1. 4/20/01 1
Financial and Supply Chain Systems
Directions, Life Cycle Plans and Products

2. 4/20/01 2
Overview, Directions, and Project Update
Supply Chain Strategies and Objectives
Financial and Supply Chain System Applications
Project Considerations and Implementation Strategy
Recommendations and Decisions Needed
Product Directions

3. 4/20/01 3
11
Sourcing Transportation Delivery &
Returns
Suppliers Planning Warehousing &
Fulfillment
Customers
Future Vision
• Nation al
forecastin g/
inventor y plan ning
• Produ ct life-cycle
management
(ob solescence and
excess in ventory
liquidation)
• Nation al
pur chasing
org anization
• Revised vendor
master
agreements
• Co nso lidated,
sin gle national
warehouse
• New contract &
service level
agreements
• Stan dard part
num bering
• Co nso lidated
outb ound
transportation
• Nation al return s
policy
• Oversto ck retu rns
hand ling
• Tools to suppo rt
planning
• Timely, accurate
data to proactively
plan
• Expan ded
integration with
suppliers
(electronic
pro curement)
• Optimized value
chain planning
• Integr ated, fully
automated
warehouse
fun ction
• Kit-o n demand
• Leveraged pricing
based o n planning
• Fully integrated
inbo und &
outb ound
transportation
based o n planning
• Forecasting/
planning inclusive
of ‘neg ative’
impact o f
overstock return s
Optimizing the Supp ly Chain (vs. Optimizing Co mponents)
• Alig nment with overall AWS b usiness strategy
• Elimin ation of red undan t sy stems and other
systems problems
• Integr ated, end-to- en d supply ch ain systems
Baseline
The current AWS Supply Chain needs to evolve into an automated,
integrated end-to-end operation.

4. 4/20/01 4
BP00 Financial and Supply ChainBP00 Financial and Supply Chain
BP01
Planning
Responsibility
Nate White
BP02
Item Master
Management
Responsibility
Nate White
BP03
Supply
Management
Responsibility
George Sloan
BP04
Order
Management
Responsibility
Chris
Antoniou
BP06
Warehouse
Management
Responsibility
Bob Robida
BP07
Inventory
Control
Responsibility
Bob Robida
BP08
Build
Responsibility
Aleta
Alexander
BP09
Transportation
Management
Responsibility
Bob Robida
BP10
Reverse
Logistics
Responsibility
Council
BP11
Payables
Mgmt
Responsibility
Geoge Sloan
BP12
Receivables
Mgmt
Responsibility
Jana Mura
BP13
GL
Management
Responsibility
Jana Mura
BP14
Performance Measures
Responsibility
Clay Smith
BP05
Retail
Responsibility
Steve
Greenstein

5. 4/20/01 5
BP00 Financial and Supply ChainBP00 Financial and Supply Chain
Supply Chain ObjectivesSupply Chain Objectives
• Achieve the ‘perfect order’
• Reduce product delivery time from supplier to end user
• Focus on ‘zero held’ inventory
• Provide flexible sourcing/delivery options
• Improve data accessibility and analysis capabilities
• Improve ease of data sharing
• Provide real-time order tracking
• Employ supplier managed inventory
• Assist the maturity of suppliers to understand production capabilities
• Improve planning/forecasting toolset to manage targeted inventory turns

6. 4/20/01 6
We will be discussing the conceptual design for
projects two through six today.
.
1. Organization design
2. Receiving process design
3. Asset tracking process design
4. Inventory control visibility/netting system
5. Return, repair/use process design
6. Return, repair/refurbish, retire and auction systems
7. Design and implement spares inventory management system
8. Number of warehouses, outsourcing RFP, select third party and implement
Asset Management Projects

