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


September 5, 2018

Customer Loyalty: Past Forward

Back in the 80's when televisions were introduced to the households, the marketers made an easy entry inside our home and a new era of visually animated marketing begun. The trick was simple, "be visible be sold ". Suddenly TV took the centre stage for all the marketing and promotion. Every brand, premier or not, wanted to connect with its customers and engage them via attractive advertisements appealing to their physical or cognitive needs. Since we as customer were generally not informed about the market and its offerings, anyone who could educate us about our needs and show us an available product for it could successfully seal the deal. In short it was about educating -> engaging -> selling for a long time only till market was all levelled.

Continue reading " Customer Loyalty: Past Forward " »

February 19, 2018

Chatting with Bots - More necessity than a science fiction

In the age where there are multiple applications involved in supply chain process, the knowledge about the customer orders is distributed. It has become a walk on the tight rope to keep the customer updated about the process of their order Vs cost to provide the information to the customer via customer service team or a complex BI solution. This blog opens a possibility of cost effective and light weight solution by introducing the 'Chatbot'.

The IT landscape involve multiple applications to fulfil every single order due to the nature of business, way the organization have evolved, number of business entities involved or due to the speciality of the applications. Below is the example of a manufacturing and retail organization

Pic 1 - Typical IT landscape

In this complex matrix, the traditional methods to keep the customer updated about the progress of their orders are as follows

  • Send text message or email about the status
  • Set up a customer service team to handle customer requests via call, text, email or chat

But the drawback of these conventional methods are that there is no single system which holds the moment of truth about every order. In order to avoid the customer service team juggling between applications, a complex BI reports are installed to oversee all applications resulting in even more complex IT landscape.

Alternative solution is that 'Chatbot'. According to Wikipedia, a chatbot is a computer program which conducts a conversation via auditory or textual methods. Customers can chat with Chatbot to get the information about their orders. Let's see why the Chatbot solution is cool.

Implementing the Chatbot:


There are 2 main functionalities of Chatbots:

  • Receive and understand what the customer is saying, and
  • Retrieve the Customer information required

 In order to receive and understanding what customer is saying via chat, Chatbot uses Natural Language processing systems. Via artificial intelligence and machine learning, Chatbot is trained to understand the customer's request better. There are numerous cloud based chatbot development platforms can be leveraged to design, build and train the Chatbots. Oracle Cloud Platform or IBM Watson are examples of such Platform as a Service (PAAS)  solutions available.         

Text Box:  
Pic 3 - Example of a chat conversation in mobile
For retrieving the information required, the Chatbot uses web services to connect with each application. For example Order management Cloud has an Order Import Web service which can be involved by using the retail order number. Similar order information web service can be created. The Chatbot will have to invoke the web service and find out the best status of all the application and publish it to the customer.

Via these NLP and web services, implementing a Chatbot solution is easier than ever.

These Chatbots are not too bulky and intrusive like traditional BI solutions. They occupy less space in server or can be easily placed in Cloud as well.

Customer Experience:

Customer Experience, in short CX, is a major focus area for the organizations. With referral customers giving more business than new customers, the organization want the customer to be handled with care. The Chatbot will give the customers an unparalleled experience just like chatting with a human.

The Chatbot can chat in different language as preferred by the customer. In addition, Chatbot can be trained to reply on text or voice commends as well.

The Chatbot can be used on computer, tab or even mobile to give customer an excellent convenience.

Capex, What Capex?

 Setting up a multi-language enabled customer service team 24 x 7 or implementing a complex BI solution is far more costly for the organization. The cost and time to implement a Chatbot is far less when compared to the traditional methods. Readymade Chatbots are available which are already designed and built to a general extend. The implementation will be limited to involve the order information web services from various application and to train the Chatbots.


The Chatbots can also be used for expediting an order if customer requires. Chatbot can send mails to the Production team in manufacturing facility with the chat history to ensure that the order is expedited.

With the technical advancements, Chatbots are even helping patients who suffer from Alzheimer's disease and insomnia.

To summarize, Chatbots are easy, simple and light weight applications that solve the major problem of keeping the customer engaged. So if you are chatting on a web site to know the status of your order, you may be chatting with a robot already!!!

January 17, 2018

Untangle spaghetti Model via Order Management Cloud

There are lot of manufacturing facilities, multiple retail, different finance and procurement centres in different countries, each of these units using myriad custom applications for Supply Chain and each application talks to every application. This is the (in)famous Spaghetti model where the logic on which applications must communicate is hard coded with in each application and this is logic is not configurable. If this sounds familiar, then please read on.

During inception, the organizations chose for one or few application that suite most of their need. But as the organization expands and with mergers and acquisitions, each organization brings its own home grown application. By the time the organization is mature in expansion into a conglomerate, the IT landscape is often a spaghetti of applications.Text Box:  
Picture 1 - Current IT landscape - Spaghetti model with point to point interfaces

The resolution to this situation comes in the form of Order Management Cloud (OMC). The functionality called 'Distributed Order Orchestration' in Order management cloud helps in end to end integration between order entry and fulfilment applications. Below are few key features of OMC.

Interfacing the sales orders: The orders are captured via multiple retain channels like in-store, call centre, ecommerce web site, by engineer during after sales service, mobile application, internal ordering between different entities of the business etc. But these orders can be routed to OMC and created as a Sales order by invoking the seeded order creation web service. The incoming order payload can have different fields populated by order entry system. But as long as mandatory values are present, a sales order can be easily created.

Enriching the sales orders: The SO, so created, may need to have different warehouses where the SO is fulfilled, different booking Business unit based on the geography of the customer, different product needs to be added to the SO based on incoming attributes, can have different shipment method or priority etc. Any transformation on the SO is possible via the pre, product and post transformation rules. To the delight of the IT team, these rules can be built on a visual builder making maintainability of these rules easy

Fulfilment activities made easy: These enriched sales orders are now ready for fulfilment via OMC itself or can be interfaced to different legacy applications for different tasks. For example, manufacturing activity can be fulfilled and interfaced to MES application while a pick and ship can be routed to a WMS application. The invoicing can happen a completely different finance application. All this is possible by configuring the external routing rules and web service connectors for these application. OMC will create a payload of the SO and publish it to these connectors, record the acknowledgement and also the fulfilment of the tasks in legacy applications

Provide complete visibility to customer: As a customer may be curious to know the details of his / her order, OMC can be configured to send a status back at specific intervals. For example, when SO is created in OMC, manufacturing is complete, SO is picked, SO is shipped etc. From IT point of view, this is (again, as you guessed) configurable. The web service connector can be configured for each of the order entry application and OMC will fire the status message to these connectors

Below diagram explains the order orchestration process flow


Picture 2 - How Order Orchestration works in Order Management Cloud

Varied business process: The business process may include progressing the sales order via a series of automated and manual steps. For example the SO will have to be automatically reserved, while the customer service team needs to check and update the SO with the customer before the item can be shipped out. Such different processes can be configured via order orchestration in OMC. The SO will be automatically reserved while it will wait for user inputs once the call to customer is made outside the system.

