Bridging the Gap between Budgets & Reality Oracle's Next Generation S&OP Solution, Oracle
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This document provides an overview of Oracle's next generation sales and operations planning (S&OP) solution. It begins with an agenda for the presentation and then discusses the business case for next generation S&OP. The Oracle solution provides an executive S&OP dashboard for monitoring key metrics, what-if simulation capabilities for evaluating supply constraints and generating planning alternatives, and applications for demand management, supply planning, and financial planning. The solution aims to achieve integrated business planning across the value chain by linking high-level performance monitoring with detailed operational planning.
Bridging the Gap between Budgets & Reality Oracle's Next Generation S&OP Solution, Oracle
- 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 decisions. 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. <Insert Picture Here> Bridging the Gap between Budgets & Reality Oracle‟s Next Generation S&OP Solution Gerald O’Sullivan Director Value Chain Planning January 27, 2011
- 4. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 5. 5 <Insert Picture Here> Adrian Gonzales ARC Advisory Group “Past Performance is No Guarantee of Future Results: The Case for Innovative Supply Chain Networks, Processes, and Technology” Nov 2010 Tomorrow‟s Supply Chain Leaders Will... • "They will all view supply chain as a synchronized system, not a fragmented collection of processes, functional groups, and IT applications." • "They will all make smarter decisions faster.― • "They will collaborate and share networks with suppliers and customers." • ―They will all have flexible, adaptable, and scalable IT systems.
- 6. Today‟s Value Chain is Complex… Suppliers Customers Innovation Procurement Human Capital Management Value-Creating Activities Supporting Activities Financial Management • Geographically Distributed • Dynamically Networked • Increasingly Collaborative • Product & Service Oriented Inbound Logistics Operations Outbound Logistics Marketing & Sales Service Value Creation
- 7. 7 <Insert Picture Here> “The successful business executive is a forecaster first, everything else follows” Peter Bernstein „Against the Gods: The Remarkable Story of Risk‟ Predict
- 8. 8 <Insert Picture Here> Align “Vision without execution is hallucination” Thomas Edison American Inventor
- 9. 9 <Insert Picture Here> “The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.” Rupert Murdoch Chairman & CEO, News Corporation Adapt
- 10. Information is Critical to Create a Value Chain • PREDICT Market Requirements and Risks • ALIGN Operations to Business Goals • ADAPT to Value Chain Disruptions Information Enables You to… PREDICT ALIGNADAPT Value Chain Focus Inbound Logistics Operations Outbound Logistics Marketing & Sales Service Undefined, Ambiguous Information Corporate Objectives Cross-LOB Programs Disruptive Changes External Processes & Information Unplanned Scenarios
- 11. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 12. Oracle‟s Information-Driven Value Chain Platform….. Driving Best Practice Value Chain Planning and Execution Complete The broadest and deepest SCM solution on the market Modular Start anywhere, go anywhere; create value where most needed Open Designed as an open platform for any ERP or mix of ERPs Integrated Cost-effectively expand scope and leverage of the solution
- 13. 13 Achieve Benefits Incrementally • Leverage single model as central starting point: focus on high value • Plug-in new components incrementally: ―crawl, walk, run‖ • Re-configure without re-implementation: upgradeable modifications SOLUTION PROCESS FULL SOLUTION Value Chain Planning and Execution Value Chain Planning and Execution Value Chain Planning and Execution Value Chain Planning and Execution Value Chain Planning and Execution
- 14. Achieving Next Generation S&OP is a Journey Oliver Wight S&OP Maturity Model Mature Integrated Business Planning • Drives responsive optimization of the business in pursuit of business strategy • Continuous Reconciliation, managing gaps and alternative scenario planning Integrated Business Planning • Rolling business management process including gap analysis versus strategy and focus on competitive priorities • Integrated Reconciliation is the driver: business analysis provides underlying understanding, drives improvement priorities and gap closing actions • Process frequently reshapes to meet changing organizational structure • Used to deploy and drive the value proposition Capable S&OP • Process is established driving integrated operational and financial planning • Full suite of KPI’s to drive operational effectiveness, achieving 95%+ capability • Issues are identified and this is the decision making process • Annual budgeting process removed – S&OP numbers drive forward plans • Team working behaviors are demonstrated throughout the process Foundation S&OP • All elements defined with correct accountability, KPI’s and structure • Focus is demand /supply tactical balancing • Initiate integrated supply chain KPI’s • Challenging behaviors but not yet working Disconnected Management Processes • Traditional management meeting focused on the past • Annual budgeting process with poor basis for forward projections • Functional/silo management – few/unaligned objectives & measures • Defensive functional behaviors Note: Model courtesy of Oliver Wight Phase 1 Phase 2
