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  • Orchestrating the Virtual Enterprise, Part I

    - by Kathryn Perry
    A guest post by Jon Chorley, Oracle's Chief Sustainability Officer & Vice President, SCM Product Strategy During the American Industrial Revolution, the Ford Motor Company did it all. It turned raw materials into a showroom full of Model Ts. It owned a steel mill, a glass factory, and an automobile assembly line. The company was both self-sufficient and innovative and went on to become one of the largest and most profitable companies in the world. Nowadays, it's unusual for any business to follow this vertical integration model because its much harder to be best in class across such a wide a range of capabilities and services. Instead, businesses focus on their core competencies and outsource other business functions to specialized suppliers. They exchange vertical integration for collaboration. When done well, all parties benefit from this arrangement and the collaboration leads to the creation of an agile, lean and successful "virtual enterprise." Case in point: For Sun hardware, Oracle outsources most of its manufacturing and all of its logistics to third parties. These are vital activities, but ones where Oracle doesn't have a core competency, so we shift them to business partners who do. Within our enterprise, we always retain the core functions of product development, support, and most of the sales function, because that's what constitutes our core value to our customers. This is a perfect example of a virtual enterprise.  What are the implications of this? It means that we must exchange direct internal control for indirect external collaboration. This fundamentally changes the relative importance of different business processes, the boundaries of security and information sharing, and the relationship of the supply chain systems to the ERP. The challenge is that the systems required to support this virtual paradigm are still mired in "island enterprise" thinking. But help is at hand. Developments such as the Web, social networks, collaboration, and rules-based orchestration offer great potential to fundamentally re-architect supply chain systems to better support the virtual enterprise.  Supply Chain Management Systems in a Virtual Enterprise Historically enterprise software was constructed to automate the ERP - and then the supply chain systems extended the ERP. They were joined at the hip. In virtual enterprises, the supply chain system needs to be ERP agnostic, sitting above each of the ERPs that are distributed across the virtual enterprise - most of which are operating in other businesses. This is vital so that the supply chain system can manage the flow of material and the related information through the multiple enterprises. It has to have strong collaboration tools. It needs to be highly flexible. Users need to be able to see information that's coming from multiple sources and be able to react and respond to events across those sources.  Oracle Fusion Distributed Order Orchestration (DOO) is a perfect example of a supply chain system designed to operate in this virtual way. DOO embraces the idea that a company's fulfillment challenge is a distributed, multi-enterprise problem. It enables users to manage the process and the trading partners in a uniform way and deliver a consistent user experience while operating over a heterogeneous, virtual enterprise. This is a fundamental shift at the core of managing supply chains. It forces virtual enterprises to think architecturally about how best to construct their supply chain systems. In my next post, I will share examples of companies that have made that shift and talk more about the distributed orchestration process.

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  • Orchestrating the Virtual Enterprise

    - by John Murphy
    During the American Industrial Revolution, the Ford Motor Company did it all. It turned raw materials into a showroom full of Model Ts. It owned a steel mill, a glass factory, and an automobile assembly line. The company was both self-sufficient and innovative and went on to become one of the largest and most profitable companies in the world. Nowadays, it's unusual for any business to follow this vertical integration model because its much harder to be best in class across such a wide a range of capabilities and services. Instead, businesses focus on their core competencies and outsource other business functions to specialized suppliers. They exchange vertical integration for collaboration. When done well, all parties benefit from this arrangement and the collaboration leads to the creation of an agile, lean and successful "virtual enterprise." Case in point: For Sun hardware, Oracle outsources most of its manufacturing and all of its logistics to third parties. These are vital activities, but ones where Oracle doesn't have a core competency, so we shift them to business partners who do. Within our enterprise, we always retain the core functions of product development, support, and most of the sales function, because that's what constitutes our core value to our customers. This is a perfect example of a virtual enterprise.  What are the implications of this? It means that we must exchange direct internal control for indirect external collaboration. This fundamentally changes the relative importance of different business processes, the boundaries of security and information sharing, and the relationship of the supply chain systems to the ERP. The challenge is that the systems required to support this virtual paradigm are still mired in "island enterprise" thinking. But help is at hand. Developments such as the Web, social networks, collaboration, and rules-based orchestration offer great potential to fundamentally re-architect supply chain systems to better support the virtual enterprise.  Supply Chain Management Systems in a Virtual Enterprise Historically enterprise software was constructed to automate the ERP - and then the supply chain systems extended the ERP. They were joined at the hip. In virtual enterprises, the supply chain system needs to be ERP agnostic, sitting above each of the ERPs that are distributed across the virtual enterprise - most of which are operating in other businesses. This is vital so that the supply chain system can manage the flow of material and the related information through the multiple enterprises. It has to have strong collaboration tools. It needs to be highly flexible. Users need to be able to see information that's coming from multiple sources and be able to react and respond to events across those sources.  Oracle Fusion Distributed Order Orchestration (DOO) is a perfect example of a supply chain system designed to operate in this virtual way. DOO embraces the idea that a company's fulfillment challenge is a distributed, multi-enterprise problem. It enables users to manage the process and the trading partners in a uniform way and deliver a consistent user experience while operating over a heterogeneous, virtual enterprise. This is a fundamental shift at the core of managing supply chains. It forces virtual enterprises to think architecturally about how best to construct their supply chain systems.  Case in point, almost everyone has ordered from Amazon.com at one time or another. Our orders are as likely to be fulfilled by third parties as they are by Amazon itself. To deliver the order promptly and efficiently, Amazon has to send it to the right fulfillment location and know the availability in that location. It needs to be able to track status of the fulfillment and deal with exceptions. As a virtual enterprise, Amazon's operations, using thousands of trading partners, requires a very different approach to fulfillment than the traditional 'take an order and ship it from your own warehouse' model. Amazon had no choice but to develop a complex, expensive and custom solution to tackle this problem as there used to be no product solution available. Now, other companies who want to follow similar models have a better off-the-shelf choice -- Oracle Distributed Order Orchestration (DOO).  Consider how another of our customers is using our distributed orchestration solution. This major airplane manufacturer has a highly complex business and interacts regularly with the U.S. Government and major airlines. It sits in the middle of an intricate supply chain and needed to improve visibility across its many different entities. Oracle Fusion DOO gives the company an orchestration mechanism so it could improve quality, speed, flexibility, and consistency without requiring an organ transplant of these highly complex legacy systems. Many retailers face the challenge of dealing with brick and mortar, Web, and reseller channels. They all need to be knitted together into a virtual enterprise experience that is consistent for their customers. When a large U.K. grocer with a strong brick and mortar retail operation added an online business, they turned to Oracle Fusion DOO to bring these entities together. Disturbing the Peace with Acquisitions Quite often a company's ERP system is disrupted when it acquires a new company. An acquisition can inject a new set of processes and systems -- or even introduce an entirely new business like Sun's hardware did at Oracle. This challenge has been a driver for some of our DOO customers. A large power management company is using Oracle Fusion DOO to provide the flexibility to rapidly integrate additional products and services into its central fulfillment operation. The Flip Side of Fulfillment Meanwhile, we haven't ignored similar challenges on the supply side of the equation. Specifically, how to manage complex supply in a flexible way when there are multiple trading parties involved? How to manage the supply to suppliers? How to manage critical components that need to merge in a tier two or tier three supply chain? By investing in supply orchestration solutions for the virtual enterprise, we plan to give users better visibility into their network of suppliers to help them drive down costs. We also think this technology and full orchestration process can be applied to the financial side of organizations. An example is transactions that flow through complex internal structures to minimize tax exposure. We can help companies manage those transactions effectively by thinking about the internal organization as a virtual enterprise and bringing the same solution set to this internal challenge.  The Clear Front Runner No other company is investing in solving the virtual enterprise supply chain issues like Oracle is. Oracle is in a unique position to become the gold standard in this market space. We have the infrastructure of Oracle technology. We already have an Oracle Fusion DOO application which embraces the best of what's required in this area. And we're absolutely committed to extending our Fusion solution to other use cases and delivering even more business value.