7. 4/20/01 7
Program Objectives Review
Asset Management Operational Objectives
 Overall role to optimize asset and capital life cycle utilization (improve spare
inventory management, equipment reuse and disposition sales value)
 Simplify physical and financial asset tracking and tagging process
 Establish standard asset management processes, controls, compliance and
performance measures (receiving, tracking, tagging, returns, repair, reuse,
redeployment/retirement)
 Implement asset management integration system to provide information from
existing data systems
 Return, repair/refurbish, reuse and auction bolt-on
 Spares inventory visibility bolt-on
 Inventory control, visibility and netting bolt-on
 Determine asset/logistics strategy including number of warehouses and outsource
vendor for outbound, returns
 Design and implement asset management organization to scale with a broadened
asset management scope

8. 4/20/01 8
Key Conceptual Design Points
Strategic Direction
• Improve asset visibility
• Design processes that can be consistently applied
• Enhance controls and closed loop monitoring
• Design with sufficient flexibility to handle future asset generations (3G,
etc.)
• Design asset management and tracking system to meet in-scope
requirements only
• Track assets through relevant life cycle phases only
• Track VPP, 3G, Bechtel, and all “Other” assets (antennas, rectifiers,
etc.)
• Don’t equate asset tracking with asset tagging

9. 4/20/01 9
To address forward and reverse asset
management requirements, AWS may want to
build a closed loop system in stages.
Vendor
• VPP
Operations
• Cell Sites
• Switch Sites
Drop Ship/Mail Box Etc. Technician Van
Vendor Outbound Equipment Movement and Installation
Web-based
Visibility
Alerts
Forecast
Spares Replacement
Technician Receipt
via Status Change
• Laptop/Visibility
System
• Hand Held
• Wait until at
terminal or
Form/Fax
AWS Internal Customers
Finance and
Accounting
EngineeringPurchasing Etc.Fixed Assets
Asset Management:
Closed Loop Monitor and Control System
Site # Vendor Equipment Description Received Status 2 Etc.
Invoice and Equipment
List Information
•Web Based
Connectivity
•E-mail
•Fax
Vendor Compliance
Audit Results
•Web-based
Connectivity
•Cycle counts
•Vendor Score Card
•Etc.
Carrier Proof
of Delivery (POD)
• Web Based
Connectivity
• E-mail
• Fax
Third Party Warehouse
Carrier Proof
of Delivery (POD)
• Web Based
Connectivity
• E-mail
• Fax
Out of Scope
RedeploymentOut of Scope
Oracle
Data

10. 4/20/01 10
Overview, Directions, and Project Update
Supply Chain Strategies and Objectives
Financial and Supply Chain System Applications
Project Considerations and Implementation Strategy
Recommendations and Decisions Needed
Product Directions

11. 4/20/01 11
Current State
Infoflo
•BOM/WIP
•NDC Inventory
•Indirect A/R
•Terminal Equip.
Purchasing
•Inventory G/L
•Non-retail sales
orders
•Non-retail return
authorizations
Titan
•Retail Current
Day Inventory
•B2B A/R
•Retail Sales
Orders
•Retail G/L
•Bill-to-air interface
•Tax calculation for
retail revenue
Oracle 10.7
•Retail Inventory
•Retail Inventory
replenishment
•B2B A/R
•Purchasing (non
terminal equip.)
•AWS A/P
•Project Acctg.
•Fixed Asset acct.
•AWS G/L
Fail Over
•Oracle 10.7
•Data store
•SCORE
Interfaces
•Item Master
•Store replenishment
•Purchases for payment
•Monthly G/L Summary
Interfaces
•Start-of-day store
inventory
•End-of-day store
sales orders
•Monthly G/L Summary
Interfaces
•Reporting data
From Infoflo
Interfaces
•Reporting data
Interfaces
•Fail over copy
•Data store copy
•Reporting data
Equipment
Order &
Return Systems

12. 4/20/01 12
Overview, Directions, and Project Update
Supply Chain Strategies and Objectives
Financial and Supply Chain System Applications
Project Considerations and Implementation Strategy
Recommendations and Decisions Needed
Product Directions