Changing customer needs: In this competitive world, being flexible to changing customer needs is paramount. But at the same time be cost effective. Order management cloud provides functionalities to control the customer change, cost each change and react to each of these changes in a different way suited for the business. The change order functionality can be easily leveraged

Picture 3 - Order orchestration via Order management Cloud

Gone are those days where IT application is just as transaction recording system. IT application is one of the main enabler and enhancer for each business. Order Management, being the revenue making and customer facing module, is truly more flexible to ensure that sales team can be more agile and proactive. So untangle the spaghetti model and route all orders to OMC and dive the fulfilment via simple transformation rules.

Order Management Cloud is implemented as the order routing application in an optical retail chain, operating globally, offering optician services, along with eyeglasses, contact lenses and hearing aids. There are 8000+ stores ordering items via 15+ retail applications and these orders are fulfilled via 10+ different specialised custom applications. With volumes of order line crossing 1 million a month, there is no room for error. While the implementation is still underway, benefits are reaped already by bringing all the routing logic centrally to Order Management cloud.


Sathya Narayanan.S

Lead Consultant

Infosys Limited

OTM and IoT Fleet Monitoring


Oracle Transportation Management (OTM) is known for logistics planning and execution across supply chain. One of the major challenge for Shippers and Logistics Service Providers is track the shipment on the move and identify any disruptions during the course of transportation.

Oracle IoT Fleet Monitoring provides real time transportation visibility which will help in

  • Provides single window to view real time shipment status

  • Map view displays the exact location of vehicle which helps in deriving ETA of shipment.

  • Define geo-fencing rules for route deviations and unauthorized stops.

  • Define rules for incidents and warnings.

  • Shipments Planned in OTM can be automatically pushed to IoT Fleet Monitoring.

OTM -IoT Fleet Monitoring Integration

IoT Fleet Monitoring provides REST API's which will help in seamless integration with OTM. Based on events in OTM, shipment can be exported into IoT FM automatically. Shipment location, arrival/departure times can be published from IoT FM to OTM.



Benefits of IoT Fleet Monitoring for


  • Notify in advance for any potential delays.

  • Integrate with 3rd party TMS solutions.

  • Reduce the time spent on track and trace.

  • Get notified on arrival/departure of shipments.

  • Integrate with TMS to have a single view.


  • Notify in advance for any potential delays.

  • Shipments transported under specified conditions.

  • Reduce the time spent on track and trace.

  • Integrate with TMS to have a single view.

  • Get notified when shipment near consignee.


  • Notify when driver deviates from assigned route

  • Share real time locations with customers.

  • Identify Fuel Spending patterns and the reasons for extra fuel spent.

  • Integrate with TMS to have a single view.

  • Identify vehicle issues if any.

By Ravi Kiran Gurujala, OTM CoE.

Continue reading " OTM and IoT Fleet Monitoring " »

January 7, 2018

If Blockchain can store all the Logistics' contracts...

Short-term benefits -

  1. Carriers won't need to send their rate cards to every new customer/3PL that they start doing business with. They could simply ask their potential customers to look up the rate cards in the Blockchain. Cost of service offered to similar customers with similar SKUs would give one an indicative price point to start a negotiation
  2. Proof of Concept is readily available for customers coming onboard and for new carriers interested in exploring the Blockchain
  3. AP and AR can be managed in the Blockchain where the payments could be made in a secured fashion riding atop the Blockchain's native framework
  4. Payments could be tied to milestone events such as proof of pickup and proof of delivery. This can help maintaining an audit trail and working out a ranking system to reward the carriers that have consistently Delivered-In-Full-On-Time
  5. All the periodic changes such as the fuel surcharge updates could be applied by the Blockchain service provider thereby eliminating the need for individual carriers to respond to these changes
  6. Blockchain can serve as the single source of truth to run statistical analysis such as the rate of change in the cost of a service between different carriers
  7. Carriers don't need to invest extensively in IT. There won't be a need to integrate multiple enterprise applications. Transportation management systems would only optimize shipment planning. Execution of the shipments -  receiving events for pickup/delivery, etc, -  can be tracked in the Blockchain so the data is visible to all the stakeholders. Moreover, it simplifies data aggregation with all the source systems having to send data to the Blockchain alone.

Long-term benefits -  

  1. Blockchain would lower the entry barrier to the Logistics market. Smaller players who would have been hitherto tending to specific needs of few select customers would start uploading their rates onto the Blockchain
  2. In-house logistics of discrete manufacturing units would show interest. Why not upload their rates onto the Blockchain to offer LTL services to fill the leftover space in their trucks?
  3. Established carriers would have to confront the erosion of revenues. To combat this trend, carriers would tend to negotiate lane-based commitments with their customers. Alternatively, carriers could offer value-added services such as labelling, packaging, etc.
  4. Dynamic alliances - the original carrier would outsource its shipments to secondary carriers on certain lanes in exchange for favorable lanes with ample consolidation opportunities
  5. 3PLs could mutate and fragment their services to upload the rates of warehouse infrastructure, value-adds, and transportation services separately on the Blockchain

Who would offer and maintain the Blockchain service though? Product companies like Oracle could offer Logistics Blockchain in a SaaS based model. As to supervising the contracts between multiple carriers and working out specific needs of clients, consulting partners like Infosys could do that.

Meet our experts at the Modern Supply Chain Experience 2018, January 29-31, 2018

- Kranthi Askani


Continue reading " If Blockchain can store all the Logistics' contracts... " »

December 30, 2017

Blockchain-based Logistics of the future...

Issue: Today, a supplier/3PL estimates the cost of transportation. This is followed by the carrier completing the service at which point they send the invoice with actual cost to supplier/3PL. This invoice is then reviewed, approved, and settled. This review process is often quite lengthy and could be avoided.

