projects by exception.

For example, a KPI can be defined that non-billable costs should be less than 10 percent of the overall project cost. The user will be able to immediately identify the projects in the dashboard which do meet the criteria and for a detailed analysis can drill down to the project transactions to analyze the reason. The applications come with embedded analytics that would help the user to identify the potential reasons. In this scenario it might be possible that the field users on the projects have not submitted the timecards for last week and once the timecards are submitted the project will be back on track. The project manager's observations can be captured as a note which can be viewed by all the stakeholders.

Projects are no longer managed and executed in silos. To ensure profitability and sustainability of organization, portfolios needs to be managed dynamically and PMO should be able to derive reports and trend indicators with a click on button in the modern application. Fusion PPM also helps the portfolio managers to suggest corrective action to bring the non-conforming projects back on track and make a rationale decision to terminate projects based on current and historical KPI's.

December 3, 2014

FDMEE - The future of Hyperion Integrations

Part 2

Mappings Redefined

Co Author : Payal Kapoor(payal_kapoor@infosys.com)

In previous part we discussed the recently launched tool FDMEE (Financial Data Quality Management, Enterprise Edition) that was introduced in the EPM release, 11.1.2.3.

In this part we are going to cover some great mapping features introduced in FDMEE that were not available in its predecessor FDM. 

 

 

Continue reading " FDMEE - The future of Hyperion Integrations " »

July 20, 2014

Mighty Oracle Fusion Transportation Intelligence

Retaining customer loyalty, meeting SLA's, managing increasing expectation of stakeholders within existing financial restraints are few of the challenges business face. Logistics hence, plays important role meeting such needs and provides competitive advantage. Transactional logistics data nowadays is not merely part of repository; it has grown as integral part of business strategy in today's world. If harnessed it can provide the competitive edge businesses around the world eye upon. With ever growing data storage capacity per unit cost, Businesses around the world have huge amount of such data. This data if utilized in strategic manner, can provide Intelligence support to day to day business decision or objective support to future strategies.

Oracle Fusion Transportation Intelligence is one such innovative product which meets such business needs. It's a web based solution which integrates Oracle Products such as Oracle Database , Oracle Data Integrator, Oracle Business Intelligence Enterprise Edition & Oracle Transportation Management (OTM).Transactional data residing in OLTP systems (OTM) is fetched into FTI historical repository.The FTI's historical repository act as a datawarehouse & provides information which can be utilized to support various level of decision makings. Organizations need to define and monitor various Key Performance Indicator (KPI's) or Metrics , keeping in mind the strategy , to analyze their business health.

 

Fusion Trasnportation Intelligence Features :-

·         Industry Specific Dashboards

·         Over 60 Prebuilt KPI's post OTM 6.0

·         Increased Adhoc Querying Capability

·         Interactive Alerts

·         User Defined Customizable Dashboard

·         KPI Targets

·         Performance Indicators

·         Customized Dashboards based on user role

·         Historical Analysis available for Decision Points

·         Process Management- ETL Jobs from OTM UI

·         Data Management- Data Load Status in FTI in Dashboard

·         Analysis At Week Level - Lower Level Of Granularity

·         Refnums Modeling in FTI

·         Ranking of Refnums - 3 Refnums per Object flow into FTI 

User Friendliness :     

  • Put reports in placeholders and if needed share it with other users by granting access
  • Create on the fly reports by simple drag & drop required columns
  • Ad Hoc Querying - Create business reports on ad-hoc requirements

Business Benefits:

·         Operations Benchmarking & Tracking

·         Defining Business Metrics

·         Business analysis spread across various periods

·         Various report available on-demand , to assist in decision making

·         Revise & keep track of business goals.

·         Get alerts based on business events.

·         Target Setting for future

·         Tune business processes

 

Fusion Transportation Intelligence Architecture Details :

FTI works with Historic Data and fetches data from Oracle OLTP servers. In practice , keeping in view the performance the data source is generally kept as ROD ( Replication of Operational Database) or DR (Disaster Recovery). Oracle Data Integrator fetches up the data from these repository servers. Diagram below depicts Oracle Data Integrator architecture :

 ODI.png

 

In practice , we trigger ETL process ( Extract , Trasform & Load ) from OTM UI. Once triggered , ODI fetches the data from source repository , transforms the data in to denormalized form ( extended star schema ) and finally , pushes data into Historical Database or commonly known as FTI DB. OBIEE ( Oracle Business Intelligence Enterprise Edition ) uses Historical Database for reporting purpose.Finally , OBIEE is linked with OTM/GTM products to access FTI from single UI window.