13. 4/20/01 13
Example of Transaction Systems - Manufacturing
AR
ENG
BOM
WIP
Shipments
Bills and
Routings
Shipments
ECOS
Work
Orders
GL
AP
Planning
PO
Material
Requirements
Enterprise
Demand
Vendor PO
Interplant PO
Receipts
Work
Orders
DC Invoices
Customers
Journal Entries
Journal Entries
Journal
Entries
Vendor Invoices
Vendor Payments
Transportation
Information
Bills
Items
OE INV
Manufacturing Plant
Internal
Payments
Corporate
Journal Entries
DC Orders
ERP Modules are Highly Integrated and Dependent

14. 4/20/01 14
Implementation Strategy Principles
• Execute implementation in stages and when capability is available to deliver results
throughout the effort, reduce over all project risk, and maximize use of commonly-used
resources.
• Gates 9-5 (scope, business requirements, system requirements, architecture design,
system design) must be closed together for all integrated business process groups,
regardless of whether a business process group is included particular implementation
stage.
• When at all possible, avoid creating project dependencies between two high-risk, complex
projects.
• To retire Infoflo, both the Enterprise Resource Planning solution and the Warehouse
Management solution must be addressed.
• It is best to get to one Enterprise Resource Planning solution before extending your
information relationship to customers and suppliers.
• The time required to upgrade a full release of a packaged software product (e.g. Oracle) is
directly proportional to the amount of data stored, the number of interfaces, the number of
modules, and the number of extensions/customizations.
• Upgrades of a full release, we believe, are nearly as extensive and costly as a new
implementation.
• There is never a good time to upgrade.

15. 4/20/01 15
Our Current Oracle ERP Environment
• Oracle applications version 10.7, DBMS version 7.3.4
– DBMS went out of support 12/31/00, Applications goes out of support
6/30/02.
– Oracle’s most current version is 11i (11.5.3) for applications, 8i for DBMS.
• Modules implemented include
– General Ledger
– Accounts Payable
– Purchasing
– Fixed Assets
– Project Accounting
– Inventory (limited)
– Order Entry (limited)
– Accounts Receivable (limited)
• Only two modules are accessed by users via web browsers
– Inventory, Project Accounting

16. 4/20/01 16
General Ledger
•Oracle v 10.7
•Infoflo
•Titan EIS
Project Accounting
•Oracle v 10.7
Fixed Assets
•Oracle v 10.7
•MP5 ATS
Accts. Rec.
•Oracle v 10.7
•Infoflo
•Titan
Accounts Payable
•Oracle v 10.7
Purchasing
•Oracle v 10.7
•Infoflo
Inventory
•Oracle v 10.7
•Infoflo
•Titan
Today

17. 4/20/01 17
Pre-Stage (Oracle Retail Phase)
Objective
• Convert AWS stores from Infoflo to Oracle
v. 10.7 (Phase I)
Result
• Completed March 26, 2001
• All AWS store inventory managed from Oracle on a min/max
replenishment model
• Store replenished on a more effective schedule and quantity.
• Inventory for 600 stores managed by approximately 10 people.
• Item Master control moved from Infoflo to Oracle
• Computing environment established for all phases.

18. 4/20/01 18
General Ledger
•Oracle v10.7
•Infoflo
•Titan
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
•Infoflo
•Titan
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
•Infoflo
Inventory
•Oracle v10.7
•Infoflo
•Titan
Convert Retail Stores
•Oracle v10.7
Today
Pre
StageItem Master Control in Oracle ERP
•Oracle v10.7

19. 4/20/01 19
First Stage (Supply Chain Phase II)
Objectives
• March 2002 completion
• Convert the bulk warehouse to Oracle 10.7 and McHugh WMS
applications
(Warehouse’s 20,22,50,55,56,70,80)
• Convert APC(accessories) to Oracle 10.7 (Warehouse 50)
• Implement indirect channel order entry
• Align with CRM, SIM Management Tool, any determined interface
changes with Atlys, Vitria (provided associated scope and schedule
align)
• Convert all equipment accounts receivable to Oracle 10.7
• Realign AWS retail inventory transactions (entire data flow through
Oracle 10.7 and McHugh WMS applications.)
• Implement Purchasing and Planning modules