- 15. Companies Should Focus on Next Generation S&OP to Maximize Benefits • Often owned by supply chain group with limited involvement by others • Focused on balancing supply and demand • Too much focus on explaining the past • Standalone process not easily integrated with operational planning and execution S&OP as Typically Implemented • Cross-functional • Focused on meeting overall corporate goals in areas such as revenues, costs, and service levels • Forward looking • Monitoring of corporate performance linked with planning processes allowing companies to drive decisions into operations Next Generation S&OP
- 16. Customers Suppliers Finance Supply Chain Sales Marketing R&D Partners Supply Chain Planning Demand Planning Sales & Operations Planning Financial Planning & Goals Strategic Planning Collaborative Planning Design Collaboration Sales Forecasts Market Requirements Business Plans Sales Forecasts New Product Launch Product Life Cycle Plans Product Forecasts Promotion Plans Forecast Collaboration Product Requirements Operating Plan Excess & Obsolete Inventory Exposure Key Account Planning Revenue Planning SKU Rationalization New Products Planning Product Allocation Profit Planning Working Capital Planning Spreadsheets are Not Up to the Task of Coordinating Complex Web of Planning Processes
- 17. Emerson Real-Time Sales & Operations Planning SOLUTIONS • Demantra Demand Management • Demantra AF&DM • Demantra RT S&OP • Advance Supply Chain Planning • Inventory Optimization COMPANY OVERVIEW • Emerson is a diversified global manufacturing & technology company offering a wide range of products & services in the areas of process management, climate technologies, network power, storage solutions, professional tools, appliance solutions, motor technologies, industrial automation. • Revenue: $24.8B • 140,000 Employees • 265 Manufacturing Sites CHALLENGES/OPPORTUNITIES • Decentralized and non-formal S&OP Processes • Manual & inconsistent forecasting process across sites. • Difficulty measuring forecast accuracy :SKU & Piece Part • Forecasting performed qualitatively, without a solid statistical basis for decisions. • Multiple Master Schedulers for the same product group; difficult to get global roll up view • Communication of forecast decisions within and across sites was sporadic and typically not timely • Each site is on a different legacy system • Lack of Forecast ownership: Marketing & Sales provide dollarized annual amount as forecast • Lack of Global Visibility • No Bottoms up fcstng & reconciliation to upper levels RESULTS • Single Global Master Scheduler per Product Line • Centralized Planning Process for Collaboration and Consensus. • Demand Capture at Model and Options level for Independent and Dependent Demands • Integrated Planning Process for the entire ‗Model Option Tree‘ • Enhanced Service Levels, Superior Forecast Accuracy • 43% reduction in Inventory Month 2008
- 18. VTech Builds a Consumer Driven Supply Chain with Oracle CUSTOMER PERSPECTIVE Demantra's solution allows us to collaborate with our customers in a single, consistent planning environment where changes in forecasts dynamically update replenishment and shipment plans. This next generation CPFR solution allows VTech to maintain its lead in the consumer electronics business by delivering the highest possible service levels, while reducing current inventory levels. - Nick Delany, Senior Vice President VTech Telecommunication Products Business COMPANY OVERVIEW VTech is one of the world‘s largest suppliers of corded and cordless phones and a leading supplier of electronic learning products. Founded in 1976, VTech manufacturers innovative, high quality consumer electronics products, and distributes them to markets worldwide in the most efficient manner. RESULTS • Increased order fill rate from 55% to over 95% • Increased inventory turns from 3x to 6x per year • Reduced logistics costs by 65% • Reduced retail compliance fines by 85% • Reduced price protection claims by 40% • Rapid time-to-benefit with implementation in 90 days CHALLENGES/OPPORTUNITIES • Legacy systems a hodge-podge of incompatible hardware and software • Inefficient planning and execution leading to rising costs • Excess inventory; poor response to market requirements SOLUTIONS • Real-time Sales and Operations Planning