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  • SOA, Empowerment and Continuous Improvement

    - by Tanu Sood
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} Rick Beers is Senior Director of Product Management for Oracle Fusion Middleware. Prior to joining Oracle, Rick held a variety of executive operational positions at Corning, Inc. and Bausch & Lomb. With a professional background that includes senior management positions in manufacturing, supply chain and information technology, Rick brings a unique set of experiences to cover the impact that technology can have on business models, processes and organizations. Rick will be hosting the IT Leader Editorial on a regular basis. I met my twin at Open World. We share backgrounds, experiences and even names. I hosted an invitation-only AppAdvantage Leadership Forum with an overcapacity 85 participants: 55 customers, 15 from the Oracle AppAdvantage team and 15 Partners. It was a lively, open and positive discussion of pace layered architectures and Oracle’s AppAdvantage approach to a unified view of Applications and Middleware. Rick Hassman from Pella was one of the customer panelists and during the pre event prep, Rick and I shared backgrounds and found that we had both been plant managers and led ERP deployments prior to leading IT itself. During the panel conversation I explored this with him, discussing the unique perspectives that this provides to CIO’s. He then hit on a point that I wasn’t able to fully appreciate until a week later. First though, some background. The week after the Forum, one of the participants emailed me with the following thoughts: “I am 150% behind this concept……but we are struggling with the concept of web services and the potential use of the Oracle Service Bus technology let alone moving into using the full SOA/BPM/BAM software to extend our JD Edwards application to both integrate and support business processes”. After thinking a bit I responded this way: While I certainly appreciate the degree of change and effort involved, perhaps I could offer the following: One of the underlying principles behind Oracle AppAdvantage is that more often than not, the choice between changing a business process and invasively customizing ERP represents a Hobson's Choice: neither is acceptable. In this case the third option, moving the process out of ERP, is the only acceptable one. Providing this choice typically requires end to end, real time interoperability across applications and/or services. This real time interoperability, to be sustainable over time requires a service oriented architecture. There's just no way around this. SOA adaptation is admittedly tough at the beginning. New skills, new technology and new headaches. But, like any radically new technology, it has a learning curve that drives cost down rather dramatically over time. Tough choices to be sure, but not entirely different than we face with every major technology cycle. Good points of course, but I felt that something was missing. The points were convincing, perhaps even a bit insightful, but they didn’t get at the heart of what Oracle AppAdvantage is focused upon: how the optimization of technology, applications, processes and relationships can change the very way that organizations operate. And then I thought back to the panel discussion with Rick Hassman at Oracle OpenWorld. Rick stressed that Continuous Improvement is a fundamental business strategy at Pella. I remember Continuous Improvement well as I suspect does everyone who was in American manufacturing during the 80’s. Pioneered by W. Edwards Deming in Japan (and still known alternatively as Kaizen), Continuous Improvement sets in place the business culture that we must not become complacent with success and resistant to the ongoing need for change. Many believe that this single handedly drove the renaissance in American manufacturing through the last two decades, which had become complacent during the 70’s and early 80’s. But what exactly does this have to do with SOA? It was Rick’s next point. He drew the connection that moving those business processes that need to continually change over time out of ERP and into edge applications and services enables continuous improvement by empowering people to continually strive for better ways of doing things rather than be being bound by workflows that cannot change. A compelling connection: that SOA, and the overall Oracle AppAdvantage framework of which it is an integral part, can empower people towards continuous improvement in business processes and as a result drive business leadership and business excellence. What better a case for technology innovation?

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  • The Whole Enchilada — Fusion Supply Chain in the Cloud

    - by Kathryn Perry
    A guest post by Tyra Crockett, Senior Manager at Oracle No other vendor can offer everything in the cloud the way Oracle can. You can get HR from Workday and CRM from Salesforce, but you can get the whole enchilada—HCM, CRM and ERP—all from Oracle on one platform. If you’re thinking about using Oracle's Cloud Services to implement the newest Oracle Fusion Supply Chain applications, this post is for you. Point #1: The Oracle Cloud Applications Services portfolio includes ERP cloud services which are flexible and can adapt to fill your supply chain needs. For example, you might be opening a small distribution facility in California, but don’t have the time or IT resources to warrant a full scale supply chain implementation. You can use Oracle’s Cloud to implement the Oracle Fusion Supply Chain applications you need without an increase in IT staff or hardware. Then as your business grows, you can add more features and applications to your cloud.   Point #2: Whether you’re implementing a slice of the Fusion Procurement pie, or the entire ERP portfolio, you want to be up and running fast with low upfront costs and investment risks. That’s where you can trust a world-class technology organization like Oracle. Your SaaS subscription-based deployment model will take away the headaches associated with determining your software costs. You also will be able to eliminate expensive customizations and configure your deployment as you like, saving you time and money during the initial stages and upon upgrade. Point #3: Another great benefit of operating your Oracle Fusion Supply Chain in the cloud is the opportunity to standardize your processes across your entire supply chain. You can institute processes in San Francisco and be confident they will be followed in Mexico City and Hong Kong. Point #4: If data security is a concern – and it is for most of us – Oracle-managed cloud services give you the comfort of knowing that your data will always be there when you need it. You will not have to manage the IT services associated with patching and upgrade. They will be taken care of automatically. This enables you to focus on what you do best: managing your business. Point #5: Cloud services aren’t an either/or proposition. You might have very good business reasons for choosing a hybrid model -- running some applications in the cloud and others on premise. That allows you to leverage your own IT department, when and where you need to, and shift focus when necessary. I urge you to take a hard look at the Oracle Fusion Supply Chain applications running in the cloud. These solutions running alongside your existing legacy systems can solve your toughest business challenges as you move forward in the 21st century.

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  • Don't Miss This Week's Webinars!

    - by [email protected]
    Wednesday, April 14th - 11:00 am PT - 12:00 pm PT Oracle User Productivity Kit: Best Practices for Getting the Most out of your Student Information System and ERP. Register now! K-12 organizations cannot afford to risk deploying mission critical applications like student information systems and ERPs without complete confidence they will live up to expectations. Find out how Oracle UPK can ensure success. Wednesday, April 14th - 10:00 am PT - 11:00 am PT Utilizing Oracle UPK for More than Just Training. Register now! HEUG webinar featuring Beth Renstrom, Senior Manager, Oracle UPK Product Management and James Barber, Partner PM with ERP Analysts. Discover how Oracle UPK can be utilized well beyond just training development and delivery. Thursday, April 15th - 10:00 am PT - 11:00 am PT UPK Productive Day One. Register now! Learn how to maximize your applications investment, increase employee productivity, and mitigate risk through all phases of the project lifecycle with Oracle UPK.