 

 Diagram below summarizes the process flow

 

FTI.png

 

 

Infosys Advantage :

Infosys brings it's vast experience in Consulting & System Integration. Apart from mentioned production features and it's implementation , Infosys brings tailored customizations which best suits business needs. Certain features that our expertise brings which doesn't come out of box :

ü  What-If Scenarios

ü  Developing Forecasting Capabilities

ü  Predictive Transportation Analytics & Simulations based on historical data

ü  Data Modelling & Wrangling

ü  Vouchers & Accrual Process Analytics

 

 

Fusion Transportation Intelligence brings best of the Oracle Products and it's integrated architecture provides flexibility which can be mould to suit existing business best practices.It's highly recommended for the business who looks forward to make best out of existing logistics data.

May 20, 2014

Procure-to-Pay Cycle with Oracle Fusion capabilities

Guest post by
Neha Barnawal, Senior Associate Consultant, Infosys Limited

Fusion Financials and Procurement are a part of Oracle Fusion Applications and derive the business process capabilities from best of breed Oracle ERP packages along with cloud benefits. The in-built reporting platform enables Finance and Procurement professionals with business intelligence abilities. Fusion applications intend to simplify the business processes and technology requirements, enhance the ROI of IT expenditure, get both the internal and external stakeholders collaborate and finally ensure the policy enforcement and financial control. In this blog, I have tried to summarize a few of my learnings from the Oracle Fusion Financials - PreSales Specialist certification.

 

Continue reading " Procure-to-Pay Cycle with Oracle Fusion capabilities " »

February 4, 2014

Oracle Fusion Portfolio Management on Cloud

Guest Post by 
Rajan Gupta, Senior Consultant for Manufacturing, Oracle practice, Infosys Limited

Cloud computing model is a new buzz and has huge potential to change the way that IT services are being run and provided in the company. Cloud computing is also a key answer to reduce cost of managing IT operations in the company. There has been tremendous shift from client-server / hosted systems to systems which can be available to all users around the globe at all times and anywhere. Before I talk much about cloud, let me give brief overview of Cloud. 


Continue reading " Oracle Fusion Portfolio Management on Cloud " »

September 22, 2013

Oracle Sales Cloud

Guest post by
Prity Tewary, Senior Consultant, Infosys

 

Infosys has lately been involved in multiple implementations of "Oracle Sales Cloud": An Oracle solution focusing on 2 key areas: Sales Planning and Salesperson Productivity.

This blog highlights some of the important modules of the product in each key area, Challenges and Learning's from past few implementations and the adoption roadmap that Infosys recommends for an organization to achieve the desired business benefits from an Oracle Sales Cloud implementation.

Continue reading " Oracle Sales Cloud " »

Seamless Integration through Oracle Fusion SLA

Guest post by
Mili Bhaskar, Consultant, Infosys

 

Ever changing policies, regulations, controls and reporting requirements have forced organizations to design a complex accounting model with a lot of custom applications and manual interventions. Towards evolving into a better adaptive agile business function, finance operation faces a few challenges:

  • Garnering adaptability towards ever changing controls and audit compliances
  • Streamlining of multiple systems operating out of multiple geographies catering to different local and statutory requirements
  • Inculcating snap-of-the-finger decision making capabilities through predictive analysis of real-time data

Continue reading " Seamless Integration through Oracle Fusion SLA " »

September 12, 2013

External Transactions and Automatic Bank Reconciliation

Guest post by
Kiran A. Mathew, Senior Associate Consultant, Infosys

 

Lack of internal controls on reconciliation and estimation cash in your organization can lead to various issues like:

  • Lack of holistic view of cash position which impair management decisions
  • Misappropriation of Cash and other fraudulent activities.

Organizations always resort to bring in the internal controls in cash position analysis and reconciliation process to address these issues.

Continue reading " External Transactions and Automatic Bank Reconciliation " »

September 10, 2013

Sick and tired of allocating quotas? Switch to Oracle Fusion CRM Quota Management

Guest post by
Vidyullatha Prakash, Senior Associate Consultant, Infosys

 

Over the years, managing sales quotas across the sales organization has been an excessively resource and time consuming endeavor. Across industry verticals, sales managers had come to loathe "that time of the year" when their job was to set sales quotas and territories. This cumbersome process required sales executives to coordinate infinite reports and spreadsheets, often leading to delays and humongous errors. Furthermore, since it was an annual exercise, no updates were done when team changes or re-organizations happened or when there were any additions/deletions to the sales teams. Oracle Fusion Quota Management comes across as a breather to sales managers since it provides a number of capabilities that drastically reduce the time and effort required to perform the sales planning process. They can also leverage deep territory insights and related analytics to automate the calculation and reconciliation of bottom-up quotas based on the predicted market potential or historical performance of the territory. They can benefit from the rich set of embedded analytics by automating the distribution of assigned quotas to salespersons using pre-defined or custom distribution formulas. It also makes life easier for Incentive Compensation Analysts by keeping them informed of any changes being done to Quota allocations. Thus, the Quota management module in Fusion CRM aids to resolve numerous key business challenges like Complex Quota Allocation, Inaccurate Tracking, Unclear Results, Limited Forecasting and Long Sales Planning Cycle.

