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Improve Terminal Throughput, Workforce Productivity and Back- office PerformancePresenter’s NamePresenter’s Title

2

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decision. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

Safe Harbor Statement

3

Agenda

• Leadership in Ports

• Improve Terminal Throughput, Workforce Productivity and Back-office Performance

• Results Achieved by Oracle Customers

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Oracle in Ports

Did You Know?

7 of the top 10 ports run Oracle Applications

8 of the top 10 ports run Oracle Technology

3 of the top 5 port operators owning more than 100 ports run Oracle Applications

Presenter

Presentation Notes

2006 Ranking: Containerisation International 40th Anniversary 2007 1. Singapore24.8M (Apps, Tech) 2. Hong Kong23.2M (Apps, Tech) 3. Shanghai21.7M (Apps, Tech in HPH Shanghai CT) 4. Shenzhen18.5M (Apps, Tech in HPH Yantian CT) 5. Busan12M (Apps, Tech in HPH Pusan Terminal) 6. Kaohsiung9.8M 7. Rotterdam9.7M (Apps, Tech) 8. Dubai8.9M (Apps, Tech) 9. Hamburg8.9M (Tech) 10.Los Angeles8.5M 11.Qingdao7.7M 12.Long Beach7.3M 13.Ningbo7M 14.Antwerp7M 15.Guangzhou6.6M 16.Port Klang6.3M 17.Tianjin5.9M 18.NY/NJ5.1M 19.PTP4.8M 20.Bremen/Bremerhaven 4.5M Ranking: PSA41.2 M TEUs9.3% mkt share APM32.47.4% HPH30.87.0% DPW26.25.9% Evergreen8.11.8% Cosco7.91.8% Eurogate6.61.5% HHLA6.01.4% OOCL4.81.1% APL4.61.0% Source: Drewry in PortStrategy Oct 2007

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The Challenges We’re Hearing

Transform to High Performance & Secured Global Port Enterprise

Ports are critical nodes in global supply chains with the continuing growth in the volume of freight moving through ports. Ports need to excel in collaboration with suppliers and customers, demand and capacity planning, strategic financial modeling, budgeting, and enterprise wide performance monitoring.

“Acquisitions, joint ventures, and alliances are also reshaping the industry”

S&P Report (March 2007)

Ports are asset intensive. Managing asset cost effectiveness and their operations uptime are key to shareholders value creation.

“Focus on cost reduction…pressure on pricing..”

Reduce Terminal Unit Costs

Datamonitor 2005-2007

Improve Terminal Performance

Terminal performance is key to value creation and customers retention. Good terminal performance entails managing operations productivity, back-office productivity, high assets utilization and efficient workforce.

“In these times of change, continuous business-process improvement, financial transparency, sound risk management processes and state-of-the-art enabling technology are required”

S&P Report (March 2007)

6

Industry Quotes

“Oracle's E-Business Suite Financials is a robust, global offering with strong functionality that can typically address at least 95 percent of cross-industry accounting requirements… users that are looking for global financial applications should consider Oracle E-Business Suite Financials as a viable alternative. Rating: "Strong Positive"

“Running an asset-intensive company doesn’t start and end with the general ledger and financials; domain-specific functionality is a requirement. Process and asset-intensive companies that are evaluating their first, or next, investment in enterprise applications should take a hard look at what Oracle has to offer and let capability, strong references, and attractive cost of ownership lead their decisions.”

“Oracle’s strong middleware platform & greater support of standards make it a better choice than SAP for customers who will rely on custom development as well as packaged applications.”

“Oracle Financials lets us automate our planning process and data consolidation. Our financial planning and analysis staff can fully perform their roles as analysts and work closer with their operational managers--with greater speed and flexibility.”

Presenter

Presentation Notes

Intermodal Transportation – Feb 7 2006, The Forrester Wave Vendor Summary, Q1, 2006 by Noha Tohamy Commonly Deployed CRM Application Vendors in 2005, 28 September 2006, Ed Thompson, Matthew Goldman ��Source: Research�Note Number: G00143191��http://www.cargonewsasia.com/afsca/afsca2004.html#a3 Glog – Best Supply Chain Management Software Provider in 2004 Asian Freight and Supply Chain Awards.

7

Agenda




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Improve Terminal Throughput, Workforce Productivity and Back-office PerformanceRequirement Oracle Capability The Oracle Difference

Improve Back Office Productivity

Best practice ERP, flexible ledger architecture, scalable, GRC

Integrated with general ledger, consolidation, and profitability applications

Efficient Workforce

Workforce mgt., service delivery, training and talent management

Unsurpassed HCM and large installed base

Pro-active terminal operations planning and execution

Oracle tech. and middleware to link industry solutions for operations, equipment mgt. and resource scheduling

Scalable, industry standards based tools for integration, data management, and portals/dashboards

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Efficient Workforce






10

S

GATE

P

A

No. 1

P

S

A

VESSEL QUAYCRANE

PRIMEMOVER

YARDCRANE

GATE

Terminal Operations Planning & Execution

Service Oriented IntegrationBusiness Process Management

Custom /Govt AgenciesForwarders Port Godowns Shippers Shipping

Lines

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Port Applications Architecture

OracleSolutions

Both in Oracle & Partner Partner

SolutionsNot in Oracle & Partner

Supplier Portal

EnterpriseManagement

Warehouse Management

Purchasing SystemPurchasing System

ProjectCosting

e-Procuremente-Procurement

Supplier and Maintenance Mgt

Labour/Staff Planning

Port Security Management

YardPlanning & Ops.