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  • Coming to a City Near You: Oracle Business Analytics Summits

    - by Rob Reynolds
    More and more organizations use analytics to identify new business opportunities, reduce costs, and optimize business processes. How? By making business information available throughout the enterprise—and making sure that it is relevant, actionable, and easy to access.Oracle invites you to join us for an information-packed event where you’ll learn about the latest trends, best practices, and innovations in business intelligence, analytic applications, and data warehousing.If you are an IT professional involved in BI strategy, program management, systems management, architecture, or deployment, this event is for you. You’ll find out about: New ways of deploying and delivering business intelligence on premise, in the cloud, and on mobile devices to a diverse base of business users New approaches for integrating, storing, managing, securing, and accessing your ever-growing volumes of structured and unstructured data The latest strategies for dramatically increasing the ROI of your ERP and CRM deployments Click here to view the presentation abstracts. Agenda 9:00 a.m. Registration 10:00 a.m. Keynote: Business Analytics—Be the First to Know 11:00 a.m. Break Breakout Sessions Technology and Architecture Strategy Track Business Insight and Analytic Delivery Track 11:15 a.m. Emerging Trends in Enterprise BI Platforms 11:15 a.m. Mobile BI—More than Dashboards on a Tablet 12:00 noon Networking Lunch 12:00 noon Networking Lunch 1:00 p.m. Is Your Business Intelligence Data at Risk? 1:00 p.m. Geospatial Intelligence—Location, Location, Location! 1:45 p.m. What Extreme Performance Means for Your Business 1:45 p.m. The Role of BI in Your ERP and Performance Management Initiatives 2:30 p.m. Become a BI Architect 2:30 p.m. BI Applications: Step 1 in Your ERP Upgrade or Expansion 3:00 p.m. Partner Spotlight Registration links for each city are below: New York , NY- July 26 Miami, FL - July 27 Reston, VA, July 27 Atlanta, GA - July 28 Boston, MA - July 28 Rochester, NY - Aug 2 (event link coming soon!) Menlo Park, CA - August 2 Charlotte, NC - August 3 Newport Beach, CA - August 3 Register online at the links above or call 1.800.820.5592 ext. 9218 to reserve your place.

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  • The First Microsoft Dynamics NAV Builds on TFS 2010 Server

    - by ssmantha
    We are now successfully, able build Dynamics NAV solutions using the TFS Build workflow mechanisms. Lots of test builds were made, the builds can restore the NAV Database and start from a fresh solution, take latest of the NAV objects and then import it to Navision and call the compile method. The workflow is also able to generate FOB files as output which can be directly shipped to the customers. I think this is the First in the world implementation of the TFS build concepts in conjunction with NAV. I think this is a time to change the thinking caps and try to approach ERP development and include the practises of ALM into ERP Product Development.

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  • A Big Week for Oracle Procurement- In the Cloud and On the Web

    - by David Hope-Ross
    It has been quite a week for Oracle Procurement. On June 6th, CEO Larry Ellison announced the availability ERP Cloud Services- inclusive of Procurement and Inventory. For a replay of the announcement click here. For more information on Oracle Cloud ERP Services click here. Stay tuned as we’ll be providing updates and further details in coming weeks. We hope you noticed, but we also expanded Oracle Fusion Procurement’s presence on oracle.com. We’ve upgraded the Oracle Fusion Procurement overview page and provided some drill down product information, including screenshots and datasheets. For more information check out individual product pages for Purchasing, Self Service Procurement, Sourcing, Procurement Contracts, and Supplier Portal.    

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  • Wesquare (NL) helps major CG customer integrating Oracle Service Cloud (RightNow) with JDEdwards

    - by Richard Lefebvre
    Normal 0 false false false EN-US X-NONE X-NONE When this well known, Italy based, CG player claimed that they needed a new CRM tool, Oracle partner WeSquare had a precise idea of what would be required, knowing that the customer was using JDEdwards as an ERP: they immediately thoughts about a solution that would help synchronizing the customer’s back-end system with the new CRM interface. The customer asked for presentations from three companies, including Oracle, and eventually selected Oracle Service Cloud (RightNow) with Alfa Sistemi (Oracle Platinum Partner) as a System Integrator supported by Wesquare (Oracle Gold partner specialized in RightNow). Synchronizing an On Premises ERP with a new SaaS based CRM platform could be seen as an uphill task, but WeSquare was determined, during the presales cycle, to prove that they had the skills and the attitude to make the difference. So, they rolled up their sleeves and got to it: five days of relentless work, missed lunches, and hours of brainstorming showed its result in the form of a new interface that works fabulously well with the JDEdwards ERP back-end and was successfully pitched by Oracle to the end-customer to win the deal! WeSquare took the occasion to learn that they can integrate Oracle Service Cloud (RightNow) with practically every other solution that a customer may run. As part of the project, WeSquare was also involved in different add-on’s development with the aim of enriching Oracle Service Cloud’s functionality. WeSquare is based in The Netherlands with an in-shore practice supported by off-shore teams in India. WeSquare can integrate and synchronize any application with RightNow. For more information, visit www.wesquare.nl or contact Wiebe Blankenberg (Managing Director) at +31 (0) 6 3632 1104 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • Enterprise Mobile Apps

    - by Sahil Malik
    SharePoint 2010 Training: more information This is one of those rare occasions when I get to write about what I’m working on in my consulting life. I’m a very lucky guy, I get to work on some very tough and challenging solutions for clients around the world. In working on such problems, I face the best challenges which help me be a better consultant. A better consultant is a better trainer. There is no substitute for real world experience. As an example, Winsmarts started working on a product with Din ERP that would bring ERP functionality into SharePoint. Not influenced by marketecture, and the only driver being success at customer, as an architect for this endeavor, I experimented with and decided against technologies such as Silverlight. We subsequently invested heavily in JavaScript when the prevalent browser was still IE6. It wasn’t easy to create an amazing amount of functionality in JavaScript, but over time we enriched the product and today we have a very compelling Read full article ....

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  • CMSs & ERPs for hospital management system

    - by Akshey
    Hi, What are the best free CMSs or CMS plugins or ERPs or any other free tools available for developing a hospital management system? I want to develop it for a children's hospital run by my father. The hospital is small with two doctors. Currently, everything is done manually on paper. The main entities who will be using the system are: Receptionist, the two doctors, chemist and the medical laboratorist. They will use it majorly for keeping the records of the patient. The patients would not be interacting with the system directly. The system needs to be user friendly and should be easy to learn. I was thinking to develop such a system using a CMS or an ERP or any other free tool. I have used wordpress/drupal in past but never used an ERP. Can you please guide me to make such a system using free, and preferably open source, tools? Thanks, Akshey

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  • How to Get from Here to There

    - by Tom Caldecott-Oracle
    Six Oracle OpenWorld Sessions to Help Transform Your Business You’re a bit cloudy on how to implement an enterprise resource planning (ERP), human capital management (HCM), or customer experience (CX) cloud environment. You want to make a move to improve the productivity of your employees with mobility.   Let Oracle Consulting be your guide at Oracle OpenWorld. You can choose from six conference sessions that focus on business transformation—for ERP, HCM, CX, analytics, mobility, and private cloud. Oracle Consulting experts and your industry peers will share insights, best-in-class methodologies, and critical lessons learned in transforming businesses with new solutions built on Oracle technology.  Learn more. And enjoy the journey.