With the aid of emerging technologies: Imagine using a blockchain technology like Ethereum. The smart-contracts inherent in Ethereum can digitally validate the milestones and trigger payments. Proof of delivery is an important milestone in shipment execution. One can imagine setting up Ethereum to digitally validate the proof of delivery and even make payments right away, thereby eliminating the need for carriers to send invoices and then wait for months to get paid. Of course this is only the basic golden transaction. There could be additional charges that the carrier would have incurred which may not have been part of the original contract. This can always be rectified with an ad-hoc invoice from the carrier.

All the carriers could save their contracts in the blockchain itself. The supplier/3PL can get a visibility of available contracts once the shipment is planned based on the route of the shipment. The blockchain automatically triggers tenders to the best carrier and if the carrier accepts, sends it back to the supplier/3PL for approval. If rejected, blockchain iteratively awards the tender to the next best carrier. This process repeats until the tender is accepted by both parties and shipment execution begins.

Once the carrier picks up the goods, the blockchain triggers 25% payment to the carrier as configured in the milestones. Ethereum smart contracts can come handy here. The data feed itself could be received from smart locking IoT devices installed on the truck's doors.  When the supplier/3PL planner overseeing the loading process locks the truck's door with the smart lock IoT device, it prompts him for an identification. If he chooses to identify himself via the fingerprint scanner on the lock, it sends the data to blockchain. The smart contracts on the blockchain listening to the milestones oblige with the necessary advance payment which is sent to the carrier's wallet address. But this transaction stays in "pending" status. The subsequent milestones also trigger advance payments and all of them land in the carrier's wallet address with the "pending" status. Only the final proof of delivery milestone validates the advance payments and sets the status to "validated and paid."

The final proof of delivery also relies on the smart lock IoT device in case of large FTL shipments. For smaller parcel shipments, this process has to be reimagined with the familiar old-fashioned signature on a mobile screen...

Meet our experts at the Modern Supply Chain Experience 2018, January 29-31, 2018

- Kranthi Askani

October 30, 2017

Analytics and the APP!


Welcome Back!!! In parts 1 and 2 we started out to understand the concept of analytics and the app (or analytics on a mobile platform) and review a few case studies from different leading products - Kronos, Oracle, and SAP. In this concluding part we will look at the significance of these case studies and draw inferences as to how they impact the world of analytics...




We have seen 3 case studies across different verticals with varying background and use case scenarios. However all have the common feature of using an analytics tool on a mobile platform to showcase the versatility of this combination of Analytics and the App!


When organizations go mobile with analytics, they are able to extend the reach of information and empower people from every aspect of their business with the facts to make better, more informed decisions.

This is evident from the 2015 Mobile Business Intelligence Market Study by Dresner Advisory Services:

  • Mobile business intelligence (BI) is the third most common use case for mobile business workers, next to e-mail and contact information

  • 90% of study participants said mobile BI is important to their business

  • In a surprising find by a Dresner market survey (*) Business Intelligence is of the 3rd  highest priority in Mobile applications, ranking higher than social media and even personal banking, coming in below only email and basic phone services.


*SOURCE - Wisdom of Crowds ® Mobile Computing/ Mobile Business Intelligence Market Study 2015


Trends observed during the research on case studies indicate the growing importance of Mobile analytics in different verticals - IT being the prominent horizontal across most of the industries. Some of the reasons for this are listed below:

  • Exploding usage of 'smart' mobile devices in general - personnel, org-wide, technological leap

  • Growing use of BYOD among enterprise employees - personnel get more opportunity to tap into the client systems and data as organizations open up accesses to employees.

  • Rapid use of mobile devices for other aspects of daily life - communication, mails, social media, entertainment - to make a convenient platform for including analytics.

  • Flexibility of usage and availability on-the-go. From being a straight-line process to being agile.

  • Advanced functionality of apps and devices - inducing enhanced parts and software.

  • Technology growth to aid predictive analysis and user data customization.


Suggestions/Future Prep: 

  • It is seen that the concept of mobile analytics is well known but almost negligible in application. This could be leveraged further to achieve Customer Delight.

  • The analytics functionality on ERP systems remains a niche area. Consultants could be empowered with training on this module to also include the mobile apps that are usually pre-built for such applications.

  • Another option to be explored would be provision of sample tablet devices (i-pad or android) to respective practices so as to enable learning, hands on and PoC processes.

  • From the case studies and also from project experience, it is observed that even though customers may be aware of the implications of mobile analytics on their processes, a PoC is helpful in all cases to create the right focus to open up further avenues of engagement.



The advent of the mobile platform has been another epoch making event, probably making it to the top 20 inventions/events that changed lifestyles across the world significantly. Added to this event, parallel advancements in related areas like data analysis, cloud computing, big data, to name a few have been instrumental in converging the big with the best, giving rise to a concept such as mobile analytics. Since this concept is still in its nascent stage, it provides great potential for further exploration to discover the myriad use case scenarios and adaptability, which could lead to several success stories of - Analytics and the App!


End of part 3...hope you found this interesting - Please do leave your valuable feedback!

Part1 :

Part2 :


Analytics and the APP!


Welcome Back!!! In part 1 we saw an example of analytics being used on a mobile platform - tablet - to realize the retail store objectives and gain advantage of real time data updates. In part 2 let us take a look at more case studies across similar leading products...


Case Study 2:


Scenario - The client is a US based fortune 500 energy and utilities company with approximately 10 million customers. Their integrated business model provides a strong foundation for success in this vertical which is experiencing dramatic changes. They strongly believe in capitalizing on emerging trends and technologies to provide insight into operations that will drive value for their end customers


Background - The organization uses Oracle - one of the top ERP applications for their myriad business processes. As part of this PoC the Infosys team setup custom analytics solutions for the client. Oracle's business tool OBIEE 12c is used here to showcase the length and breadth of the analytics tool available as part of the wide array of modules in Oracle.


Problem Statement - The client needed to do a comparative evaluation between two mobile analytics applications as part of their PoC to be reviewed by their senior management.


POC details - The PoC was aimed at the OBIEE module's ability to work on a mobile platform. The PoC also aimed to do a comparative demo of features between Microstrategy (another analytics tool) and Oracle tools (apps). A set of commonly identified features was expected to be compared and in most cases, the feature was available within these tools but the enablement of the feature was different between OBIEE and Microstrategy.