Vessel/ShipPlanning & Ops.

BerthPlanning & Ops.

GatePlanning & Ops.

RailPlanning & Ops.

Import/ExportProcessing

Device Interface& EDI Messaging

WarehousePlanning & Ops.

General CargoPlanning & Ops.

Reporting &ExecutiveInfo. System

Terminal CapacityAssessment

Terminal Monitoring& Control

Marine Planning& Mgmt. System

Ports and Container Management

Financial and Human Resources

Financial System

Human Resources& Self HR

Payroll

ProjectAccounting

BudgetingSystem

Asset Mngmt.Asset Mngmt.

Debt Mngmt.

Debt Mngmt.

Collection/Payment Receipt

Collection/Payment Receipt

Commercial Management

ContractManagement

Marketing

CustomerFeedback Mgmt.

Tariff Tariff

Billing InvoicingBilling Invoicing

Contract Mngmt.Contract Mngmt.

Customer Mngmt

Customer Mngmt.

Business Intelligence

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Proven Integration with ISV Solutions

PS

A

IMPORTOPERATIONS

EXPORTOPERATIONS

SHIPOPERATIONS

VESSEL

GATEOPERATIONS

Container Terminal Gate

VESSEL PM

PM

YC

YC

YC

YC

OUTGATE

INGATE

TRANSHIPMENTOPERATIONS

YARDOPERATIONS

Container Terminal Gate

•Haulage to and from the terminals

•Gate Entry and Exit

•Vessel Berthing and Unberthing

•Vessel Discharge and Load

•Container Yard Operations

•Container Freight Station Operations

Navis, Tideworks, Cosmos, TSB, TCS, IBS, 7-Hills, PSA, Hutchison

Presenter

Presentation Notes

Interfaces Procurement Resource Planning Equipment Maintenance Customer Data Billing

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Efficient Workforce






14

Business HR PressuresDevelopment and Retention• How can I develop an agile workforce to

support my changing business?

• How can I attract workers with key competencies & skills?

Motivation• Which jobs & assignments are most

rewarding and interesting?• What are the competitive strengths and

weaknesses of our compensation plans?

• Improve workforce skills and opportunities through training?

Global Dispersion• What is the best way to service an

increasingly global, multi-cultural workforce?• How can I keep pace with changing safety

regulations & privacy laws?

Cost Control• Where can I cut costs & improve workforce

mgmt efficiencies?• How can I manage and improve workforce

utilization?

Management

Workforce

Labor Sourcing

Post Employment

Presenter

Presentation Notes

There are many business pressures that shape HR management today; I’d like to briefly discuss four of them.

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Duplicate, disconnected systems, costly to operate

Error-prone, time-consuming, and unresponsive work processes

Operational Challenge with Global Port Enterprise Fragmented, Isolated HR Data and Infrastructure

Lack of Enterprise Visibility to:

• Affect of pay raises on profits

• Impact of relocation on labor cost

• Affect of skills gaps on projects

• Global headcount and cost

• Staff retraining expenses

• Regional labor cost comparisons

Presenter

Presentation Notes

HR management - as it exists today in most corporations - is broken.

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Empl

oyee

Rel

atio

ns

Competency Analysis

Budget Analysis

Common Data

Source

Performance Analysis

FinanceProjects

ContractsService

MaintenanceManufacturingProcurement

OM & LogisticsSales

Marketing

Exte

rnal

Portal

CandidatesContractors

Ex-Employees

Role-Based Access

Employees Managers

Inte

rnal

Single, Global ModelERP

Integrated Intelligence

Best Practices

Content Partners

Strategic Staffing

Development& Retention

Total Compensation

Secure Access Secure Access

Oracle HCM Process Flow

Automation & Collaboration

Presenter

Presentation Notes

Why is Oracle better? Oracle has a complete HR management solution, whose processes are automated using workflow and event engines thereby reducing costly human involvement.