20. 4/20/01 20
First Stage (Supply Chain Phase II)
Impacts
• $7.299 million budget for Oracle phase II
• $1.14 million budget for 3G
• Budget eliminated in March for McHugh WMS
• Combined Oracle phase II and 3G budget will cover cost of Oracle
phase II.
• To remove Titan in this phase, will need to integrate with NCR POS or
a Siebal POS integration partner.
• Pro:
– Orders in this warehouse are less time-sensitive than direct fulfill
warehouse.
– Indirect channel order entry does not require other ordering systems.
– Focus on retiring Titan EIS.
• Con:
– Warehouse now segregated by two systems
– Inventory and General Ledger continued separation between two systems.
– Short-term interface between Siebel and Infoflo will be required.

21. 4/20/01 21
Convert Accessory
Packaging Center
•Oracle v10.7/WMS
•Bill of Materials, Work
Orders
Convert Bulk Warehouse
•Oracle v10.7/WMS
•All Receipts
•Indirect/Retail Fulfillment
and returns
Convert Indirect
Order Entry &
Align with CRM
•Oracle v10.7
Convert
Indirect
Accounts
Receivable
•Oracle v10.7
Today
First
Stage
Align Retail Inventory
Transactions
•All inventory movement
now via Oracle.
General Ledger
•Oracle v10.7
•Infoflo
•Titan
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
•Infoflo
•Titan
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
•Infoflo
Inventory
•Oracle v10.7
•Infoflo
•Titan
Convert Retail Stores
•Oracle v10.7
Pre
Stage
Implement
Purchasing
and Planning
•Oracle v10.7
General Ledger
•Oracle v10.7
•Infoflo
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
•Infoflo
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
Inventory
•Oracle v10.7
•Infoflo
First
Stage

22. 4/20/01 22
Second Implementation Stage
Objectives
• 3rd quarter 2002 completion
• Convert remaining warehouses to Oracle and WMS applications
• Align with NBO ordering system (projected will not yet be retired in time
to meet our objectives)
• Historical data in Infoflo moved or archived (Infoflo retired)

23. 4/20/01 23
Second Implementation Stage
Impacts
• Infoflo operating costs ($5.4 million annually) removed by 3rd quarter
2002.
• IT Infoflo sustainment resources (approximately 5) freed up to focus on
new systems.
• Dependency on Infoflo will be removed prior to ATC Logistics Services
contract negotiations (contract ends December 31, 2002).
• Pro:
– Reduces conversion risk (allows for a back out plan)
– Oracle Order Entry and Accounts Receivable implementation will be
completed with CRM integration in phase II.
• Con:
– If 2G ordering systems are not converted to CRM, we will have to either wait
or convert 2G ordering systems to Oracle.
– Maybe functionality gaps between Oracle 10.7 & 11i.

24. 4/20/01 24
ConvertDirect Fulfill
•v 10.7 Oracle/WMS
•Replaces Infoflo inventory
position for that line
Realign Order Entry to
converted direct fulfill
•v10.7 Oracle
•Convert as ordering systems
ready.
Integrate Receivables with
Ordering Systems
•Post revenue, incentive,
receivable and cash
•Cash application for open
receivables.
First
Stage
Second
Stage
Convert Accessory
Packaging Center
•Oracle v10.7/WMS
•Bill of Materials, Work
Orders
Convert Bulk Warehouse
•Oracle v10.7/WMS
•All Receipts
•Indirect/Retail Fulfillment
and returns
Convert Indirect
Order Entry
•Oracle v10.7
Convert Accounts
Receivable from Infoflo and
Titan
•Oracle v10.7
Today
Align Retail Inventory
Transactions
•All inventory movement
now via Oracle.
General Ledger
•Oracle v10.7
•Infoflo
•Titan
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
•Infoflo
•Titan
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
•Infoflo
Inventory
•Oracle v10.7
•Infoflo
•Titan
Convert Retail Stores
•Oracle v10.7
Pre
Stage
Remaining historical data
removed from Infoflo
•Infoflo retired.
General Ledger
•Oracle v10.7
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
Inventory
•Oracle v10.7
General Ledger
•Oracle v10.7
•Infoflo
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
Inventory
•Oracle v10.7
•Infoflo
First
Stage
Second
Stage