Pilot & Feedback - For the pilot, the app was shared only among the senior management in the organization. The focus group was impressed to see that OBIEE could provide the features needed and appreciated the way it is achieved in OBIEE, which was different from their current applications. Further using OBIEE on mobile presented a very unique but scalable scenario as it proved to be a seamless extension to the existing suite of oracle products and which meant lesser chance of data integrity issues. Post the successful demo, client is now evaluating an option of a complete migration to OBIEE with preference to the analytics app as it aligns successfully with their established principles.


Being an energy and utilities company, it is always essential for the organization to possess the latest status and forecasts in a rapidly changing environment with unpredictable trends. With the analytics tool on mobile, it has brought the leadership very close to data and trends that were hitherto not feasible. Management can now make an informed decision much faster and just as easily track the results through OBIEE. Also, the time and effort saving is huge since it allows the stakeholders to pull their own graphs and data analysis, first hand and without chances of error. As the gap between technology, user and data/solution is greatly reduced leadership is also now very keen on applying this model to other areas of analytics.


Case Study 3:


Scenario - The client is a global tool manufacturing corporation with interests in construction, heavy equipment and technological solutions. They excel through outstanding innovation, top quality, direct customer relations and effective marketing. Client also has their own production plants as well as research and development centers in Europe and Asia. They pride in integrating the interests of all their partners, customers, suppliers and employees - into their growth and sustenance strategies.


Background - The client uses SAP package and tools for running their analytics platform integrating the various aspects of their business from planning to customer feedback & support. Combining areas like technology, design, real time feedback and automated order processing and metrics like quantity, geographical location, customer database, the analytics tool (SAP's BI system), provides the necessary inputs to the stakeholders to catchup on the latest available information/trend.


Problem Statement - The client needs an on-the-go platform to deploy their analytics solution to enable salesforce and service personnel to meet client demands as and when they arise in an automated fashion.


Introduction of Mobile Analytics - The organization has about two-thirds of its workforce employed directly for their customers in sales organizations and in engineering. They average about 200,000 customer contacts every day. This entails a constant need to be up to speed with the latest and greatest as regards the end customer data (or detail). A ready reckoner for this situation is the SAP mobile analytics (ROAMBI as it is known otherwise), that most employees in the organization use on a daily basis. Further, the entire solution is a cloud based model, so they have the best of both cases - cloud computing and mobile application. This has proved to be very advantageous to their on the job salesmen, technicians, customer support or even the top executives discussing an org-level strategy.

A real-life scenario involves the following situation:

  • A critical time bound customer order is not received at site on time.

  • However, the automated tracking tool, looking for the delivery report, has sensed it and raised an alert to the support center of the tools manufacturer.

  • This triggers the next set of established workflows in order to compensate for the delay in delivery.

  • Alerts sent to the nearest customer support personnel through a geo fencing feature enables the employee to locate the nearest outlet/warehouse/distribution center for the right part.

  • The support person raises a request under the right priority and is able to head over to the site to personally supervise the final delivery

All this has actually taken place on-the-go using the mobile device loaded with the BI tools and supporting applications to augment the corrective actions.

In this particular scenario, even the customer delight can be captured on the same mobile as feedback and, back at the corporate HQ, the top management will be able to gauge a real time heat map/graph showing customer satisfaction survey results that have been processed seamlessly through cloud.


End of part 2... in part 3 we will review the inferences and conclusion.

Part1 :

Part3 :

Continue reading " Analytics and the APP! " »

October 4, 2017

If carriers use OTM mobile...

Picture a carrier's user tweeting and texting, his fingers poised earnestly on his mobile, his eyes awash with colorful imagery, and his mind dizzy with an abundance of sensory stimuli.

Now imagine the same user hunched up at his desk, his shoulders drooping like the wilting branches of a neglected roadside tree, staring at his monitor, responding to tenders in OTM, his brain nearing the point of self-imposed hibernation.

Before presumptuously advocating the use of OTM mobile for everyone - in this case, the carriers - let us look at the benefits if there are any


1.Shuffling order movements

A carrier receives multiple shipment tenders from his manufacturing or 3PL partners. The carrier proceeds to accept some of these tenders. Once the tenders are accepted, the carrier sends his trucks to fulfill the transportation services that he has hitherto accepted. At this point, the shipment is frozen, that is to say, the shipment cannot be modified by way of adding or removing orders from it.

But of course this is far from practical. Drivers assigned to the trucks can't make any rearrangements, namely, swapping a whole order or part of an order with other drivers. Once the tenders are accepted, the process is quite rigid and inflexible. If it is the same carrier who is operating in the same lane and his fleet comprises of multiple trucks, it should be possible to rearrange, isn't it?

Consider this - Truck 'A' with shipment 'A' onboard set off to its destination. But there is a breakdown and the truck is unable to deliver the goods. The driver swishes in his pockets and pulls out of his mobile, pinches his screen to locate his truck. Now, on the map, he can see a couple of other trucks just around the corner. He extracts the equipment utilization report and finds that the other trucks are underutilized and that they can carry some of his orders, the ones that are labeled 'overnight' or 'expedited.' He quickly summons the trucks and unloads few items from his truck, scans them judiciously as he hands them over to the other drivers.

Wouldn't it be useful to be able to do achieve this in a mobile application?

To make this happen, the carrier's transportation system, OTM or otherwise, must be able to send an actual shipment XML to the source OTM instance that has the planned shipment. The planned shipment is associated with order movements via the shipment equipment. Once the actual shipment XML is received, agents can be used to identify the order movements that were offloaded from the truck that broke down in transit and remove them from the shipment equipment. Similarly, the planned shipment of the truck that carried order movements in addition to what was accepted in the tender has to be modified by adding ship units to its shipment equipment.   

 2. Carrier invoices with delta cost

Some carriers invoice their partners regularly as and when the shipments are delivered. But most carriers invoice periodically, namely, month end invoicing. Now, a lot can happen between the first and last day of a month - the sun may run out of its hydrogen atoms and the earth may be plunged into eternal darkness! There is very little that OTM can do to handle sun's demise...

But, OTM of course can be configured to handle other miserly exceptions that arise purely out of the way the logistics industry operates. For instance, by the time the carrier invoices its 3PL or manufacturing partner, the contracts would have been renegotiated or the surcharges could be updated. The way we handle these delta changes between the invoice and the matched shipment is by configuring the service provider to copy delta costs at the time of approving the invoice.