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Oracle HCM Differentiated Benefits

Single GlobalSingle Global SystemSystem

Workforce Service Delivery

Talent ManagementBI

••Cut costs, increase user Cut costs, increase user adoption and gain insight adoption and gain insight

••Ensure compliance Ensure compliance globally and locallyglobally and locally

••Grow easily into new Grow easily into new regions and markets regions and markets

••HR administrative costsHR administrative costs••Increase employee Increase employee satisfactionsatisfaction••Boost productivityBoost productivity

••Ensure organizational Ensure organizational success and longevitysuccess and longevity••Maintain competitive edge Maintain competitive edge ••Cut costs with lower Cut costs with lower recruiting overhead recruiting overhead ••Increase employee Increase employee productivity and engagementproductivity and engagement••Ensure rewards are linked to Ensure rewards are linked to performanceperformance••Gain workforce intelligenceGain workforce intelligence

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• User works with natural language screens / formats

• Business flows embrace cultural & legal processes

• Localization extensions for each country all work together

• Local businesses have their own view of data & processes for security and compliance

Int’lHCMInt’lHCM

Statutory Rules…

Cultural Processes…

Local Reporting…

…All in a Single, Global Instance

Multi Language & Currency…

Leverage a Single Global Instance

Presenter

Presentation Notes

The diagram above shows that common data structures make up between 80 and 90% of our model, depending on the extent of the country’s requirements and the product in question. Some countries have extensive legislation, whilst in others it is minimal, even for Payroll. A non-legislative core of data used anywhere in the world:All HRMS products are designed from day one to be global: that is, the foundation or ‘core’ of each product is a distinct non-legislative set of information common across countries. This common set of structures means that it is easy to report across many countries. Multi-style data used anywhere in the world:We also deliver an extensive amount of ‘multi-style’ data. This is data that can be used in any country or ‘localization’, but exists in different styles depending on the country of origin. It might be that you want to record that a UK or US employee is visiting or vacationing in Germany, or Australia. Or you might have posted a job posting on the Internet and want to receive applications from people in many countries. You’ll obviously want to record the address in the native format of the country for mailing purposes, and use pre-defined values for regions, provinces or counties. You might want to record multiple foreign locations with foreign address styles for secondments, and if you are managing expatriates you might want to record the bank details of the country in the local format that the bank requires. Obviously you’ll also want to record ‘home’ payments in one currency and ‘host’ country payments in other countries, when an employee is traveling. ‘Foundation’ data:The Applications suite for Oracle as a whole uses a common, global, multi lingual architecture known as Foundation or ‘AOL’. This provides configuration, menu definition, security, global data sets for lookups, etc. as shared facilities. Here you’ll find the complete lists of countries, currencies, nationalities and so on which you ‘enable’ once for each DB instance.

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Workforce Service Delivery

IVRIVRIVR

PortalPortalPortal

Informed Assistance InformedInformed AssistanceAssistance Expertise

basedExpertiseExpertisebasedbased

Answer questions,process transactions, set up cases

Answer questions,Answer questions,process process transactions, transactions, set up casesset up cases

Solve IssuesSolve Solve IssuesIssues

100servicerequests

75% 20% 5%Program design and policy

Program Program design and design and policypolicy

Tier 0

Tier I

Tier II

Tier III

Source: Watson Wyatt

Presenter

Presentation Notes

Today, companies and their employees have access to both self-service and knowledgebases, what happens when these two solution areas don’t answer their question or resolve their problem? The HCM service delivery model strives to reduce cost of providing HR support by enabling the workforce to self-serve online. There are instances however, when an organization’s internal policies do not allow for transaction updates online, or when the benefit provided is complex and requires follow-up. For example, most organizations don’t want employees to have access to their paysheets or to other transactions that require a level of approval – merit increases, performance increases or those that require audit control…how can an employee figure out the tax ramifications of a 401k plan online? A KB can provide basic explanations and comparisons, but only a live agent can perform the actual calculations in real time. HD for HR enhances the HCM service delivery model by closing the loop in HR support. HD for HR combines HR specialist tools, workforce self-service and automated problem resolution capabilities to enable organizations to rapidly resolve workforce issues. HR Help Desk improves the effectiveness of the delivery of HR services to an organization's entire workforce while providing management with the necessary tools to identify and improve those HR services which are too costly/cumbersome to manage. PSFT is the only company today that delivers a complete end-to-end SDM (front & back) for the entire workforce. Ericsson – Sept 2001; 10,000 employees and retirees in the USA, US Sales = $4 billion; more than 100 US locations. Cost per transaction reduction from $21.52 (1998) to $2.26 (2000) Improved cycle time = 15% reduction per employee bill rate

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Right level of service – Right solution for each employee request

Complexity

Employee Portal

Self Service

HR HelpDesk

HR SpecialistCos

ts

Increase workforce satisfaction while reducing costs

High

Low Low

Workforce Service Delivery Solution

Presenter

Presentation Notes

Speaking Script: 80% of inquiries could effectively be resolved via self-service Escalation and HIPAA compliance is essential for complex / confidential matters HRHD, portals and self-service lower cost of service delivery and better utilizes HR resources Today, companies and their employees have access to both self-service and knowledgebases, what happens when these two solution areas don’t answer their question or resolve their problem? The HCM service delivery model strives to reduce cost of providing HR support by enabling the workforce to self-serve online. There are instances however, when an organization’s internal policies do not allow for transaction updates online, or when the benefit provided is complex and requires follow-up. For example, most organizations don’t want employees to have access to their pay sheets or to other transactions that require a level of approval – merit increases, performance increases or those that require audit control…how can an employee figure out the tax ramifications of a 401k plan online? A KB can provide basic explanations and comparisons, but only a live agent can perform the actual calculations in real time. HD for HR enhances the HCM service delivery model by closing the loop in HR support. HD for HR combines HR specialist tools, workforce self-service and automated problem resolution capabilities to enable organizations to rapidly resolve workforce issues. HR Help Desk improves the effectiveness of the delivery of HR services to an organization's entire workforce while providing management with the necessary tools to identify and improve those HR services which are too costly/cumbersome to manage. PSFT is the only company today that delivers a complete end-to-end SDM (front & back) for the entire workforce.