25. 4/20/01 25
Third Implementation Stage
Objectives
• Complete 3rd quarter 2002
• Upgrade to Oracle Applications v11i and DBMS v8i

26. 4/20/01 26
Upgrade Oracle
•Oracle v11i/WMS
Third
Stage
ConvertDirect Fulfill
•v 10.7 Oracle/WMS
•Replaces Infoflo inventory
position for that line
Realign Order Entry to
converted direct fulfill
•v10.7 Oracle
•Convert as ordering systems
ready.
Integrate Receivables with
Ordering Systems
•Post revenue, incentive,
receivable and cash
•Cash application for open
receivables.
Convert Accessory
Packaging Center
•Oracle v10.7/WMS
•Bill of Materials, Work
Orders
Convert Bulk Warehouse
•Oracle v10.7/WMS
•All Receipts
•Indirect/Retail Fulfillment
and returns
Convert Indirect
Order Entry
•Oracle v10.7
Convert Indirect Accounts
Receivable
•Oracle v10.7
Today
Align Retail Inventory
Transactions
•All inventory movement
now via Oracle.
General Ledger
•Oracle v10.7
•Infoflo
•Titan
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
•Infoflo
•Titan
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
•Infoflo
Inventory
•Oracle v10.7
•Infoflo
•Titan
Convert Retail Stores
•Oracle v10.7
Pre
Stage
Second
Stage
First
Stage
Remaining historical data
removed from Infoflo.
•Infoflo retired.
General Ledger
•Oracle v10.7
•Infoflo
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
Inventory
•Oracle v10.7
•Infoflo
First
Stage
General Ledger
•Oracle v10.7
Project Accounting
•Oracle v10.7
Fixed Assets
•Oracle v10.7
•ATS
Accts. Rec.
•Oracle v10.7
Accounts Payable
•Oracle v10.7
Purchasing
•Oracle v10.7
Inventory
•Oracle v10.7 Second
Stage

27. 4/20/01 27
Overview, Directions, and Project Update
Supply Chain Strategies and Objectives
Financial and Supply Chain System Applications
Project Considerations and Implementation Strategy
Recommendations and Decisions Needed
Product Directions

28. 4/20/01 28
Work Force Recommendations
Activity Current Work Force Work Force Needed
Keep Systems Running 18, 16 by June 18*
Support Business
Operation
8, demand for 22 8*
3G June/July/Sept. (no
Infoflo interface)
3.5 3.5
A/P Transition 1.75 1.75
Acquired Markets 10 (outsource) 10
WNS Asset Visibility 1.5 1.5
Fixed Assets Projects 3 3
Oracle Phase II 38 38
McHugh WMS 0 12 –project
8 – on going
11I upgrade What ever is left What ever is left
* Will try to cover by changing operations, services levels, and reassignments.

