Outsourcing Oracle E-Business Suite - PowerPoint

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					Outsourcing Oracle E-Business Suite
Kevin Brown
Manager, Enterprise Applications
January 21, 2009
kbrown@symmetricom.com
At a Glance
   Global leader providing mission critical time and
    frequency solutions

   Headquartered in San Jose, CA.

   Offices throughout the US, as well as the United
    Kingdom, Germany, China and Malaysia

   Manufacturing in SF Bay Area, Massachusetts,
    Colorado and Puerto Rico

   FY08 revenue $208M

   ~900 employees
A Sampling of Customers


 Telecom




 Government




 Enterprise
Oracle Environment

   E-Business Suite 11.5.10 CU2

   Sierra Atlantic currently provides hosting and
    remote DBA services

   Live since June 2001
Oracle Modules
   Financials                  Manufacturing
    •  AR                        • INV
    •  AP                        • WIP (Discrete)
                  Other Modules • ENG
    •  GL
                    • HR         • BOM
    •  Projects
                    • ICM        • MRP
    •  FA
    •  Time&Labor
                               Order Mgmt/CRM
    •  iExpense
                                 • OM
                                 • TeleService
   Procurement                  • Contracts
     • PO                        • iSupport
     • iSupplier
     • iProcurement
Oracle History
Outsourcing Expectations

   Single contact
   Data center: Performance, troubleshooting and
    infrastructure
   System monitoring, performance and capacity
    planning
   Database functions: Performance, refreshes,
    backups and recovery
   Patch analysis and application
   Manage concurrent manager
AppShop

   Initial implementation partner
   Hosting ppartner
   Support
     Front-line support
     Worked directly with Super Users
   Primary project partner
Why We Left AppShop?

   Sarbanes-Oxley Compliance
     SAS 70 Type II requirement
   Cost
   Support
Why Oracle OnDemand?

   Compliance: SAS70 Type II certification
   Monthly savings of over 13K
   Remove the “middleman”
   Better access to Oracle product teams and
    development
   Experts at their own software
   Pricing based on number of licenses versus
    service requests
Cutover to OnDemand

   Migration of data
   CEMLI review
   Upgrade to 11.5.9
   Completed in three months
   Went live on schedule in May 2004
OnDemand – The Good

   Priority with Oracle Support
   Strong service delivery manager
   One help desk for all issues – Metalink
OnDemand – The Bad

   Lack of continuity
   Nagging issues
     Workflow
     Load balancing
   Slow response for “simple” requests
   Lack of personal service
   Too large to focus on Symm specifics
Why We Left OnDemand?

   Cost
     New contract increased cost dramatically
   Wanted closer relationship
   Overall service level was declining
Select the Next Partner

   Two firms made the short list
     USI
       – Owned by AT&T
       – Concern about getting lost in such a large company…
         again
       – Coincidently a distant relative of AppShop
     Sierra Atlantic
       – Hosting is a small division
       – Offers software and other services
       – Robust disaster recovery offering
   Performed study of bringing in-house
     Outsourcing saves about 20%
Move to Sierra Atlantic

   Strong coordination between OnDemand –
    Sierra Atlantic – Symmetricom
   Smooth cutover in 2 ½ months
   Went live on schedule in February 2008
Sierra Atlantic – The Good

   Close relationship with DBA and account
    management
   Transparency – cannot tell DBA has other
    clients
   Rapid response to issues and inquiries
   We can call someone that can actually take
    action
   Primary DBA knows history of changes and
    tweaks
   System monitoring
   Mirrored disaster recovery site
Sierra Atlantic – The Bad

   Help Desk can be difficult to use and lacks
    features
Relationship Management

   Trust – they are the experts
   Question – you should understand
   Be persistent – be the squeaky wheel when
    necessary
   Rate issues appropriately – don’t squeak at the
    wrong time
   Understand and agree on the processes
   Share future plans – even if not specific to
    EBSO
Outsourcing EBSO