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Talent Planning

Career Planning

Learning & DevelopmentCompensation

Measure and Report

SuccessionPlanning

Recruiting

Performance Management

The Talent Life Cycle

Presenter

Presentation Notes

When talking about Talent Profiles and Objectives be sure to cover job positions and profiles. Rather than looking at a single dimension of your workforce, Talent Management brings together the critical factors that drive employee performance and ultimately organizational success. By understanding how you attract your workforce, you can better prepare your training, and measure success and via performance. What were once very disparate functions and processes are now recognized as being critical success factors. Let’s start at the center of the talent life cycle. Talent Profiles and objectives are competency based criteria for both individuals and jobs. Once competencies have been defined for talent profiles and objectives, they can be integrated into a multitude of HR programs. Competencies are the underpinning of the Talent Management cycle. Let’s take a look at how competencies are integrated into HR as you PLAN your workforce, EVALUATE the workforce, etc. At the top of the wheel we have workforce planning. Workforce planning has two components: demand planning and supply planning. Demand planning is a proactive, mid- to long-term view of the demand for resources within an enterprise. Supply planning focuses on identifying the sources of talent and building up talent pools large enough to meet the anticipated demand If recruiting new talent, or talent acquisition, is your plan move to the next step in the wheel where you will profile new job requisitions, attract candidates, interview, select and then onboard them. Talent acquisition includes permanent hiring, as well as contingent worker hiring. Performance Management -- Now, whether you are looking for employees that fit business needs that you have or you are trying to gain visibility into, or communicate goals to employees you will use performance management. Employee performance management solutions handle goal and objective management, competency management/gap analysis, appraisal definition and management, and assessment definition and management. This functionality is an important linchpin for the talent management application suite. It is integrated with career development, succession planning, learning and compensation management. Learning and development are the next step of the wheel. Let’s say that a performance review rating uncovered a gap between an individual’s ability and those required for the job. Well, learning could be automatically triggered to help close that gap. Further, what if there is new equipment that the company is using or new compliance regulations are released? earning management would be able to track the employees who need to be trained and or certified to use new equipment, standards or become compliant. E-learning includes learning management, learning content management and e-learning. Career development — Career planning functionality includes career path definition, competency gap comparisons with different jobs or positions, career planning and mentoring. Compensation management — Correctly rewarding employees for their performance requires system integration. Compensation management solution helps managers perform compensation planning for their organizations (determine bonuses and merit increases, for example). This third type is part of the talent management application suite. Succession planning — Succession planning is the formal process for identifying and developing successors for key positions within an organization. These solutions help companies track high-potential employees and create development plans to ready them for assuming a key position in the event an incumbent leaves that position. Measure and Report -- Each application within the talent management application suite has unique reporting needs. One of the powerful elements of a talent management application suite is the capability to "marry" data across its applications. Examples include: • Understanding the effectiveness of talent sources by looking at employee performance • Looking at the effectiveness of compensation plans by examining performance (are higher performers being compensated appropriately compared to low performers, and how does that compensation stack up to market rates?) Managers and executives can answer many other important questions by using data from the suite of talent management applications. THIS IS A MAJOR DIFFERENTIATOR FOR ORACLE. We are able to pull like data from any part of the system for analysis and reporting.

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Self-Mgmt• Progress monitoring• Self assessment• Competencies update

Reward, Deploy,

& Promote

• Assign based on new skills

• Career path

• Leadership potential

• Total comp adjustment

Career Progression

Metrics

• Training completion & success rates• Skills improvement rates• On-the-Job Proficiencies

On-the-Job Learning

Instruct

On-Line

Classroom

Blended Learning

Course Improvement• Test scores • Success rates• Evaluations

Learning Retention

Employee Mgmt• Appraisals• Project reviews• Performance reviews• Progress monitoring