29. 4/20/01 29
Project Cancellation Recommendations
• Travel and Entertainment
– $ 700,000 capital, $200,000 expense
– Incorporate into 11i upgrade effort in 2002
– Continue project until product selection complete (one month)
• i2 implementation
– no budget, no people, no hardware
– $2.4 million expenditure not covered by a budget
• National Warranty & Exchange Phase II
– $2.5 million capital, 6 people
– Approximately $500,000 committed
– Prepare recommendation, Ray Bingham will address with Jim Bennett and
Alan Loffert

30. 4/20/01 30
2001 Project Recommendations
Small Projects
• 3G June/July/September launch (Ordering interface with Infoflo)
– part of $1.14 million 3G budget (we also have expense budget)
– Siebal project effort will need to provide resources (via John Feiler)
• A/P Transition & Unclaimed Property
– $200,000 budget
– Will likely get approval to use contracted staff if necessary
• WNS Asset Visibility
– Contract via Arthur Anderson, funded by WNS
• Fixed Assets Projects
– $500,000 budget

31. 4/20/01 31
2001 Project Recommendations
Large Projects
• Acquired Markets
– $ 3 million
– Outsource arrangement with EDS
• Oracle Phase II
– $ 7.299 million remaining after reduction from $13.1 million
– Part of $1.14 million 3G budget to cover remaining cost
– Additional staff and cost with change in scope will need to be identified
• McHugh WMS
– $ 1.6 million capital from NWES project
– Will require approximately 8 IT staff
– Requires Governance Board approval
• Oracle 11i upgrade
– $ 700,000 from T&E project
– Requires Governance Board approval (?)

32. 4/20/01 32
Overview, Directions, and Project Update
Supply Chain Strategies and Objectives
Financial and Supply Chain System Applications
Project Considerations and Implementation Strategy
Recommendations and Decisions Needed
Product Directions

33. 4/20/01 33
AWS Supply Chain Business
Direct FulfillDirect Fulfill
CustomerCustomer
Facing &Facing &
Order Mgmt.Order Mgmt.
Warranty ExchangeWarranty Exchange
iProcurementiProcurement
ExchangeExchange
RetailRetail
OperationsOperations CentralCentral
WarehouseWarehouse
Mfg. AssemblyMfg. Assembly Financials, Assets, Projects
Inventory, Purchasing
Supply Chain Plan , Mfg.
Business
Bulk DistributionBulk Distribution
Intelligence
Shipping- UPS, FedEx, Airborne,
USPS, Clipper Ship, LTL

34. 4/20/01 34
Oracle Offering
OM / Pricing / Inventory
• Order Management / Pricing / Inventory
– Ability to Order Inventory items + Services and Contracts
– Full Serial & Lot Traceability - back to Mfg. Warranty as well as sold
Service / Insurance Contracts
– Pricing Promotions by Market, Coupons, Volume Incentives, Rebates
– Single Pricing system established for all Ordering systems, Direct
Fulfill, Retail, Web, etc.
Key business issues

35. 4/20/01 35
Oracle Sales for Communications 11i Product
Features and Functions
• Product & Services Catalog
– Available products & services
– Restrictions on products, such as:
• Proximity
• Install Base - Existing Configuration
• pre-requisite products, etc.
– Required provisioning steps
– Pricing & bundling options
Key business issues

36. 4/20/01 36
Oracle Offering iStore & iSupport
• iStore & iSupport - Self Service
– Full out of the Box integration to Supply Chain Applications
– ATP From the Web For Distributors and Direct Customers by Market
allocations
– Distributors - Each will see their Prices based on Volumes earned
– Ability to Cross Sell and Up Sell - Tailored to Markets and to specific
Distributors
– iSupport - Provides order Status - and full knowledge based
application to provide self service Support
– Fully Integrated process for self service returns
Key business issues

37. 4/20/01 37
iPayment
• iPayment is fully integrated with Oracle
– iStore, Order Management, AR & Collections
– Out of The Box Support for Credit Card, Procurement
Card, EFT, & Check
– Risk Analysis - Amount, Terms - Pay History, Frequency,
Ship To/Bill To Address
– Routing Rules
• Integrates with any merchant EC Application
Key business issues