Continue reading " Sick and tired of allocating quotas? Switch to Oracle Fusion CRM Quota Management " »

September 6, 2013

Oracle Fusion Sourcing & Spend Analytics: A solution to your sourcing issues

Guest post by
Sucheta Devaraj, Senior Associate Consultant, Infosys

 

Procurement activities today have a very significant role to play in any business. The objectives of a business have gone much beyond the traditional belief that procurement's principal role is just to procure goods and services to meet the organization's requirements. These activities impact the expenses incurred by an organization and thus impact the bottom line as well.

Continue reading " Oracle Fusion Sourcing & Spend Analytics: A solution to your sourcing issues " »

Improvise the way you incentivize with Oracle Fusion Incentive Compensation

Guest post by
Vidyullatha Prakash, Senior Associate Consultant, Infosys

 

Over the years, sales organizations have faced multiple challenges when it came to incentivizing the sales force. Some of the key issues that have plagued businesses have been underperforming sales channels that occur because of sales plans not driving the correct selling behavior. As a result, sales strategy changes take a long time to be replicated in the system and results in high cycle time to compute compensation eligibility. Also, as a side effect of this, organizations are unable to recognize, reward and retain top performers. This is the standpoint from the business side. There is a whole other set of problems related to accuracy and line of sight facing the sales force in the field. Sales Representatives are often in a quandary as they lack clear understanding on which opportunities to chase, which of those are high margin or high value deals that will maximize their incentive compensation. They also have poor visibility to their earnings or quota.  Dispute Handling, being an extensively prolonged manual process, is another mammoth nuisance in itself. Hierarchical approvals still rely on constantly changing excel versions that prove to be a nightmare to the sales organization.

Continue reading " Improvise the way you incentivize with Oracle Fusion Incentive Compensation " »

August 23, 2013

Streamline Territory Management Process using Oracle Fusion Territory Management

Guest post by
Vikrant Venkata Leela Addepalli, Lead Consultant, Infosys

 

In the present competitive environment, assignment of right sales resource to a sales account goes a long way for any organization in terms of gaining Customer Confidence and in generating good revenues & posting decent margins.  Considering the evolving technology, most Organizations would like to look beyond traditional way of assigning Sales Resources to a Sales Account, which was just based on the location of the Sales Account. Oracle Fusion Territory Management is a comprehensive territory management solution for any Organization for assignment of Sales Resources to a Sales Account.

Continue reading " Streamline Territory Management Process using Oracle Fusion Territory Management " »

New approach of Social Project Management with Oracle Fusion PPM

Guest post by
Sandeep Suresh Deshpande, Principal Consultant, Infosys

 

Project teams today are exposed to increasing pressure to complete the project on time within budget under dynamic conditions of -

  • Rapidly changing Project Management perspective
  • Distributed teams working in highly volatile environment chasing moving targets
  • Problems arising out of knowledge dissemination
  • Complex long running projects

Continue reading " New approach of Social Project Management with Oracle Fusion PPM " »

July 26, 2013

Upgrade to Fusion: An approach to a successful PoC

 

Recently we were working on Proof-of-Concept for one of the largest Global Banks, who was evaluating the roadmap to transition to Fusion from the legacy PeopleSoft landscape. While we spent lots of time in carefully analysing the requirements and arriving at a feasible solution which can be demonstrated, what actually transpired is that the User Interface and the Performance are probably the two most important things to captivate the potential users, whenever we talk about any change in platform or technology.

Continue reading " Upgrade to Fusion: An approach to a successful PoC " »

December 12, 2012

Video: The Infosys Experience in Oracle Fusion Human Capital Management Suite

Mukesh Nakra, Associate Vice President, Consulting & Systems Integration, Infosys, speaks to the Oracle PartnerNetwork (OPN) PartnerCast Channel about the Oracle-Infosys partnership, investments Infosys has made in Oracle Fusion Human Capital Management (HCM) suite, and our capabilities. Infosys is the first Oracle Fusion HCM 11g specialized partner.

Oracle.jpg

Posted with permission of Oracle Corporation

Continue reading " Video: The Infosys Experience in Oracle Fusion Human Capital Management Suite " »

September 17, 2012

Oracle Fusion Procurement - Empowering Procurement Function (Part -1)

Guest post by
Sirish Newlay, Consultant, Infosys

 

Purchasing department in an enterprise has taken a center stage in the recent years with more and more enterprises investing hugely to make sure they buy the best, at the best and from the best it becomes immensely important for buyers to make sure they are abreast with latest trend in the procurement world.