Measure & Monitor

Common Terminology for Competencies, Objectives Management

Business Plan

Succession Plan

Gap Analysis

Curriculum Development

Suitability Match

Plan

Systematically Grow and Reward Talent

Presenter

Presentation Notes

Plan. Companies are looking to approach learning and development from a holistic approach that starts with a foundational approach to skills measurement. Also known as workforce planning, this discipline is the foundation of any enterprise talent management strategy. It defines the critical skills and competencies needed across the organization for each position and is the basis for all other components, including learning and development. Instruction/learning. Even the best candidate is rarely 100-percent qualified. A comprehensive learning management system (LMS) enables managers to identify learning needs and quickly build development plans to plug skill gaps and bring the worker to full competency. Measurement and Monitoring processes enable every organization a way to track worker performance against objectives and learning plans and assess growth of worker skills and competencies. Fully automated performance management enables managers to easily link corporate goals to individual goals, giving them a complete picture of staff effectiveness. HR can then view the entire workforce to spot issues across organizational silos. Rewards and Promotion: Once worker performance is determined, HR can work with managers to deliver rewards commensurate with levels of achievement. To drive maximum worker effectiveness and productivity, modern compensation plans need to include a mix of base pay, variable pay, and equities. However, compensation alone does not ensure maximum performance. Another key issue is for workers to be able to view jobs of interest to their career path, so that they can work to fill any competency or experience gaps. In addition, the organization must ensure that by developing a top-down succession plan, key positions can be staffed by qualified individuals.

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PSA Customer Success Profile

COMPANY OVERVIEW• PSA is the second largest port operator in the world with 20

ports in 11 countries - Singapore, Belgium, Brunei, China, India, Italy, Japan, Netherlands, Portugal, South Korea and Thailand. PSA's principal business is the provision of integrated container terminal services including multi-purpose terminal services. PSA's other businesses include PSA marine. PSA is headquartered in Singapore where its flagship Singapore Terminals operates the world's largest container hub.

• Port Industry• Employees: 6000 • Revenue: US$2.38b

CHALLENGES/OPPORTUNITIES• Sharpen its competitive edge• Stay lean and relevant• Maintain the best in class standards in efficiency and services• To be the most cost effective port

SOLUTIONS• Oracle Technology (9iAS, 9iDB)• Oracle E-Business Suite• Oracle Project Accounting• Oracle PeopleSoft HCM• Oracle EPM

RESULTS• Standardized and simplified HR

Admininstration• HR Service delivery• Increase HR staff productivity• Deploy HR as a single instance

Presenter

Presentation Notes

http://www.singaporepsa.com/html/newsroom/nr061005%20Top%20Container%20Terminal%20Award%20Given%20To%20PSA.pdf

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Efficient Workforce






25

ProfitableGrowth

“How do I make the right investments in information technology, terminal equipment, people and processes to drive growth?”

50% of companies are dissatisfied with their return on investment in innovationBoston Consulting Group, 2006

“How can I effectively and efficiently manage regulatory, organizational, and commercial risks while reducing costs and improving performance?"

15% of IT’s budget is spent on compliance Gartner, December 2005

Governance, Risk, and Compliance

CostPressures

“How can I reduce costs and improve the timeliness of information by streamlining back office operations. How can I better support growth through expansion and mergers and acquisitions?”

Shared services & ERP consolidation can reduce administrative function costs by 25% Gartner, January 2007

The Challenges We’re Hearing

26

Oracle Financial Process Flows

Single Global Model

Financial Control & Reporting

Cash & Treasury Management

Asset Lifecycle Mgmt

Credit-to-Cash Procure-to-Pay• Credit Mgmt• Invoice/Billing• Revenue• Receivables

• Planning/Budgeting• Accounting• Allocations• Consolidations• Reporting

• Sourcing• Contracts• Purchasing• Settlements

• Expenses• Approval• Audit• Payments

• Positions Review• Analysis• Deal Mgmt• Reporting

• Planning• Acquiring/Building• Commissioning• Operations/Maintenance• Retirement/Disposition

T&E

Performance Management

Governance, Risk & Compliance

Best P

racticesSel

f-Ser

vice

Presenter

Presentation Notes

The Oracle Financial Value Chain in this picture depicts the entire Financials Family solution, delivering integrated business processes throughout the financials life cycle. The expansive solution leverages the common, single data schema for a real-time single source of truth across lines of business, globally. You can manage your financial corporate objectives and performance management goals in the flows from Credit-to-Cash, Procure to Pay, T&E management, Cash and Treasury, as well as the more specialty requirements of Asset Management, Leasing, and Real Estate.

27

The Cost Pressure Challenge Centralize and Standardize Finance Systems and Processes

Centralize and Consolidate IT Standardize Processes and Systems

Automate Processes Implement Shared Services

Single, Global ModelEasier compliance Lower computing costsGlobal best practices Greater flexibility and scalabilityLess change management

Consistent dataLower costsLess complexity

Improved productivityLower costsFewer errorsStronger internal controls

Greater agility to respond to business growth and changeHigher levels of serviceStronger internal controls

Presenter

Presentation Notes

Cost Pressures “Effective use of shared services and instance consolidation can reduce administrative function costs by at least 25%. CFOs, COOs and other senior executives should adopt these strategies to delver bottom-line savings.” (“Key Issues for Finance, Human Capital Management and Procurement, 2007”, Gartner, Nigel Rayner, January 2007) GRC In 2006, IT financial compliance management spending will rise to a level between 10 percent and 15 percent of the IT budget. (“Sarbanes-Oxley Compliance Hits 15 Percent of the 2006 IT Budget”, 9 December 2005, Gartner, French Caldwell) Profitable Growth Boston Consulting Group survey “Measuring Innovation 2006” Only 50% of companies are satisfied with return on investment in innovation. Innovation is under measured.