Now, let's add a bit of flavor to this. Let's say the driver is unable to take the usual route due to unforeseen accidents on that route. He takes a different route and ends up paying for driving thru multiple toll gates, and even booking for an overnight stay at a roadside inn. These additional expenses are usually 'customer recoverable' and the driver should be able to flag them on his OTM mobile application.

If the driver also decides to get his truck's headlights fixed or change the brake pedals, it is hardly a case for recovering from the customer though. 

At the end of the month, before invoice is made out to the customer, the drivers' supervisor receives a notification on his mobile while he is on the site, busy assigning shipments to this fleet. On his OTM mobile, he gets to review the additional costs incurred against each invoice, the estimated and actual invoice amounts paired for quick reading.

Other examples of these accessorial costs could be the original driver enlisting help of other truck drivers. So, for instance the truck has left location A and is on its way to location D via locations B and C. This is a multi-stop shipment. On his way, the driver is alerted on his OTM mobile of another truck driver in his vicinity who is on his way to location D, this being a direct shipment. The second driver is shipping a return delivery which happens to be completely unplanned. Owing to the nature of this return delivery, his truck now appears as a notification for other truck drivers near him on the integrated Maps application. The original driver can now choose to offload some of his orders onto the return delivery truck depending on the other truck's equipment capacity.  Now that some of the orders have been offloaded, the original truck may not need to visit few locations on his route, thereby reducing the overall cost. The original driver should be able to indicate this on his OTM mobile which must transpire as a negative cost line item of his truck's invoice. The return delivery driver may incur an additional fuel surcharge which would correspond to a new accessorial cost on his truck's invoice.

To achieve this, we would have to add invoicing functionality to OTM mobile. Picture this interface alongside the standard set of screens that we are already getting in standard OTM mobile -

Carriers can select/deselect few order movements with the click of a button and promote the changes all the way to invoices. We can trigger invoice XML from the OTM mobile once the driver makes his edits and logs a delivery event at the destination. This way the information between orders and invoices is always in sync and few invoices would fail auto-approval. Also, the invoice-generation itself will be real-time thereby eliminating manual reconciliation which is taxing and prone to errors.

In short, making carriers more inclusive in the digital transformation.


Engage with our experts at #OOW17 booth 1602 & learn how you can transform your #digital capabilities #InfosysAtOOW

Written by: Kranthi Askani

September 7, 2017

Analytics and the APP!


Mobile devices have brought about a giant leap in the modern world, providing myriad combinations of services to be leveraged by users depending upon their need, or more so, creating opportunities for different needs. While stamping their presence in most avenues of daily life, there are still some areas where their application is recognized but has yet to catch up to their full potential. One such area of opportunity, especially in the world of IT, would be the use of analytics on mobile devices. The following scenarios are discussed to study this prospect in further detail.

Mobile Analytics dashboard (Kronos & Oracle)

Case Study 1:

Scenario - The client is a leading global sports gear and apparel manufacturer and among the first to keep up with latest trends in technology and business. Apart from adopting new technology, the organization is also keen to pilot cool initiatives and gauge customer responses towards the same.

Background - The organization uses Kronos - a leading Workforce management product to capture time and attendance and also drive forecast and schedules of its workforce. With the introduction of Kronos Tablet they have also planned for a pilot rollout to select stores. Salient modules in use on the tablet include basic employee time and attendance, scheduling and forecasting along with advanced analytics.

Problem Statement - The client needed to explore the analytics app offered by Kronos for their store managers to leverage the real time trend update functionality offered by the same.

POC details - The tablet version (iPad only) app for analytics was tested and deployed as a pilot to select doors across the US region. The app was shared with both senior management and store level users. Being a retail domain the primary metrics on the app included volume drivers such as consumer traffic, sales amounts and employee demographics like coverage, shift effectiveness, etc. Focus groups were setup with pre-built dashboards to monitor various trends and daily heads up on metrics. Dashboards had roll-up, roll down functionality, real-time update of data and trend-analysis algorithms enabled using back end ETL (Extract Transform Load) jobs. The real time metrics would be updated on a preset frequency through the day as and when a threshold data point was reached. App used on the tablet was a readily downloadable app from the Apple store, developed by Kronos and integrated with the on premise application.

Pilot & Feedback - As a pilot, the app was made available to senior management and leadership in select stores. A preview of the analytics functionality, comprising a dashboard customized to the look and feel of the retailer's other existing apps, was highly successful. The core functionality and use case scenarios were also well received. This was followed by the rollout of the real time option, which again was very successful and instantly popular.

  • At a store leadership level this provided unprecedented control and rapid decision making ability.

  • For example, if in a large store area there is a shortage of employees in a section OR if there is a dip in forecasted sales in a department then the stakeholders can immediately get to the problem zone and plan alternatives with the aid of mobile analytics.

  • Frequent back office planning meetings were eliminated.

  • With access to all the necessary inputs in the tablet and with tools like heat maps and trend-analysis charts, they are able to simulate the next available options and also validate its success criteria immediately on the shop floor.

Taking a realistic scenario, during peak hours like Thanksgiving or Christmas, these actions save tremendous amount of time, not to mention an exponential increase in productivity/flexibility during day-to-day operations.

End of part 1... in parts 2 and 3 we will see more case studies and inferences.

Part2 :

Part3 :

Continue reading " Analytics and the APP! " »

June 2, 2017

HR Analytics in Retail Industry

HR in Retail Industry
Retail industry is one of the fastest growing industries in the world, and is evolving rapidly due to the  continuously changing market economy, digital competition, new product launches and demanding customers. With an extremely competitive scenario of market growth, workforce has become one of the key factors in the growth of any retail organization.

So, why is HR critical in Retail?
  • Service oriented and people driven industry
  • Constantly evolving and competitive growing environment
  • Large manpower employed
  • Skill set requirement varies based on the market type, it involves both skilled and unskilled manpower

HR Challenges faced by the Retail industry:
Due to the global economic changes, Retailers face competition with the new entrants from other countries in the domestic market and hence strengthening their talent portfolio is critical for success. Consequently, along with business leaders, the HR strategist role requires to forecast the industry trends to identify future business needs and build the right talent pool. 

Key HR challenges in Retail include:
(a) High turnover:
Retail industry faces a talent crisis especially at middle and senior management level. Though entry level resources are available, retaining the talented manpower for the long run becomes a challenge. 
The management needs to know the reasons of attrition and take corrective actions accordingly.