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  • PeopleSoft HCM?????????????????????????????

    - by user775380
    ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ????????????????????  - ?????????  - ?????????????????????  - ????(???????????????/??/????????)  - ???????????????? ???????????????????????????ERP???????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ??????????????????Hyperion???????????????????????????????????????????????CSE??????PeopleSoft HCM?????????Essbase????????????????????????????????????????????????????PeopleSoft?HCM????????????????????????(Essbase????/???????????????????????????)  Essbase?????~Excel??????·?? Essbase?Excel?????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? Essbase?????????????????????????????????????????????PeopleSoft HCM???????????????????????????????????????????PeopleSoft????????????PeopleTools 8.52?Cube Builder?????????????? ???????????????????????????????????? ????: ????????????(12/5): ???????ERP???PeopleSoft Enterprise??????????? CSE?????: ???????????? (?????????????????????????????????) ITPro????: ????????????CSE?PeopleSoft???????? Oracle Essbase????: ????????????????

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  • ?????

    - by user758881
    ????lumosity.com???????“?????”????????????????????????????????????????,???????????,??????????????????????????? ??,??????????????????——?????????????????IT????????????????????????????????????,????????????????,????????????? ?????????????——????????????????????????????????????????,??????,????????????????????? ?????,“??????????????:????????????”?,76%??????,???????????????????,????????????(54%)?????IT???????????IT?????????? ????,Oracle??????????????????????,Denovo????????IT?????????2009???????????Oracle JD Edwards??????????Denovo??????????????ERP??????Oracle?????????????????????? “????????????????????,”Denovo????????????????Paul Herbka???“?????????????????????????????????????????????????????????????????”   ??Denovo??????????????????,??????????????????ERP?????????????????????????????????????,?????????????? “????????????????,”Herbka???“?????????????????????IT???????????????????????????????????????????,????????????????????????????????” ??????????: “?????:?????????????????????,” ???Deloitte & Touche????????????????,Irfan Saif,?????Oracle Profit Online ?? Jim Lein ?????????????Oracle??????????1999???JD Edwards,???????Oracle15?????????Evergreen,Colorado,????????????????????????????????????????,????Oracle???

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  • How to retrive message list from p2p

    - by cre-johnny07
    Hello friends I have a messaging system that uses p2p. Each peer has a incoming message list and a outgoing message list. What I need to do is whenever a new peer will join the mesh he will get the all the incoming messages from other peers and add those into it's own incoming message list. Now I know when I get the other peer info from I can ask them to give their own list to me. But I'm not finding the way how..? Any suggestion on this or help would be highly appreciated. I'm giving my code below. Thanking in Advance Johnny #region Instance Fields private string strOrigin = ""; //the chat member name private string m_Member; //the channel instance where we execute our service methods against private IServerChannel m_participant; //the instance context which in this case is our window since it is the service host private InstanceContext m_site; //our binding transport for the p2p mesh private NetPeerTcpBinding m_binding; //the factory to create our chat channel private ChannelFactory<IServerChannel> m_channelFactory; //an interface provided by the channel exposing events to indicate //when we have connected or disconnected from the mesh private IOnlineStatus o_statusHandler; //a generic delegate to execute a thread against that accepts no args private delegate void NoArgDelegate(); //an object to hold user details private IUserService userService; //an Observable Collection of object to get all the Application Instance Details in databas ObservableCollection<AppLoginInstance> appLoginInstances; // an Observable Collection of object to get all Incoming Messages types ObservableCollection<MessageType> inComingMessageTypes; // an Observable Collection of object to get all Outgoing Messages ObservableCollection<PDCL.ERP.DataModels.Message> outGoingMessages; // an Observable Collection of object to get all Incoming Messages ObservableCollection<PDCL.ERP.DataModels.Message> inComingMessages; //an Event Aggregator to publish event for other modules to subscribe private readonly IEventAggregator eventAggregator; /// <summary> /// an IUnityCOntainer to get the container /// </summary> private IUnityContainer container; private RefreshConnectionStatus refreshConnectionStatus; private RefreshConnectionStatusEventArgs args; private ReplyRequestMessage replyMessageRequest; private ReplyRequestMessageEventArgs eventsArgs; #endregion public P2pMessageService(IUserService UserService, IEventAggregator EventAggregator, IUnityContainer container) { userService = UserService; this.container = container; appLoginInstances = new ObservableCollection<AppLoginInstance>(); inComingMessageTypes = new ObservableCollection<MessageType>(); inComingMessages = new ObservableCollection<PDCL.ERP.DataModels.Message>(); outGoingMessages = new ObservableCollection<PDCL.ERP.DataModels.Message>(); this.args = new RefreshConnectionStatusEventArgs(); this.eventsArgs = new ReplyRequestMessageEventArgs(); this.eventAggregator = EventAggregator; this.refreshConnectionStatus = this.eventAggregator.GetEvent<RefreshConnectionStatus>(); this.replyMessageRequest = this.eventAggregator.GetEvent<ReplyRequestMessage>(); } #region IOnlineStatus Event Handlers void ostat_Offline(object sender, EventArgs e) { // we could update a status bar or animate an icon to //indicate to the user they have disconnected from the mesh //currently i don't have a "disconnect" button but adding it //should be trivial if you understand the rest of this code } void ostat_Online(object sender, EventArgs e) { try { m_participant.Join(userService.AppInstance); } catch (Exception Ex) { Logger.Exception(Ex, Ex.TargetSite.Name + ": " + Ex.TargetSite + ": " + Ex.Message); } } #endregion #region IServer Members //this method gets called from a background thread to //connect the service client to the p2p mesh specified //by the binding info in the app.config public void ConnectToMesh() { try { m_site = new InstanceContext(this); //use the binding from the app.config with default settings m_binding = new NetPeerTcpBinding("P2PMessageBinding"); m_channelFactory = new DuplexChannelFactory<IServerChannel>(m_site, "P2PMessageEndPoint"); m_participant = m_channelFactory.CreateChannel(); o_statusHandler = m_participant.GetProperty<IOnlineStatus>(); o_statusHandler.Online += new EventHandler(ostat_Online); o_statusHandler.Offline += new EventHandler(ostat_Offline); //m_participant.InitializeMesh(); //this.appLoginInstances.Add(this.userService.AppInstance); BackgroundWorkerHelper.DoWork<object>(() => { //this is an empty unhandled method on the service interface. //why? because for some reason p2p clients don't try to connect to the mesh //until the first service method call. so to facilitate connecting i call this method //to get the ball rolling. m_participant.InitializeMesh(); //SynchronizeMessage(this.inComingMessages); return new object(); }, arg => { }); this.appLoginInstances.Add(this.userService.AppInstance); } catch (Exception Ex) { Logger.Exception(Ex, Ex.TargetSite.Name + ": " + Ex.TargetSite + ": " + Ex.Message); } } public void Join(AppLoginInstance obj) { try { // Adding Instance to the PeerList if (appLoginInstances.SingleOrDefault(a => a.InstanceId == obj.InstanceId)==null) { appLoginInstances.Add(obj); this.refreshConnectionStatus.Publish(new RefreshConnectionStatusEventArgs() { Status = m_channelFactory.State }); } //this will retrieve any new members that have joined before the current user m_participant.SynchronizeMemberList(userService.AppInstance); } catch(Exception Ex) { Logger.Exception(Ex,Ex.TargetSite.Name + ": " + Ex.TargetSite + ": " + Ex.Message); } } /// <summary> /// Synchronizes member list /// </summary> /// <param name="obj">The AppLoginInstance Param</param> public void SynchronizeMemberList(AppLoginInstance obj) { //as member names come in we simply disregard duplicates and //add them to the member list, this way we can retrieve a list //of members already in the chatroom when we enter at any time. //again, since this is just an example this is the simplified //way to do things. the correct way would be to retrieve a list //of peernames and retrieve the metadata from each one which would //tell us what the member name is and add it. we would want to check //this list when we join the mesh to make sure our member name doesn't //conflict with someone else try { if (appLoginInstances.SingleOrDefault(a => a.InstanceId == obj.InstanceId) == null) { appLoginInstances.Add(obj); } } catch (Exception Ex) { Logger.Exception(Ex, Ex.TargetSite.Name + ": " + Ex.TargetSite + ": " + Ex.Message); } } /// <summary> /// This methos broadcasts the mesasge to all peers. /// </summary> /// <param name="msg">The whole message which is to be broadcasted</param> /// <param name="securityLevels"> Level of security</param> public void BroadCastMsg(PDCL.ERP.DataModels.Message msg, List<string> securityLevels) { try { foreach (string s in securityLevels) { if (this.userService.IsInRole(s)) { if (this.inComingMessages.Count == 0 && msg.CreatedByApp != this.userService.AppInstanceId) { this.inComingMessages.Add(msg); } else if (this.inComingMessages.SingleOrDefault(a => a.MessageId == msg.MessageId) == null && msg.CreatedByApp != this.userService.AppInstanceId) { this.inComingMessages.Add(msg); } } } } catch (Exception Ex) { Logger.Exception(Ex, Ex.TargetSite.Name + ": " + Ex.TargetSite + ": " + Ex.Message); } } /// <summary> /// /// </summary> /// <param name="msg">The Message to denyed</param> public void BroadCastReplyMsg(PDCL.ERP.DataModels.Message msg) { try { //if (this.inComingMessages.SingleOrDefault(a => a.MessageId == msg.MessageId) != null) //{ this.replyMessageRequest.Publish(new ReplyRequestMessageEventArgs() { Message = msg }); this.inComingMessages.Remove(this.inComingMessages.SingleOrDefault(o => o.MessageId == msg.MessageId)); //} } catch (Exception ex) { Logger.Exception(ex, ex.TargetSite.Name + ": " + ex.TargetSite + ": " + ex.Message); } } //again we need to sync the worker thread with the UI thread via Dispatcher public void Whisper(string Member, string MemberTo, string Message) { } public void InitializeMesh() { //do nothing } public void Leave(AppLoginInstance obj) { if (this.appLoginInstances.SingleOrDefault(a => a.InstanceId == obj.InstanceId) != null) { this.appLoginInstances.Remove(this.appLoginInstances.Single(a => a.InstanceId == obj.InstanceId)); } } //public void SynchronizeRemoveMemberList(AppLoginInstance obj) //{ // if (appLoginInstances.SingleOrDefault(a => a.InstanceId == obj.InstanceId) != null) // { // appLoginInstances.Remove(obj); // } //} #endregion