28

Highly Scalable, Global Shared Services Support Business Growth at Lower Cost

Centralized processes

Shared services support

Oracle BenchmarkImport and post 42 million journals per hour

3rd PartySystems

Legal Entity Banking Global Tax IntercompanyAccounting

Centralized AccountingDr Cr

3rd PartySystems

InventoryPurchasing

ReceivablesPayables

ProjectsWIP

GeneralLedger

Presenter

Presentation Notes

The new architecture in Release 12 provides a great deal more control and flexibility, and ultimately will enable organizations to achieve a lower TCO. This new global financial architecture is the result of several years of work and can be illustrated like this. Multiple Ledgers represents the new and improved ledger architecture that directly supports faster, simpler period end closing. At the top, you see the new General Ledger model. Sets of Books have been replaced by Ledgers within Ledger Sets. A ledger, is specifically the general accounting for a company. Now, opening and closing, calendar management, and reporting move to the Ledger Set rather than the individual ledger. And: you can write accounting adjustments across the ledger set, and the results will be posted into the individual ledgers. Centralized Architecture We’ve also provided a centralized architecture which allows you to not only centralize core functions but also creates standardization across the enterprise. This centralized architecture offers greater control in 5 areas: new legal entity construct, an extremely powerful accounting engine for all subsystem accounting, a new bank and payments module, a very powerful global tax engine, and a robust intercompany system Role-based Access Control to Operating Units Lastly, you’ll see how a singe responsibility can not only access data across operating units, but can also execute a set of actions across operating units. We’ll look at each one of these key areas in detail in the next few slides.

29

Governance, Risk, and Compliance (GRC) At-a-Glance

CultureCulture

GovernanceGovernance

RiskRisk

Com

plia

nce

Com

plia

nce

Governance• Set and evaluate

performance against objectives

• Authorize business strategy & model to achieve objectives

Risk Management• Identify, assess, and

address potential obstacles to achieving objectives

• Identify / address violation of mandated and voluntary boundaries

Culture• Establish an organizational

climate and individual mindset that promotes trust, integrity, and accountability

Compliance• Encourage / require

compliance with established policies and boundaries

• Detect non-compliance and respond accordingly

Source: Open Compliance and Ethics Group

Presenter

Presentation Notes

Key Message: Governance, risk and compliance management should be viewed as related functions, with common activities, that are best approached in a comprehensive and integrated fashion. We can go through and define the individual components of GRC further. Governance authorizes the strategic directives for an organization to follow. Risk management assesses the areas of exposure and potential impacts. And Compliance is the tactical action to mitigate risk. The essential takeaway though is that governance, risk and compliance management should be viewed as related functions, with common activities, that are best approached in a comprehensive and integrated fashion. Common information, processes and systems can be leveraged to help address all three functions, so that they no longer lead separate “lives” within the company. At its essence, GRC can and should help to overcome the cost and risk of silos – whether these are organizational, functional, or process silos.

30

Only Oracle Delivers a Comprehensive

Platform for Governance, Risk, and Compliance

Management

Enterprise-Wide GRC with Oracle

Infrastructure Services

Data SecurityIdentity Mgmt

Content MgmtChange Mgmt

Data Audit

Processes

Applications

Risk & Compliance Mgmt

Controls Management

Policy Mgmt

Industry Specific

Oracle SAP Custom Legacy Other

Insight

Risk & ControlIntelligence

OperationalIntelligence

PerformanceManagement

Repository

Presenter

Presentation Notes

Key Message: Only Oracle delivers a comprehensive platform for governance, risk, and compliance management. Oracle has been committed to helping customers with governance, risk, and compliance management for a long time. We were the first major vendor to deliver a comprehensive compliance architecture, and we have had over 27 years of delivering continuous industry firsts in the areas of information security and performance management.� The Oracle GRC platform delivers end-to-end controls, audit, and reporting, from your business processes and applications down to your database operating system. The Oracle GRC platform is based on three pillars: Infrastructure, Processes, and Insight. Infrastructure – is the requisite common technological capabilities that underpin the Oracle GRC platform. At its heart, Oracle’s infrastructure provides a central repository and content management capabilities to categorize, store, retain and manage critical GRC information, whether this information is in the form of structured records that have consistent metadata or in the form of unstructured content such as emails that often contain critical evidence. In addition, detailed database audit logs are consolidated into a central repository so that IT auditors can perform analysis and reporting to detect potential control violations. Oracle’s infrastructure services also provide critical IT controls that protect sensitive information at the core database level; manage user access and authorizations across enterprise systems; and enforce best-practice change management procedures according to corporate policy. Processes – the Oracle GRC platform supports critical cross-industry processes for global trade management, financial compliance, IT governance, workforce governance, and supply chain compliance. Key cross-industry process capabilities include the documentation and communication of policies, procedures, and controls; risk and control assessments; sampling and testing; and organizational certification and loss management. Best-practice frameworks such as COBiT are mapped to regulations, objectives, processes, risks and controls as an organizing principle for GRC documentation. In addition to horizontal process support, Oracle GRC also delivers industry-specific capabilities, for example in the areas of regulatory capital risk management for financial services, as well as clinical trial compliance for life sciences. Applications – the Oracle GRC platform operates across heterogeneous enterprise applications, whether these be Financial Management or manufacturing and logistics applications or banking and credit systems. Insight – the Oracle GRC platform provides unparalleled visibility in the form of role-based intelligence for risk and control performance. It aligns GRC initiatives with the achievement of strategic organizational objectives by concretely tying GRC metrics to strategic planning and budgeting and to the status of execution in the form of operational intelligence.