- 19. CUSTOMER PERSPECTIVE We wanted to choose a player that would be in the game for the long haul, so we looked at Oracle's investment in the outsourcing model and its expertise in technology. Simply put, Oracle provides us with the best technology available.” - Tim Roessler ,CIO User adoption happened very quickly, almost automatically, we were surprised how easily it went with no complaints from the field. - James Dillon, Director Global Sales Operations and Customer Service COMPANY OVERVIEW • Develop, manufacture and market high performance Chemical Mechanical Planarization (CMP) polishing slurries for advanced semiconductor devices • #1 Supplier of CMP Slurries — Cabot Microelectronics believes it has approximately three times the annual revenue of the next largest CMP slurry competitor • Industry: Chemicals • Employees: 1000 • Revenue: US$500M CHALLENGES/OPPORTUNITIES • AsiaPac customers increased to 71% in 2007 from 53% in 2002 • 70% market share through technology leadership • CMP is an enabling technology • One of the fastest growing sectors in the semiconductor industry • Track record of profitable growth, despite semiconductor cycle • Pursuing multiple new market and product opportunities - acquisitions SOLUTIONS • Demantra DM and RTSOP • Advanced Supply Chain Planning/CBO • Inventory Optimization • Global Order Promising • Hyperion Planning • All deployed OnDemand • OPM backbone RESULTS • Reduced Monthly forecasting cycle 48% from 21 to 11 days • Reduced Forecast error (MAPE) from 50% to 20% and falling • Full enterprise planning solution with Hyperion integration • Enabled live on-line consensus ability • Saved $2-$4 million in hardware and facility expenses (on demand) • Saved $1 million in compensation costs (on demand) • Improved employee morale Cabot Microelectronics Integrates Value Chain Planning with Hyperion
- 20. 5-Step S&OP Process Most S&OP Solutions Simply Monitor Processes Management Review Product Review Demand Review Supply Review Financial Review Supporting Planning Processes • Supply Planning • Long-term Capacity Planning • Financial Planning • What-If Simulation • S&OP Process Management • Demand Management Most S&OP software applications are standalone solutions limited to periodic monitoring of S&OP processes at a high level Only Oracle links high level monitoring with operational planning applications, allowing companies to continuously monitor performance and drive decisions into operational planning Note: Process steps based on Oliver Wight 5-Step Model
- 21. © 2008 Oracle Copyright, Proprietary & Confidential Detailed analysis and simulation Only Oracle Links Performance Monitoring with Operational Planning Supply FinanceDemand Executive S&OP Dashboard Detailed Planner Workbenches Real-Time S&OP Executive S&OP Dashboard is core application for Oracle S&OP process, with tabs for Executive, Demand, Supply, and Financial Review Real-Time S&OP application provides process management for integrated demand, supply, and financial planning Individual planning applications for • Demand Management • Supply Planning and Simulation • Finance
- 22. © 2009 Oracle Copyright, Proprietary & Confidential Solution Spans Strategic, Tactical, and Operational Issues Operational Events Tactical Decisions Strategic Decisions • Track orders • Track shipments • Alert issues • Balance capacity • Rebalance inventory • Allocate products • Shape demand • Service levels • Inventory policy • Carrier contracts • Product mix • Supply network sourcing Continuous S&OP Process Execution
- 23. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 24. Dashboard Offers Visibility Across S&OP Process Four Tabs
- 25. Financial Review Compare alternative scenarios Analyze key planning metrics Analyze profit and loss Evaluate supply constraints Link directly to detailed planning • Aggregate key performance indicators enable decision makers to see the business impact of plan alternatives • Analytics based on planning data provides forward looking view • Drill-down for greater detail and link to planning applications • Execute company- specific planning scenarios Dashboard Monitors Key Metrics
- 26. Pre-Configured Views Accelerate Time to Value More than 300 KPIs to Choose From • Executive Summary • Top Difference – Operating Plan and Budget by Category • Consensus Change by Customer • Consolidated Analysis • Profit and Loss Statement • Constrained Forecast Comparison • Budget Analysis • KPI reports: Forecast Accuracy; Customer Service; Inventory and Production Executive Review Tab • Demand Summary • Top Absolute Difference – Consensus and Budget by Category • Consensus Change by Customer and Category • Forecast Comparison • Forecast Accuracy (MAPE) • Projected Backlog • Consensus Tracking • Forecast Scenario Comparison Demand Review Tab • Supply Summary • Bottom Demand Fill % by Customer • Supply Change by Category • Consolidated Analysis • Demand Fill • Production Plan • Production Plan by Organization • Top Resource Utilization by Organization • Top Resource Utilization • Top Supplier Item Utilization • Consolidated – Scenario Comparison Supply Review Tab • Financial Summary • Operating Plan and Financial Forecast Comparison • Top % Difference - Operating Plan and Budget by Category • Margin Difference by Category • Year-over-Year Financials • Financial Forecast and Budget Comparison • Revenue / Cost / Margin by Category / Organization / Zone / Customer Financial Review Tab Note: Above highlights just a sample of the available pre-configured views in each tab