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  • Is there a Telecommunications Reference Architecture?

    - by raul.goycoolea
    @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Abstract   Reference architecture provides needed architectural information that can be provided in advance to an enterprise to enable consistent architectural best practices. Enterprise Reference Architecture helps business owners to actualize their strategies, vision, objectives, and principles. It evaluates the IT systems, based on Reference Architecture goals, principles, and standards. It helps to reduce IT costs by increasing functionality, availability, scalability, etc. Telecom Reference Architecture provides customers with the flexibility to view bundled service bills online with the provision of multiple services. It provides real-time, flexible billing and charging systems, to handle complex promotions, discounts, and settlements with multiple parties. This paper attempts to describe the Reference Architecture for the Telecom Enterprises. It lays the foundation for a Telecom Reference Architecture by articulating the requirements, drivers, and pitfalls for telecom service providers. It describes generic reference architecture for telecom enterprises and moves on to explain how to achieve Enterprise Reference Architecture by using SOA.   Introduction   A Reference Architecture provides a methodology, set of practices, template, and standards based on a set of successful solutions implemented earlier. These solutions have been generalized and structured for the depiction of both a logical and a physical architecture, based on the harvesting of a set of patterns that describe observations in a number of successful implementations. It helps as a reference for the various architectures that an enterprise can implement to solve various problems. It can be used as the starting point or the point of comparisons for various departments/business entities of a company, or for the various companies for an enterprise. It provides multiple views for multiple stakeholders.   Major artifacts of the Enterprise Reference Architecture are methodologies, standards, metadata, documents, design patterns, etc.   Purpose of Reference Architecture   In most cases, architects spend a lot of time researching, investigating, defining, and re-arguing architectural decisions. It is like reinventing the wheel as their peers in other organizations or even the same organization have already spent a lot of time and effort defining their own architectural practices. This prevents an organization from learning from its own experiences and applying that knowledge for increased effectiveness.   Reference architecture provides missing architectural information that can be provided in advance to project team members to enable consistent architectural best practices.   Enterprise Reference Architecture helps an enterprise to achieve the following at the abstract level:   ·       Reference architecture is more of a communication channel to an enterprise ·       Helps the business owners to accommodate to their strategies, vision, objectives, and principles. ·       Evaluates the IT systems based on Reference Architecture Principles ·       Reduces IT spending through increasing functionality, availability, scalability, etc ·       A Real-time Integration Model helps to reduce the latency of the data updates Is used to define a single source of Information ·       Provides a clear view on how to manage information and security ·       Defines the policy around the data ownership, product boundaries, etc. ·       Helps with cost optimization across project and solution portfolios by eliminating unused or duplicate investments and assets ·       Has a shorter implementation time and cost   Once the reference architecture is in place, the set of architectural principles, standards, reference models, and best practices ensure that the aligned investments have the greatest possible likelihood of success in both the near term and the long term (TCO).     Common pitfalls for Telecom Service Providers   Telecom Reference Architecture serves as the first step towards maturity for a telecom service provider. During the course of our assignments/experiences with telecom players, we have come across the following observations – Some of these indicate a lack of maturity of the telecom service provider:   ·       In markets that are growing and not so mature, it has been observed that telcos have a significant amount of in-house or home-grown applications. In some of these markets, the growth has been so rapid that IT has been unable to cope with business demands. Telcos have shown a tendency to come up with workarounds in their IT applications so as to meet business needs. ·       Even for core functions like provisioning or mediation, some telcos have tried to manage with home-grown applications. ·       Most of the applications do not have the required scalability or maintainability to sustain growth in volumes or functionality. ·       Applications face interoperability issues with other applications in the operator's landscape. Integrating a new application or network element requires considerable effort on the part of the other applications. ·       Application boundaries are not clear, and functionality that is not in the initial scope of that application gets pushed onto it. This results in the development of the multiple, small applications without proper boundaries. ·       Usage of Legacy OSS/BSS systems, poor Integration across Multiple COTS Products and Internal Systems. Most of the Integrations are developed on ad-hoc basis and Point-to-Point Integration. ·       Redundancy of the business functions in different applications • Fragmented data across the different applications and no integrated view of the strategic data • Lot of performance Issues due to the usage of the complex integration across OSS and BSS systems   However, this is where the maturity of the telecom industry as a whole can be of help. The collaborative efforts of telcos to overcome some of these problems have resulted in bodies like the TM Forum. They have come up with frameworks for business processes, data, applications, and technology for telecom service providers. These could be a good starting point for telcos to clean up their enterprise landscape.   Industry Trends in Telecom Reference Architecture   Telecom reference architectures are evolving rapidly because telcos are facing business and IT challenges.   “The reality is that there probably is no killer application, no silver bullet that the telcos can latch onto to carry them into a 21st Century.... Instead, there are probably hundreds – perhaps thousands – of niche applications.... And the only way to find which of these works for you is to try out lots of them, ramp up the ones that work, and discontinue the ones that fail.” – Martin Creaner President & CTO TM Forum.   The following trends have been observed in telecom reference architecture:   ·       Transformation of business structures to align with customer requirements ·       Adoption of more Internet-like technical architectures. The Web 2.0 concept is increasingly being used. ·       Virtualization of the traditional operations support system (OSS) ·       Adoption of SOA to support development of IP-based services ·       Adoption of frameworks like Service Delivery Platforms (SDPs) and IP Multimedia Subsystem ·       (IMS) to enable seamless deployment of various services over fixed and mobile networks ·       Replacement of in-house, customized, and stove-piped OSS/BSS with standards-based COTS products ·       Compliance with industry standards and frameworks like eTOM, SID, and TAM to enable seamless integration with other standards-based products   Drivers of Reference Architecture   The drivers of the Reference Architecture are Reference Architecture Goals, Principles, and Enterprise Vision and Telecom Transformation. The details are depicted below diagram. @font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }div.Section1 { page: Section1; } Figure 1. Drivers for Reference Architecture @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Today’s telecom reference architectures should seamlessly integrate traditional legacy-based applications and transition to next-generation network technologies (e.g., IP multimedia subsystems). This has resulted in new requirements for flexible, real-time billing and OSS/BSS systems and implications on the service provider’s organizational requirements and structure.   Telecom reference architectures are today expected to:   ·       Integrate voice, messaging, email and other VAS over fixed and mobile networks, back end systems ·       Be able to provision multiple services and service bundles • Deliver converged voice, video and data services ·       Leverage the existing Network Infrastructure ·       Provide real-time, flexible billing and charging systems to handle complex promotions, discounts, and settlements with multiple parties. ·       Support charging of advanced data services such as VoIP, On-Demand, Services (e.g.  Video), IMS/SIP Services, Mobile Money, Content Services and IPTV. ·       Help in faster deployment of new services • Serve as an effective platform for collaboration between network IT and business organizations ·       Harness the potential of converging technology, networks, devices and content to develop multimedia services and solutions of ever-increasing sophistication on a single Internet Protocol (IP) ·       Ensure better service delivery and zero revenue leakage through real-time balance and credit management ·       Lower operating costs to drive profitability   Enterprise Reference Architecture   The Enterprise Reference Architecture (RA) fills the gap between the concepts and vocabulary defined by the reference model and the implementation. Reference architecture provides detailed architectural information in a common format such that solutions can be repeatedly designed and deployed in a consistent, high-quality, supportable fashion. This paper attempts to describe the Reference Architecture for the Telecom Application Usage and how to achieve the Enterprise Level Reference Architecture using SOA.   • Telecom Reference Architecture • Enterprise SOA based Reference Architecture   Telecom Reference Architecture   Tele Management Forum’s New Generation Operations Systems and Software (NGOSS) is an architectural framework for organizing, integrating, and implementing telecom systems. NGOSS is a component-based framework consisting of the following elements:   ·       The enhanced Telecom Operations Map (eTOM) is a business process framework. ·       The Shared Information Data (SID) model provides a comprehensive information framework that may be specialized for the needs of a particular organization. ·       The Telecom Application Map (TAM) is an application framework to depict the functional footprint of applications, relative to the horizontal processes within eTOM. ·       The Technology Neutral Architecture (TNA) is an integrated framework. TNA is an architecture that is sustainable through technology changes.   