31

Leveraging Technology Improves Performance

Key Financial Process BenchmarksKey Financial Process Benchmarks MedianMedian BestBest

AccountsPayable

Cost per invoice processed $5.18 $2.64

# of invoices processed per FTE per year 7,583 12,122

Cost per payment $14.66 $9.26

Creditto Cash

Cost per remittance processed $4.88 $1.84

% of invoices with inquiries $3.53 $1.30

Days sales outstanding (DSO) 46 30

Travel & Expense

T&E department cost per expense report $15.00 $7.35

# of expense reports processed per FTE per year 2,500 5,800

Financial Control & Reporting

Days to close the books (month-end) 7 5

% of system generated entries 80% 94%

Financial Analytics

Budgeting & analysis cost as % of revenue 45% 6%

Days to prepare budgets 75 45

Source: PricewaterhouseCoopers Global Best Practices®

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DP World

COMPANY OVERVIEW• DP World is one of the largest marine terminal operators in the

world with 43 terminals spanning 28 countries, and a dedicated, experienced and professional team of more than 30,000 serving customers in some of the most dynamic economies in the world. The group handled more than 43.million TEUs in 2007.

• Port Industry• Employees: 30,000

CHALLENGES/OPPORTUNITIES• To provide world-class port services• Manage its ever expanding businesses• To have a global view of its global businesses• To have full availability, transparency and consistency of data• Up-to-date information on all its businesses

CURRENT SOLUTIONS• Oracle E-Business Suite

CUSTOMER PERSPECTIVE“Our group's ever-expanding business operations span the development, management and marketing of ports, real estate development, investment and Free Zone operations around the world. We wanted an integrated system that can support our global operations while providing our business executives with the insight they need in order to make fast, smart and fact-based decisions, and Oracle E-Business Suite provided the perfect answer.”Hamed Kazim, Group Chief Financial Officer at The Corporate Office.

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Improve Terminal Throughput, Workforce Productivity and Back-office Performance

• Scalable, industry standards based tools for integration, data management, and portals / dashboards

• Unsurpassed HCM and large installed base

• Integrated with general ledger, consolidation, and profitability applications


Efficient Workforce


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The Only Complete Ports Solution

PlatformPlatform

PeoplePeopleProcessesProcesses

PartnersPartners

CustomerResults

CustomerResults

Presenter

Presentation Notes

The strength of an industry solution comes from the vendor’s entire ecosystem – not only applications to cover your business processes, but also employees, other customers, partners, and the technology platform than enables all of these pieces to work together. Oracle unites the world's best enterprise applications in an open platform architecture. Business process and technology strength is combined with the large ecosystem of Oracle’s employees, customers, and partners. Together, these elements give you the most robust enterprise solution, specifically tailored to your industry. Let’s take a look at each of these pieces.

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ProcurementEPM Facilities Management

Human Resources ProjectsFinancials

Infrastructure

Oracle

ISV Partners

Analytics

Supply Chain

CRM

Operations KPIs

Financials

HCM

Intermodal Logistics

Forwarding & Brokerage

Transportation Management

Demand Management

Global Trade Management

Fleet Management

Warehouse Management

Strategic Network Optimization

Transportation Sourcing

Accidents Reporting

Helpdesk

Organization Helpdesk

Customer Service Center

eAM

Security Compliance

Carrier/LSP Documentation

Customs Declaration

Global Trade Management

Port CommunitySystem

Container / CargoHandling System

Berth Planning & Operations

Yard Planning& Operations

Vessel Stowage

Gate Planning& Operations

Security

Rostering

Integration Framework (e.g. BPEL)Technology [e.g. Database, Application Server, RAC]

Universal Customer MasterHubs (Asset Hub, Operations Hub)Analytics (e.g. Mobile Analytics, Dashboards)

Integrated Port Support System

Sales & Marketing Sales Marketing

Port Industry Footprint

Most ComprehensiveHighest RatedBest-SellingOnly vendor in Gartner and Forrester leader quadrants for all Middleware components.