(b) Lack of skilled workforce:
An important challenge in Retail industry is getting professionally educated workforce. As there are very few courses that offer a professional degree in Retail industry, getting skilled staff is a challenge. 
Organizations need to identify training needs and accordingly plan for training and development programs to enhance the skill set.

(c) Diversity: 
Diversity in workforce is crucial as it helps a retailer connect with its market that leads to better ideas and results. Hence, HR needs to promote team building programs and initiatives to connect people to avoid conflicts, promote teamwork and collaboration among resources. 

(d) Seasonal Demand:
Retailers experience seasonal demand fluctuations and hence hire temporary staff during this period which do not have appropriate skills to serve customers. So, forecasting the resource demands and planning for training the existing resources or hiring strategy becomes critical.

(e) Employee engagement and communication
The Retail industry is distributed across sectors and locations. It is very important for management to engage and motivate the resources in distant locations and make them connected with the organizational goals and objectives. It is important for leadership to connect and engage with employees at regular intervals.

HR: Cornerstone for business growth
Human Resource Management means managing the employees of an organization. There are two aspects to it, one is revenue generation by providing efficient service and second is the cost associated to manage human resources - the primary concern for leadership is to strike a balance between the two.
Putting down a well thought strategy, predicting and forecasting the future trends and taking the right decisions. 
Correct in-depth analysis of HR data at regular interval. 
Evaluation of various aspects of HR in varied situation
Quick view and Spot on decision making

The next part will discuss the software solution that can empower Retail Industry - HR Strategists to take effective decisions for their businesses. 

April 30, 2017

Reverse Logistics For A Forward Thrust To Sustainment Quotient

One of the key technology focus areas in Green Supply Chain Management that enables an organization to transition into a sustainable organization is Supply Chain Network.  Logistics Optimization also goes hand in hand with this. It is true beyond doubt that a responsive supply chain is also a responsible supply chain, it is more environmentally and socially responsible. Not only is it plausible it is also more financially viable resulting in a higher sustainment quotient as well as higher benefit factor. Logistics Optimization and Supply Chain Network can lead to reductions in empty and circuitous miles, and also increased warehouse capacity utilization. Organizations need to look at the process and operational best practices to improve upon their sustainment quotient. The higher the quotient, the greener the supply chain and hence the greener the dividend pastures as mentioned earlier.

Continue reading " Reverse Logistics For A Forward Thrust To Sustainment Quotient " »

March 29, 2017

Cross Docking - An Enabler to Quicken Turn-Around in QSR Industry

QSR Industry and the concept of quick turn around

The success of the QSR (also known as fast food industry) is driven by the timeliness with which the products are delivered, without compromising on the quality. The name itself, Quick service restaurants, suggests the fact that the delivery of products in this industry needs to be quick and the lead time involved in minimal. Organizations need to be ready to fulfill the orders in short notices which can even be a few hours. Also, given the dynamics and competition in this sector, along with the strict rules and regulations for any food products, organizations have an ever increasing pressure of quickening the delivery without any compromise in quality. Long term sustainment of growth and success are only possible if the above criteria are not neglected. Some very common QSR names like McDonalds, Starbucks etc have diligently followed these rules to become what they are today.


Nature of order placing in QSR industry

Most of the orders in the QSR sector which are placed to the warehouses comprise food products and preparations which are highly perishable in nature. Items like burgers, pastries, sandwiches etc which cannot be prepared and stored in the warehouse like other packaged items. These items are made to order and arrive in the warehouse only a few hours before the actual shipment needs to leave from the warehouse to fulfill the orders. Most of the QSR players have their company owned stores and hence the nature of orders is very similar for all stores. In ideal cases, these stores place their orders with the warehouse a day before the actual delivery.

The nature of the items is such that the warehouse doesn't have these items stocked in the premises beforehand and the order is passed to the manufacturing unit / supplier only after summing up the cumulative quantity of each item asked by all stores.

There are certain scenarios, especially during festive or holiday seasons when the stores place a lot of emergency orders with the warehouse where the lead time is only a few hours. These are the times when the warehouse has to ensure that there is quick turnaround of the order and needs to facilitate quick supply of the items from the vendor and then quick delivery of the same to the store.


Pain Points: How to Reduce Turn around

Given the nature of business for the QSR Industry, the efficiency and productivity are dependent on the fact that how quickly the turnaround is done or the turn around time reduced for the orders to the stores. However much the regular picking process is expedited, there is a fair bit of delay expected in the process of picking the items from the receiving area after they have arrived and bringing them to the shipping area. This can cause delay in the delivery deadline and business can suffer. Also, there is high labor cost and transportation cost which distribution centers want to reduce especially for these items where there is no storage and items are directly sent out for shipping.


Recommendation: Cross Docking

An optimum solution for this type of situation can be Cross Docking. Cross docking means skipping the receiving and temporary storage part and unloading the goods directly in the cross dock area from where they are loaded into the delivery trucks. This can serve as a good opportunity in case of QSR warehouses as the items themselves don't require storage. Hence they can be sent directly to cross dock area. Also, this will help in quick turnaround of orders from supplier till the actual store and increase the supply chain velocity.

For efficient cross docking, there are a few important points which need a special mention:

·         Physical layout of the warehouse: Cross docking will not make any sense if the distance between the receiving and the shipping area is very huge. Although in most warehouses, the layout is such that the receiving and shipping are at two ends of the warehouse. But that is more suitable to industries where storage forms a major activity in the warehouse. In case of QSR sector where storage is minimal, it would be ideal to have the receiving and shipping in close proximity to facilitate easy cross docking.

·         Carrier routing information: As mentioned earlier, the nature of orders from various stores in the QSR industry is very similar to each other. More often than not, the shipments are clubbed based on the carrier's route for the various stores. If this information is available much ahead of time, the items can be bulk picked from the cross dock area and put into the respective trucks as per the routing schedule.

·         Task management can serve as an effective enabler to avoid stock out situations and facilitate cross docking. Task management when linked to employee scheduling helps optimize staff requirements, based on sales history and other factors. This could even be linked to overall employee productivity and a number of reports could be made available to determine it. RF devices when paired with a WMS could be used effectively to avoid inventory shortfall situations for a retailer. What is needed is an inventory source of record, wireless infrastructure and a WMS with a Task Management engine.