NGOSS Architecture Standards are:   ·       Centralized data ·       Loosely coupled distributed systems ·       Application components/re-use  ·       A technology-neutral system framework with technology specific implementations ·       Interoperability to service provider data/processes ·       Allows more re-use of business components across multiple business scenarios ·       Workflow automation   The traditional operator systems architecture consists of four layers,   ·       Business Support System (BSS) layer, with focus toward customers and business partners. Manages order, subscriber, pricing, rating, and billing information. ·       Operations Support System (OSS) layer, built around product, service, and resource inventories. ·       Networks layer – consists of Network elements and 3rd Party Systems. ·       Integration Layer – to maximize application communication and overall solution flexibility.   Reference architecture for telecom enterprises is depicted below. @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Figure 2. Telecom Reference Architecture   The major building blocks of any Telecom Service Provider architecture are as follows:   1. Customer Relationship Management   CRM encompasses the end-to-end lifecycle of the customer: customer initiation/acquisition, sales, ordering, and service activation, customer care and support, proactive campaigns, cross sell/up sell, and retention/loyalty.   CRM also includes the collection of customer information and its application to personalize, customize, and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.   The key functionalities related to Customer Relationship Management are   ·       Manage the end-to-end lifecycle of a customer request for products. ·       Create and manage customer profiles. ·       Manage all interactions with customers – inquiries, requests, and responses. ·       Provide updates to Billing and other south bound systems on customer/account related updates such as customer/ account creation, deletion, modification, request bills, final bill, duplicate bills, credit limits through Middleware. ·       Work with Order Management System, Product, and Service Management components within CRM. ·       Manage customer preferences – Involve all the touch points and channels to the customer, including contact center, retail stores, dealers, self service, and field service, as well as via any media (phone, face to face, web, mobile device, chat, email, SMS, mail, the customer's bill, etc.). ·       Support single interface for customer contact details, preferences, account details, offers, customer premise equipment, bill details, bill cycle details, and customer interactions.   CRM applications interact with customers through customer touch points like portals, point-of-sale terminals, interactive voice response systems, etc. The requests by customers are sent via fulfillment/provisioning to billing system for ordering processing.   2. Billing and Revenue Management   Billing and Revenue Management handles the collection of appropriate usage records and production of timely and accurate bills – for providing pre-bill usage information and billing to customers; for processing their payments; and for performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status, and is responsible for resolving billing problems to the customer's satisfaction in a timely manner. This process grouping also supports prepayment for services.   The key functionalities provided by these applications are   ·       To ensure that enterprise revenue is billed and invoices delivered appropriately to customers. ·       To manage customers’ billing accounts, process their payments, perform payment collections, and monitor the status of the account balance. ·       To ensure the timely and effective fulfillment of all customer bill inquiries and complaints. ·       Collect the usage records from mediation and ensure appropriate rating and discounting of all usage and pricing. ·       Support revenue sharing; split charging where usage is guided to an account different from the service consumer. ·       Support prepaid and post-paid rating. ·       Send notification on approach / exceeding the usage thresholds as enforced by the subscribed offer, and / or as setup by the customer. ·       Support prepaid, post paid, and hybrid (where some services are prepaid and the rest of the services post paid) customers and conversion from post paid to prepaid, and vice versa. ·       Support different billing function requirements like charge prorating, promotion, discount, adjustment, waiver, write-off, account receivable, GL Interface, late payment fee, credit control, dunning, account or service suspension, re-activation, expiry, termination, contract violation penalty, etc. ·       Initiate direct debit to collect payment against an invoice outstanding. ·       Send notification to Middleware on different events; for example, payment receipt, pre-suspension, threshold exceed, etc.   Billing systems typically get usage data from mediation systems for rating and billing. They get provisioning requests from order management systems and inquiries from CRM systems. Convergent and real-time billing systems can directly get usage details from network elements.   3. Mediation   Mediation systems transform/translate the Raw or Native Usage Data Records into a general format that is acceptable to billing for their rating purposes.   The following lists the high-level roles and responsibilities executed by the Mediation system in the end-to-end solution.   ·       Collect Usage Data Records from different data sources – like network elements, routers, servers – via different protocol and interfaces. ·       Process Usage Data Records – Mediation will process Usage Data Records as per the source format. ·       Validate Usage Data Records from each source. ·       Segregates Usage Data Records coming from each source to multiple, based on the segregation requirement of end Application. ·       Aggregates Usage Data Records based on the aggregation rule if any from different sources. ·       Consolidates multiple Usage Data Records from each source. ·       Delivers formatted Usage Data Records to different end application like Billing, Interconnect, Fraud Management, etc. ·       Generates audit trail for incoming Usage Data Records and keeps track of all the Usage Data Records at various stages of mediation process. ·       Checks duplicate Usage Data Records across files for a given time window.   4. Fulfillment   This area is responsible for providing customers with their requested products in a timely and correct manner. It translates the customer's business or personal need into a solution that can be delivered using the specific products in the enterprise's portfolio. This process informs the customers of the status of their purchase order, and ensures completion on time, as well as ensuring a delighted customer. These processes are responsible for accepting and issuing orders. They deal with pre-order feasibility determination, credit authorization, order issuance, order status and tracking, customer update on customer order activities, and customer notification on order completion. Order management and provisioning applications fall into this category.   The key functionalities provided by these applications are   ·       Issuing new customer orders, modifying open customer orders, or canceling open customer orders; ·       Verifying whether specific non-standard offerings sought by customers are feasible and supportable; ·       Checking the credit worthiness of customers as part of the customer order process; ·       Testing the completed offering to ensure it is working correctly; ·       Updating of the Customer Inventory Database to reflect that the specific product offering has been allocated, modified, or cancelled; ·       Assigning and tracking customer provisioning activities; ·       Managing customer provisioning jeopardy conditions; and ·       Reporting progress on customer orders and other processes to customer.   These applications typically get orders from CRM systems. They interact with network elements and billing systems for fulfillment of orders.   5. Enterprise Management   This process area includes those processes that manage enterprise-wide activities and needs, or have application within the enterprise as a whole. They encompass all business management processes that   ·       Are necessary to support the whole of the enterprise, including processes for financial management, legal management, regulatory management, process, cost, and quality management, etc.;   ·       Are responsible for setting corporate policies, strategies, and directions, and for providing guidelines and targets for the whole of the business, including strategy development and planning for areas, such as Enterprise Architecture, that are integral to the direction and development of the business;   ·       Occur throughout the enterprise, including processes for project management, performance assessments, cost assessments, etc.     (i) Enterprise Risk Management:   Enterprise Risk Management focuses on assuring that risks and threats to the enterprise value and/or reputation are identified, and appropriate controls are in place to minimize or eliminate the identified risks. The identified risks may be physical or logical/virtual. Successful risk management ensures that the enterprise can support its mission critical operations, processes, applications, and communications in the face of serious incidents such as security threats/violations and fraud attempts. Two key areas covered in Risk Management by telecom operators are:   ·       Revenue Assurance: Revenue assurance system will be responsible for identifying revenue loss scenarios across components/systems, and will help in rectifying the problems. The following lists the high-level roles and responsibilities executed by the Revenue Assurance system in the end-to-end solution. o   Identify all usage information dropped when networks are being upgraded. o   Interconnect bill verification. o   Identify where services are routinely provisioned but never billed. o   Identify poor sales policies that are intensifying collections problems. o   Find leakage where usage is sent to error bucket and never billed for. o   Find leakage where field service, CRM, and network build-out are not optimized.   ·       Fraud Management: Involves collecting data from different systems to identify abnormalities in traffic patterns, usage patterns, and subscription patterns to report suspicious activity that might suggest fraudulent usage of resources, resulting in revenue losses to the operator.   The key roles and responsibilities of the system component are as follows:   o   Fraud management system will capture and monitor high usage (over a certain threshold) in terms of duration, value, and number of calls for each subscriber. The threshold for each subscriber is decided by the system and fixed automatically. o   Fraud management will be able to detect the unauthorized access to services for certain subscribers. These subscribers may have been provided unauthorized services by employees. The component will raise the alert to the operator the very first time of such illegal calls or calls which are not billed. o   The solution will be to have an alarm management system that will deliver alarms to the operator/provider whenever it detects a fraud, thus minimizing fraud by catching it the first time it occurs. o   The Fraud Management system will be capable of interfacing with switches, mediation systems, and billing systems   (ii) Knowledge Management   This process focuses on knowledge management, technology research within the enterprise, and the evaluation of potential technology acquisitions.   