••32,000+ Customers Deployed 32,000+ Customers Deployed

••70% of World’s 50 Largest Firms70% of World’s 50 Largest Firms

••$1B+ Business $1B+ Business

SOA Vendor of Choice

Source: Forrester Research ranking of Application Platform Servers, April 2005

Market-Leading Middleware Platform

Presenter

Presentation Notes

Oracle Fusion Middleware is the world’s fastest growing and highest rated middleware. More than 2/3 of the world’s largest companies are already using Fusion Middleware Oracle is the only middleware vendor ranked as a leader by both Gartner and Forrester Research Fusion middleware is the most comprehensive available – encompassing Oracle’s leading SOA suite, application server, robust security and identity management, and much more. This open, standards-based platform is the technology enabler of Oracle’s Application Integration Architecture (AIA). AIA is key to providing tailored industry solutions because it is the framework for making multiple apps and technologies behave cohesively. It goes beyond point integrations and actually provides consistent ways to represent business objects and processes across applications. This gives customers broader choice of both Oracle and non-Oracle applications within a single, open framework. It also means that as Oracle’s offering continues to expand, we can drive out more and more integration costs for customers.

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950 customers participating in Customer Advisory Boards

500 Industry & Product strategy council members

35 Fusion strategy council members

1,300 participants in early customer adoption programs

425 user groups

30,000 applications customers

220,000 database customers

5,000 middleware ISVs

1,700 application ISVs

9000 database ISVs

30,000 middleware customers

29,000 developers, support engineers and consultants

Oracle’s People Advantage

275,000 customers

benefiting from shared innovation

Presenter

Presentation Notes

As an Oracle customer, you benefit from one of the largest and most vibrant ecosystems in the software industry. By joining the broadest installed base in enterprise software, you get shared innovation at lower cost from the industry’s largest enterprise software Development and Support organization. And with more than 1700 ISV partners in applications alone, chances are that your third-party vendors are already working closely with Oracle. Oracle supports user communities around the world across product lines and in virtually every industry. We also work with thousands of customers in advisory boards and strategy councils to ensure that our products are designed meet your needs. With over 275,000 Oracle customers benefiting from shared innovation, you are in good company.

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Port Industry Partners

All the leading global systems integrators have Applications and Technology practices specializing in Oracle Applications and Technology offerings

GLOBAL SYSTEM INTEGRATORSTrade Community Portal

Shipping Documentation & Order Crimson Logic

Forwarders Documentation & Order Crimson Logic

Rail Documentation & Orders Crimson Logic

Government / Customs Documentation Crimson Logic

Shipper Portal Crimson Logic

Container Terminal OperationsBerth Planning & Vessel Stowage Navis

Yard Planning Navis

Gate Management Navis

Quay & Yard Crane Planning Navis

Truck Planning Navis

Manpower Planning & Management Rostima

Command & Control Navis

Radio Data Terminal Execution Navis

Billing, Reporting and Analysis Navis

Bulk Cargo OperationsBerth Planning & Vessel Stowage Tideworks

Yard Planning Tideworks

Gate Management Tideworks

Quay & Yard Crane Planning Tideworks

Truck Planning Tideworks

Manpower Planning & Management Rostima

Command & Control Tideworks

Radio Data Terminal Execution Tideworks

Billing, Reporting and Analysis Tideworks

Marine OperationsPilot Management Rostima

Tug Boats Management Oracle eAM

Inland Depot OperationsGate and Yard Management TSB

Documentation TSB

Transportation TSB

Intermodal OperationsRail Planning & Control TCS, TSB

Freight Station OperationsContainer Freight Station System TSB

Engineering OperationsRepair & Maintenance Oracle eAM

Training & SimulationsPort Planning & Operations Simulator TSB

Crane Simulator TSB

Presenter

Presentation Notes

Oracle has partnered with the very best global systems integrators to deliver our solutions, and our set of independent software vendors is so huge and complete, that we can only show a small portion of them here today.

39

Agenda




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What Customers are Achieving…

given PSA the edge to achieve greater levels of productivity, translating to higher efficiencies for its customers

Grand Award from Hong Kong Information and Communications Technology (ICT) 2006 in eBusiness Category

gained huge efficiency via its community portal developed using Oracle technologies

helped lower IT cost and achieved new service level

Presenter

Presentation Notes

http://www.hph.com/news/news_room/hit-23nov06.htm http://www.singaporepsa.com/html/technology/index.htm DP World. Source - http://www.gridtoday.com/grid/1109602.html Sokna Port. Source - http://www.energyme.com/energy/2003/pr_0332.htm

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The Oracle Difference

• Offers complete end-to-end FMS, HCM, SCM, CRM and OTM solutions with seamless integration to port operations systems.

• Has the largest customer installed base. Oracle Applications and Technology are used by the 3 biggest port operators with 100 over ports in the world.

• Offers proven technology solutions for top port operators, Hutchinson Port Holdings(Hong Kong), PSA(Singapore) and DP World(Dubai), to develop innovative award winning eBusiness solutions.

Only Oracle…

improve terminal throughput, workforce productivity and ...opnpublic/... · good terminal...

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