There are a few impediments for the cross docking process as well. These are:

·         Inventory levels in the warehouse system: One major barrier in cross dock process is that during cross docking, the items are not actually received in the WMS system of the warehouse and hence the inventory levels are not brought up to show the entry and exit of the items from the warehouse. Since the orders are sent and pick / ship documents are created a day prior to the actual transit of items, the warehouse has to find a way to capture the information of these cross dock items arriving and leaving the warehouse for auditing and tracking purpose.


One way of doing this is to bolt up the warehouse inventory with dummy values via receiving screens and then bring them down through the pick screens.

The other way can be to make the cross dock location a valid receiving as well as shipping location of the warehouse. So from one screen, the inventory level in the WMS can be increased by receiving items from the cross dock location and from the other screen, the inventory can be brought down by shipping them out from the same location.

·         Merging of cross dock product with products coming out of picking belts: Though most of the items from the stores would be the highly perishable, JIT items, there can be certain items which are non JIT in nature and are stored inside the warehouse. For ex: packaged foods, liquids, lids, cups etc. These are picked and shipped via the conventional picking method and are brought to the shipping area via the conveyor belts or manually. If the warehouse is doing cross dock of some items which have arrived externally from the supplier and is also picking items from the shelves for the same order, care needs to be taken to properly pack all the items of a single shipment of a store together and nothing should get missed or mixed with other orders. Also timing of the arrival of items from the two sources becomes important in a way that the shipment doesn't get delayed.


A New Beginning

Cross docking has still not gained its fullest popularity in the world of distribution centers and is still a vast area to explore. Cross docking can greatly reduce the turnaround time of delivery of orders and can act as a trigger to increase the velocity of the logistics system of the QSR industry. No customer likes to hear that the dish or item they have ordered from the menu has still not arrived and will be there in a few minutes. Customer delight in terms of time and taste is the key to the success of this highly competitive QSR world and can only be achieved with the combined efforts of all participants in the supply chain. Cross dock can be once such contribution from the distribution center.

Continue reading " Cross Docking - An Enabler to Quicken Turn-Around in QSR Industry " »

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.

March 3, 2017

Why a Global Trade Management system is Integral to an International Supply Chain!


A Multinational Organization in any country across the world needs to abide by a set of export and import control regulations that governs the movement of goods, services and technology across international borders.

These Export/Import regulations impact enterprises operating in almost all industries.

Various regulatory bodies that keeps a check on manufacturing and international movement of goods like US CBP (in case of USA), Taxation and Customs Union (in case of European Council) etc. penalize companies that violate these controls.

These penalties can be monetary or legal in nature. In certain cases even criminal proceedings can be initiated against the company.

As a result of these penalties, enterprises also face significant business loss and damage to reputation.

In any International supply chain the role of trade-compliance starts from supplier/vendor selection, when the importer must ensure that he is not dealing with any denied/blacklisted individuals or entities. Further the imports needs to abide by the trade and customs laws of the source as well as the destination country. Subsequently when the business (importer) exports its products to an overseas destination it must again ensure that the legal requirements related to country of origin/destination and various international treaties are met. Also the customs filing must be done in due course of time and the relevant transportation and regulatory documents must be produced as and when required.

Any smart business should also ensure that it is availing the benefits of the trade agreements its products falls into.


Various aspects of Global Trade Management


A.  Item Classification and contact screening


Each item that is exported or imported internationally must contain certain classification codes for:


  1. Tariff Calculation (HTS US, HTS EU etc.)

  2. Licensing purpose (ECCN US, ECCN EU etc.)


These codes depends on the source and destination country as well as the product attributes. E.g. any item being exported out of UK must contain HTS codes specific to UK for tariff determination, ECCN Code if it is a dual-use item, and even the HTS codes of the country to which it is being exported to.


Similarly every enterprise which exports or imports has to ensure that none of its international customers/suppliers fall under the denied list of people/entities as prescribed by UNO.


Oracle GTM, performs the item classification and also screen the contacts/orders of the business through its standard functionalities.


Cummins Inc., an American heavy equipment company, which operates in more than 190 countries. It has more than 600 distributor facilities and over 7,200 dealer locations across the world implemented Oracle GTM in year 2013-14. They mainly did so to classify their items (goods) and also screen their customers and suppliers against the denied party list. And here is what they have to say - "Through the use of Oracle's Global Trade Management solution, we have achieved new heights of product classification accuracy, consistency, and compliance efficiency in all Cummins locations globally."1 - Dante Monroy, Director Global Trade Operations, Cummins Inc.


B.  Embargo and Compliance rule screening


As per the UNO mandate all Multi-national enterprises across the world are required to completely refrain from doing any kind of trade with certain embargoed countries from time to time. Several countries including North Korea, Iran, Syria, Sudan, Myanmar etc. have been embargoed time and again by the UNO.

In addition to these blanket bans by the regulatory bodies there are often country-specific requirements based on the international treaties that your home country is a part of. E.g. - Any materials, equipment and technology related to nuclear science can only be trade between countries that are a part of the NSG (Nuclear suppliers group).


Oracle GTM configures these rules and ensures adherence to international compliance rules through its standard functionalities of 'Sanctioned territories screening' and 'Compliance rule screening'.




General Electric (GE) a US based multinational enterprise, implemented Oracle GTM in 2013-14 for one of their key businesses P&WE and ensured that they do trade as per the international law abiding by the International embargoes requirements and various other multi country treaties including NSG, MCTR (Missile control technology regime) , Wassenaar agreement and Australia group agreement.2



C.  License Management


It is often seen that certain items, before they can be exported, are required to be accompanied by regulatory licenses. It is often done to ensure that the items are only used for their intended purpose and do not end up in the wrong hands and be misused.

These licenses can be quantity or value based. Any enterprise dealing in items that needs licenses must keep a continuous track of the authorized quantity/value and keep replenishing the same with concerned regulatory authorities. Any item if exported without the required license can attract severe penalty and/or legal action by the international/local law enforcement agencies.


Using Oracle GTM's License management functionality one can set up and manage all licenses that are applicable to its items and can also keep a continuous track of the inventory levels of the same. Through this feature the business can also ensure that it never falls on to the wrong side of the law by non-deliberately trying to export an item without the applicable license.




Cypress Semiconductor Corporation, an American semiconductor design and manufacturing company, needed to centrally manage 30,000 customers in 200 countries complying with all international and country specific regulatory environments.


In addition to this they also needed to ensure that few of their export controlled products specifically in countries including US, Malaysia and Japan always have the required licenses before they are exported.