38. 4/20/01 38
Warranty Exchange
• Contracts/ Depot Repair/ Service/Tele Service
– Full out of the Box integration to Supply Chain and Web based
Applications
– Able to relate all Purchases from Suppliers to Product Warranties
offered & Sold Customers
– Full Customer Life Cycle Site Register of equipment and Services
Sold.
– Knowledge based Application - to assist Warranty Exchange
personnel in determining problem resolutions
Key business issues

39. 4/20/01 39
Global Order Promising - Client Responsiveness
Access from any place any device -and any market - real time
AWS
Planning Over 100000 ATP
Inquiries Per day from
All Business Lines

40. 4/20/01 40
Customers

41. 4/20/01 41

42. 4/20/01 42
Two Products: Complete, Therefore Simple
• Scalable, Reliable, Secure

43. 4/20/01 43
Oracle9i Database
• Manages All Your Data
Multimedia
Object Relational Data
Messages
Documents
XML

44. 4/20/01 44
Oracle9i Application Server
• Runs All Your Applications
Business Intelligence
Transactional Apps
Portals
A
P
A
C
H
E
Integration

45. 4/20/01 45
Oracle9i Developer Suite
• One Platform,
One Toolset Java
Portal XML
Forms
BI
Reports

46. 4/20/01 46
Oracle9i Advanced
Features
• Real Application Clusters
– Limitless scalability and reliability for real-world
applications
• Oracle9i Application Server Cache
– Fastest Web sites in the world
• Real-Time Personalization
– The only real-time recommendation engine
• Wireless Services
– Most advanced and most widely adopted

47. 4/20/01 47
Performance, Oracle9i Web Cache
• Accelerates Delivery Of:
– Search Results
– Catalogs
– Personalized Pages
– Images
– Text
– Audio / Video

48. 4/20/01 48
Performance, Oracle Web Cache
50
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
RequestsPerSecond
Average Store Performance
Per Web Server
With Web Cache
7500
150x Improvement In Store Performance

49. 4/20/01 49
Performance Proofs
• TPC Benchmark Results
– Winter Corp DB Scalability Awards
– Oracle won virtually all OLTP awards, & TCO
– HP, Compaq, IBM used Oracle in their HW tests to
achieve their winning results
• Sun/Oracle 4/17 announced 3 terabyte TPC-H
result
• At BT, IBM built 82 terabyte DW using EMC and
Oracle 8i

50. 4/20/01 50
#1 on Unix in 2000
Others
6%
NCR
3%
Sybase
6%
Informix
12%
IBM
10%
Oracle
63%
Source: Dataquest, May 2000

51. 4/20/01 51
Intelligence, Personalize By Device
• Any Kind of Wireless Device
• Support Spatial Applications
• Secure For ECommerce
WML
WAP Gateway
SMS Gateway
CDPD Gateway
Voice Gateway
TTML
tiny HTML

52. 4/20/01 52
65% of Fortune 100 e-businesses
10 of the World’s Top 10 B-to-C e-businesses
9 of the World’s Top 10 B-to-B e-businesses
93% of all Internet IPOs
80%+ of all European e-businesses
ASPs’ Most Supported Platform

53. 4/20/01 53
Oracle8i: Database of Choice for
Packaged Applications
Market Share by Installation
Source: Gartner Group April 2000, Oracle Alliances
Oracle
74%
Oracle
75%
Siebel SAP

54. 4/20/01 54
Partnering with AT&T Wireless for their
Supply Chain Management

55. 4/20/01 55
AWS Supply Chain Business
Direct FulfillDirect Fulfill
CustomerCustomer
Facing &Facing &
Order Mgmt.Order Mgmt.
Warranty ExchangeWarranty Exchange
iProcurementiProcurement
ExchangeExchange
RetailRetail
OperationsOperations CentralCentral
WarehouseWarehouse
Mfg. AssemblyMfg. Assembly Financials, Assets, Projects
Inventory, Purchasing
Supply Chain Plan , Mfg.
Business
Bulk DistributionBulk Distribution
Intelligence