- 27. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 28. © 2009 Oracle Copyright, Proprietary & Confidential Rapid What-If Simulations Generate Alternatives for the S&OP Process • Real-time supply simulations – Support what-if scenario analysis to identify alternatives for the Pre-S&OP and Executive S&OP meetings • Evaluate supply constraints – Quickly and interactively simulate impact of demand changes on the supply picture • Plans visible in Executive S&OP Dashboard Supply Planning Demand Management Rapid supply constraint simulations Balance
- 29. Powerful Planning Application for Drilling into More Detail on Simulations and Supply Plans • Fast What-If Simulation – Copy plans to sandbox to simulate impact of changes Demand increases, ECOs, shortages, etc. Planning parameters with mass edits – Compare plans at detailed and aggregate levels – Analyze constraints and exceptions – Reduce/eliminate need for Excel • Supply Planning – Improve plans by considering material and production constraints – Real-time planning runs in minutes not hours Incremental and complete plan regeneration
- 30. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 31. © 2009 Oracle Copyright, Proprietary & Confidential WebCenter Work Spaces Facilitate Collaboration Among all Members of the S&OP team • WebCenter work spaces to collaborate on planning, S&OP scenarios – Group members – Group calendar – Group documents – Group Wiki • Unified work list • Links to other VCP apps – Linked or embedded reports
- 32. © 2009 Oracle Copyright, Proprietary & Confidential Automated Consensus Planning Improves Plan Quality and Acceptance • Create consensus plan through continuous collaboration across sales, marketing, finance, supply chain and customers – Continuously evaluate impacts of demand, supply, and financial decisions – Maintains relationship between monetary values and supply chain units • Each participant gets tailored view – Configurable worksheets – Offline mode • Combine top down business planning with precise bottom up forecasts – Interactive simulation • Automate process with workflow – Manage by exception Sales Mgrs Sales: Plan by Product Line Manufacturing: Plan by Plant Sales Reps Marketing: Plan by Region Asia Americas Finance: Budget in Dollars Promotions plan Sales forecast Financial plan Operations plan Plant Mgrs Consensus S&OP plan
- 33. © 2009 Oracle Copyright, Proprietary & Confidential Supply and Demand Balanced Profitably • Visibility to logistics and production constraints in one number planning process – Based on single demand plan • Rapid Planning and Advanced Supply Chain Planning to evaluate supply constraints – Interactively simulate impact of demand changes on the supply picture with a common presentation layer • Strategic Network Optimization to evaluate capacity constraints – What-if analysis of supply chain capacity and resource constraints
- 34. © 2009 Oracle Copyright, Proprietary & Confidential Configurable Worksheets, Automation, and Exception Management Further Enhance Collaboration • Configurable worksheets – Display and edit information at any level – Flexible graphics – Color code areas of interest • Automate reconciliation and approval process – Combine multiple inputs by defined rules – Measure accuracy of each input – Automate approvals • Manage by exception – Automated exception handling – Alerts and visual cues easily point to important issues – Document all assumptions with a complete audit trail of decisions taken Marketing Sales Rep
- 35. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 36. Forecasts at the Lowest Level Provide the Most Accurate Forecasts • Demand history and causal factors maintained at lowest level • Forecasts done at lowest level • Coefficients calculated and maintained at the lowest level for which there is demand history • Forecasts and promotion predictions reflect local, regional, product group customer, time period, sensitivity, and so on • Approach yields most granular analysis of demand for more accurate forecasts Product/Group ItemItem Item Item at a Customer Item at a Customer/Ship-to A Item at a Customer/Ship-to B Demand history Promotion Lift Seasonality Cannibalization Other Causal Factors Demand history Promotion Lift Seasonality Cannibalization Other Causal Factors Per time period (week/day/month)
- 37. © 2009 Oracle Copyright, Proprietary & Confidential Automated New Product Forecasting Key to Including Product Lifecycle Management in S&OP Process • Improve forecast accuracy for new products • Manage product life cycles in the S&OP process – Define and/or evaluate cannibalization of existing products on revenue and inventory goals – Determine optimal timing of product launches – Align new product schedules to financial targets – Adjust forecast based on actual demand – Determine price breaks and promotions that can be leveraged for sell-off or ramp-up New Product C = 30% Product A + 70% Product B Apply shapes, scaled for volume and time Re-scale base on initial demand data Model new item based on past behavior of other items with similar attributes CHAINING SHAPE MODELING ATTRIBUTE-BASED FORECASTING