They implemented Oracle GTM in 2015-16 to manage their global trade and as per them, using the product they could fully automate their global business and make themselves 100% trade compliant with 0% errors.3



D.  Customs Filing


Any enterprise exporting goods outside a country must file for customs clearance with the national customs authorities. This process has become electronic in most countries and is usually done by establishing a two-way electronic communication to transmit data related to the export items and further receive a response regarding the same.

E.g. in UK every exporter must file with CHIEF customs system, in Germany ATLAS, in Belgium - PLDA and similarly in US every exporter must perform the customs filing with the AES (Automated Export System).


Oracle, in 2013, got authorized by the U.S. Census Bureau (Department of Commerce) to enable its customers to perform the AES filing though its product GTM.4

Since then a lot of US based enterprises have used the product to extract the custom specific information from their existing business processes and transmit the same to the authorities to get clearance for their exports.


Oracle GTM simply screens the existing business processes of the customer, create customs shipments to prepare the filing data and then transmit an electronic document to the AES system. It also further receives and processes the response that it might get as an acceptance or rejection of the filing.


In various other countries Oracle partners with 3rd parties like Descartes to perform the customs filing.





E.  Latest developments


Oracle recently came up with a new feature 'Landed Cost simulator' that helps enterprises decide the most suitable vendor and the most economical sourcing scenario for their business. It also lets them know if their business is eligible for any duty benefits under any trade agreement.

E.g. - If a Canadian importer has several sourcing options for a product that it is looking to import, Oracle GTM can calculate the cost that each option will incur for the import, including the duties. Additionally if any of the vendors happens to be from a country that Canada has a trade agreement with (say Mexico/US which are a part of NAFTA) it will identify and calculate the duty benefits that the importer will be eligible to claim.








Global-Trade-Management is not just a regulatory but a strategic issue for any growing enterprise. If not managed systematically it can result in irreparable losses financially, legally and also on an organization's brand image.

It should be a part of a company's vision and long term growth strategy and hence any enterprise with such an attitude must consider having a robust & comprehensive solution like Oracle GTM!




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                                                                          Written by: Ravikiran Khobragade & Mohammad Talat

Continue reading " Why a Global Trade Management system is Integral to an International Supply Chain! " »

Omni-Channel Warehouse Management using Oracle Logfire & the Infosys advantage!


What is an Omni-channel business?

An omni-channel business is one that provides its customers various ways of buying its products and services. The purchase can be made through an ecommerce website or by placing an order over a telephone or by simply walking into the brick-and-mortar store and picking up the product of your choice. With the increasing competition in the retail industry most enterprises across the developed and the developing world are now considering going omni-channel. It is an effective way to ensure that you don't lose out on your existing customers and that the new age tech savvy customer doesn't give you a skip.

Why visibility of inventory is important to serve customers in an omni-channel business?

When a customer decides to buy an item from your e-store/website etc he needs to know by when can he get it delivered. Also if an item is not available currently he likes to know by when it will be made available.

Often stores that have a Warehouse management system get their inventory replenished in batches. The only visibility that they have is within the store/warehouse. This often leads to a business either not having the right clarity to provide the correct timings to the customer or it providing a sizably high time. In order to be able to provide the shortest time by which the item will be made available, the business needs to have a clear visibility of the inventory lying in the store, in the DC, in the manufacturing location and also in-transit.

How can Oracle logfire prevent loss of sales and customers in an Omni-channel business?

Oracle logfire has a comprehensive approach to the warehouse management system. It keeps a track of all inbound and outbound orders destined to the DC, the stores and any other fulfilment centers in the supply chain. On the basis of this information logfire can clearly tell the business representative at the POS by when the item can be made available to him. Once the customer is apprised of the same his chances of going to a different business/store to buy the same item comes down sizably.

What kind of an End to end visibility is obtained using logfire?

1) The system captures the actual P.O.s and DC replenishment orders to get visibility into expected future shipments and the dates of arrival.

2) System also captures the inbound shipments from the suppliers that provides the inventory.

3)  The system manages the outbound transportation to the store from the DC, and also the receiving and managing of the goods in the back of the store.

4) Based on the real time data captured, the system maintains accurate inventory information pertaining to each stock-location from where fulfilment can be done. It also understands which inventory is on the way towards these locations and also when will it arrive. Hence it becomes possible for the business to tell the customer exactly about when the item will be made available to him.

Additionally like any other new age WMS, the system also manages the replenishment of inventory to the sales floor, and also the returns and reverse logistics to a store, a DC, or to the supplier.

Why Infosys is the ideal choice for an Oracle logfire powered Warehouse management system?

Being a diamond partner of oracle for cloud implementation infosys brings to the table a robust expertise of implementing all of Oracle products.

Oracle practice of Infosys comes with the capability of not just deploying a warehouse management system but also Transportation management & Trade management systems which can be exploited to make the customer's business optimized for movement of inventory and also trade-compliant in case of any international orders.


Written by: Ravikiran Khobragade & Mohammad Talat

February 16, 2017

Oracle Service Cloud - One Product for Multiple Service Needs in Multiple Industries

'The world is becoming smaller' is the catch phrase which I get to hear nowadays pretty often. What does it mean? Of course, the world has not shrunk but the communication channels have expanded in their mode and reach thereby bringing people together and closer to give them a feel that no matter where you are, smart channels of communication will keep you connected to your family, work and needed SERVICES. In line with this boom in communication channels the expectations from the Customer Service industry has increased manifolds with the connected customer demanding service ANYWHERE and on ANY CHANNEL.

Continue reading " Oracle Service Cloud - One Product for Multiple Service Needs in Multiple Industries " »

February 10, 2017

Centralized Vs Decentralized VCP Architecture


One of the critical decisions that businesses considering VCP implementation have to make is to choose between the centralized and decentralized architecture of VCP. This decision is very crucial not just from the operational perspective once they have implemented, but also due to the fact that the cost of the overall project is dependent on this. For a decentralized environment, business have to invest in new infrastructure and hardware required for the new VCP instance. For smaller businesses, these costs could be higher than the overall implementation cost itself.  Through this article, I would like to discuss the pros and cons of each of those approaches and throw light on the aspects which businesses need to consider for making an informed decision.

A centralized architecture is where both the EBS and the VCP reside on the same server. In a decentralized architecture EBS and VCP reside in two different servers connected through the database links for exchange of data.