Also the race to remain on top has made a great impact in way procurement business functions align with other business functions in an enterprise today and in future for example looking ahead in time with expansion of procurement scope we see importance of rethinking talent management. From financial perspective we see a high dependency on costing methodologies.
In this blog, I provide an overview of "Oracle Fusion Procurement" application and briefly discuss the recent procurement industry trends and in the Part-2, I will provide our point of view regarding how Oracle Fusion Procurement and its capabilities cater to the recent procurement trends.

Continue reading " Oracle Fusion Procurement - Empowering Procurement Function (Part -1) " »

Oracle Fusion Supply Chain Management - Transforming Business Operations (Part-1)

Guest post by
Rajesh Rajagopalan, Senior Consultant, Infosys

 

Supply chain management is a core function of any organization which sells/buys/utilizes products and services. It empowers an organization to work on margin improvisation and improve on working capital. However, organizations in a quest to satisfy customer requirement, may end up piling up stocks, build redundancy in spare parts or consumables. An effective supply chain solution in an organization must address this in every aspect like stock procurement plan, stock rotation, demand planning, fulfillment and warehouse operations.

In this blog, I provide an overview of Oracle supply chain management of Oracle Fusion suite and briefly touch upon the supply chain industry trends. In the next part, I will bring forward our point of view on how Oracle Fusion supply chain management caters to these industry needs.

Continue reading " Oracle Fusion Supply Chain Management - Transforming Business Operations (Part-1) " »

November 4, 2011

Why Oracle Fusion Procurement? How does it add value?

Guest post by
Suchitha Prabakaran, Consultant, Infosys

 

In the current global business environment, efficient Procurement techniques, methodologies and processes play a vital role in providing a competitive edge- both operationally and financially for any organization irrespective of the size, nature of business, products dealt with, area of operations etc. Corporates now have realized the importance of streamlining and strategizing procurement processes as it makes a huge difference to the revenue and profitability of the organization.

Continue reading " Why Oracle Fusion Procurement? How does it add value? " »

October 4, 2011

Leveraging Fusion Business Process Model Methodology in Project Portfolio Management (PPM)

Guest post by
Sandeep Suresh Deshpande, Principal Consultant, Infosys

 

In today's world, business is exposed to a constantly changing environment where organizations face the most challenging situations -

  • Information silos across the value chain
  • Parallel processing amongst distributed systems
  • Mismatched products to support complex end-to-end business processes
  • Complex and long-running projects
  • Real-time project consolidation and budgeting

Oracle has done an extensive internal and external research, took the best practices from Oracle E-Business Suite, Oracle PeopleSoft, Oracle JD Edwards, Oracle Siebel and all other acquisitions to come up with a number of industry business process areas with multiple levels of decomposition. These world class business processes can be leveraged to deliver in the complex and challenging environment.

Continue reading " Leveraging Fusion Business Process Model Methodology in Project Portfolio Management (PPM) " »

September 27, 2011

Effective Sales Planning with Oracle Fusion Sales Planning Solution

Guest post by
Sushal Subashchandra Shetty, Consultant, Infosys

 

Are you not able to define effective territories for your sales organization?

Is your sales team swimming in the sea without targets?

Is your sales team cherry picking on prospects and you are not aware how to tackle it?

Are you losing track of your sales team's performance?

If answer to all/one of the above questions is yes, then my cent that you ought to read this further. The top problems which one of the large manufacturing company was facing were loss of productivity due to redundant and manual process, lack of consistent and efficient reporting, inaccurate commissioning.

If you are also facing the same problems as above then sales planning solution based on Oracle Fusion Applications is the one-stop solution for you.

Continue reading " Effective Sales Planning with Oracle Fusion Sales Planning Solution " »

September 21, 2010

Is Fusion CRM game for it?

The success rates of CRM implementation have been reported low traditionally. Various studies attribute the reason to various factors like user adoptability, system adaptability, high TCO etc. Should I take the liberty of saying that marketing and sales users (next to warehouse users) would be ranked first in discarding a system which is not easy to use and fit the requirements. So, Is Fusion ready for sales and marketing users? Let us have a look at the features which marketing and sales users would go gala about it.

Continue reading " Is Fusion CRM game for it? " »

September 14, 2010

How can you manage user expectations while transitioning from existing BI platforms and applications to Oracle BI Fusion Edition?

Managing user expectations is increasingly becoming the key concern of organizations while implementing or upgrading BI software applications and platforms. Goading as well as guiding the users to embrace the change is extremely important for successful implementation of Oracle's BI Fusion platform and its pervasive use within the company. So how can a company manage user expectations and upgrade to Fusion keeping both users and management in sync. Is this really possible?

Continue reading " How can you manage user expectations while transitioning from existing BI platforms and applications to Oracle BI Fusion Edition? " »

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