- 38. E&O Performance Summary Excess Performance Details by Category Obsolescence Performance Details by Category Analyze Excess and Obsolescence Associated with New Products Use What-If Simulation to Determine Best Phase-In Timing
- 39. © 2009 Oracle Copyright, Proprietary & Confidential Shape Demand with Integrated Promotion Planning • Synchronizes sales, marketing, and supply chain – Develop integrated strategies to adjust demand to available supply – Implement profitable sales and marketing strategies that are feasible for supply chain to execute and check availability of material and capacity to satisfy promotion demand – Leverage excess capacity to influence demand • Predict the impact of marketing programs – Decompose lift to understand halo effects, cannibalization, and consumer stock piling • Simulate volume and profitability of future promotions – Optimize promotional events based on goals and constraints - profit, revenue, units, budget, timing, margin – Perform what-if analysis to understand the impact of varying promotional tactics Predictive Trade Planning and Optimization
- 40. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 41. Oracle Supply Planning Spans Strategic and Tactical Tactical Supply Plan Network design and inventory strategy Tactical supply planning Event-driven simulation Business Scenario Simulation (strategic, tactical, operational) Supply network Sourcing and Postponement strategy Supply network Sourcing and Postponement strategy • Respond to changing markets and product mix changes • Adjust supply network while preserving future growth • Develop supply chain risk mitigation strategies • Plan your extended value chain with holistic supply and distribution planning • Improve demand fulfillment through constrained order promising • Improve production throughput with plant level scheduling and monitoring • Improve supply chain visibility through collaboration with trading partners • React quickly to supply chain events • Empower planners with rapid what-if scenario simulation • Leverage embedded analytics in UI for insightful analysis while making rapid decisions • Translate decisions in actions
- 42. Compare scenarios for decision making Generate constrained forecast and balance supply network Publish working consensus forecast Plan Capacity for Long-Term S&OP
- 43. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 44. Financial Planning – Financial plans reflect operational realities – Revenue forecast is based on bottom-up consensus operating forecast – Top-down financial plan validated from bottom-up S&OP – Operating plan aligned to financial targets – Revisions to revenue plan visible to sales and operations planning process – Monetary to units translation continuously maintained to ensure plan changes are synchronized Extend S&OP with Hyperion Integration Align Financial and Operations Planning
- 45. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 46. Oracle + Oliver Wight Working Together for a Complete Solution People Process Technology Oracle Value Chain Planning implementation partners + + • Executive S&OP education courses • FastTrack S&OP business process transformation program • Oracle software • Software implementation services +
- 47. © 2009 Oracle Copyright, Proprietary & Confidential <Insert Picture Here> ―Leggett & Platt, Incorporated, together with Oracle and Oliver Wight, was able to rapidly deploy Oracle S&OP and implement Demantra across 19 unique business units across the globe. This three way partnership, the flexibility of Oracle‘s Demantra, Oliver Wight‘s best practice education and mentoring on the business processes, and the engagement of Leggett & Platt business leaders will provide Leggett & Platt with a solid foundation to leverage our supply chain capabilities around the globe.‖ Randall Wood Vice President, Leggett & Platt Oracle and Oliver Wight Work Together for Success at Leggett & Platt
- 48. <Insert Picture Here> Agenda • Business Case for Next Generation S&OP • Oracle Solution Overview • Solution Detail – Executive S&OP Dashboard – What-If Simulation – S&OP Process Management – Demand Management and New Product Introduction – Supply Planning and Long-Term Capacity Planning – Financial Planning • Achieving Next Generation S&OP • Summary
- 49. Summary How Oracle Enables Next Generation S&OP 5-Step S&OP Process Management Review Product Review Demand Review Supply Review Financial Review Supporting Planning Processes • Supply Planning • Long-Term Capacity Planning • Financial Planning • What-If Simulation • S&OP Process Management • Demand Management • Performance monitoring integrated with planning applications so that decisions can be driven into operations • Aligns value chain planning and operations with strategic financial plans and budgets • Built-in forward looking analytics so executives can see where the business is heading and make informed decisions • Rapid, robust, constrained and profit-optimized "what if" capabilities to enable event-driven S&OP
- 50. 50 Oracle provides the technology that enables the people and processes for today‘s companies become tomorrow‘s Supply Chain Leaders