Key responsibilities of knowledge base management are to   ·       Maintain knowledge base – Creation and updating of knowledge base on ongoing basis. ·       Search knowledge base – Search of knowledge base on keywords or category browse ·       Maintain metadata – Management of metadata on knowledge base to ensure effective management and search. ·       Run report generator. ·       Provide content – Add content to the knowledge base, e.g., user guides, operational manual, etc.   (iii) Document Management   It focuses on maintaining a repository of all electronic documents or images of paper documents relevant to the enterprise using a system.   (iv) Data Management   It manages data as a valuable resource for any enterprise. For telecom enterprises, the typical areas covered are Master Data Management, Data Warehousing, and Business Intelligence. It is also responsible for data governance, security, quality, and database management.   Key responsibilities of Data Management are   ·       Using ETL, extract the data from CRM, Billing, web content, ERP, campaign management, financial, network operations, asset management info, customer contact data, customer measures, benchmarks, process data, e.g., process inputs, outputs, and measures, into Enterprise Data Warehouse. ·       Management of data traceability with source, data related business rules/decisions, data quality, data cleansing data reconciliation, competitors data – storage for all the enterprise data (customer profiles, products, offers, revenues, etc.) ·       Get online update through night time replication or physical backup process at regular frequency. ·       Provide the data access to business intelligence and other systems for their analysis, report generation, and use.   (v) Business Intelligence   It uses the Enterprise Data to provide the various analysis and reports that contain prospects and analytics for customer retention, acquisition of new customers due to the offers, and SLAs. It will generate right and optimized plans – bolt-ons for the customers.   The following lists the high-level roles and responsibilities executed by the Business Intelligence system at the Enterprise Level:   ·       It will do Pattern analysis and reports problem. ·       It will do Data Analysis – Statistical analysis, data profiling, affinity analysis of data, customer segment wise usage patterns on offers, products, service and revenue generation against services and customer segments. ·       It will do Performance (business, system, and forecast) analysis, churn propensity, response time, and SLAs analysis. ·       It will support for online and offline analysis, and report drill down capability. ·       It will collect, store, and report various SLA data. ·       It will provide the necessary intelligence for marketing and working on campaigns, etc., with cost benefit analysis and predictions.   It will advise on customer promotions with additional services based on loyalty and credit history of customer   ·       It will Interface with Enterprise Data Management system for data to run reports and analysis tasks. It will interface with the campaign schedules, based on historical success evidence.   (vi) Stakeholder and External Relations Management   It manages the enterprise's relationship with stakeholders and outside entities. Stakeholders include shareholders, employee organizations, etc. Outside entities include regulators, local community, and unions. Some of the processes within this grouping are Shareholder Relations, External Affairs, Labor Relations, and Public Relations.   (vii) Enterprise Resource Planning   It is used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the enterprise and manage the connections to outside stakeholders. ERP systems consolidate all business operations into a uniform and enterprise wide system environment.   The key roles and responsibilities for Enterprise System are given below:   ·        It will handle responsibilities such as core accounting, financial, and management reporting. ·       It will interface with CRM for capturing customer account and details. ·       It will interface with billing to capture the billing revenue and other financial data. ·       It will be responsible for executing the dunning process. Billing will send the required feed to ERP for execution of dunning. ·       It will interface with the CRM and Billing through batch interfaces. Enterprise management systems are like horizontals in the enterprise and typically interact with all major telecom systems. E.g., an ERP system interacts with CRM, Fulfillment, and Billing systems for different kinds of data exchanges.   6. External Interfaces/Touch Points   The typical external parties are customers, suppliers/partners, employees, shareholders, and other stakeholders. External interactions from/to a Service Provider to other parties can be achieved by a variety of mechanisms, including:   ·       Exchange of emails or faxes ·       Call Centers ·       Web Portals ·       Business-to-Business (B2B) automated transactions   These applications provide an Internet technology driven interface to external parties to undertake a variety of business functions directly for themselves. These can provide fully or partially automated service to external parties through various touch points.   Typical characteristics of these touch points are   ·       Pre-integrated self-service system, including stand-alone web framework or integration front end with a portal engine ·       Self services layer exposing atomic web services/APIs for reuse by multiple systems across the architectural environment ·       Portlets driven connectivity exposing data and services interoperability through a portal engine or web application   These touch points mostly interact with the CRM systems for requests, inquiries, and responses.   7. Middleware   The component will be primarily responsible for integrating the different systems components under a common platform. It should provide a Standards-Based Platform for building Service Oriented Architecture and Composite Applications. The following lists the high-level roles and responsibilities executed by the Middleware component in the end-to-end solution.   ·       As an integration framework, covering to and fro interfaces ·       Provide a web service framework with service registry. ·       Support SOA framework with SOA service registry. ·       Each of the interfaces from / to Middleware to other components would handle data transformation, translation, and mapping of data points. ·       Receive data from the caller / activate and/or forward the data to the recipient system in XML format. ·       Use standard XML for data exchange. ·       Provide the response back to the service/call initiator. ·       Provide a tracking until the response completion. ·       Keep a store transitional data against each call/transaction. ·       Interface through Middleware to get any information that is possible and allowed from the existing systems to enterprise systems; e.g., customer profile and customer history, etc. ·       Provide the data in a common unified format to the SOA calls across systems, and follow the Enterprise Architecture directive. ·       Provide an audit trail for all transactions being handled by the component.   8. Network Elements   The term Network Element means a facility or equipment used in the provision of a telecommunications service. Such terms also includes features, functions, and capabilities that are provided by means of such facility or equipment, including subscriber numbers, databases, signaling systems, and information sufficient for billing and collection or used in the transmission, routing, or other provision of a telecommunications service.   Typical network elements in a GSM network are Home Location Register (HLR), Intelligent Network (IN), Mobile Switching Center (MSC), SMS Center (SMSC), and network elements for other value added services like Push-to-talk (PTT), Ring Back Tone (RBT), etc.   Network elements are invoked when subscribers use their telecom devices for any kind of usage. These elements generate usage data and pass it on to downstream systems like mediation and billing system for rating and billing. They also integrate with provisioning systems for order/service fulfillment.   9. 3rd Party Applications   3rd Party systems are applications like content providers, payment gateways, point of sale terminals, and databases/applications maintained by the Government.   Depending on applicability and the type of functionality provided by 3rd party applications, the integration with different telecom systems like CRM, provisioning, and billing will be done.   10. Service Delivery Platform   A service delivery platform (SDP) provides the architecture for the rapid deployment, provisioning, execution, management, and billing of value added telecom services. SDPs are based on the concept of SOA and layered architecture. They support the delivery of voice, data services, and content in network and device-independent fashion. They allow application developers to aggregate network capabilities, services, and sources of content. SDPs typically contain layers for web services exposure, service application development, and network abstraction.   SOA Reference Architecture   SOA concept is based on the principle of developing reusable business service and building applications by composing those services, instead of building monolithic applications in silos. It’s about bridging the gap between business and IT through a set of business-aligned IT services, using a set of design principles, patterns, and techniques.   In an SOA, resources are made available to participants in a value net, enterprise, line of business (typically spanning multiple applications within an enterprise or across multiple enterprises). It consists of a set of business-aligned IT services that collectively fulfill an organization’s business processes and goals. We can choreograph these services into composite applications and invoke them through standard protocols. SOA, apart from agility and reusability, enables:   ·       The business to specify processes as orchestrations of reusable services ·       Technology agnostic business design, with technology hidden behind service interface ·       A contractual-like interaction between business and IT, based on service SLAs ·       Accountability and governance, better aligned to business services ·       Applications interconnections untangling by allowing access only through service interfaces, reducing the daunting side effects of change ·       Reduced pressure to replace legacy and extended lifetime for legacy applications, through encapsulation in services   ·       A Cloud Computing paradigm, using web services technologies, that makes possible service outsourcing on an on-demand, utility-like, pay-per-usage basis   The following section represents the Reference Architecture of logical view for the Telecom Solution. The new custom built application needs to align with this logical architecture in the long run to achieve EA benefits.   Packaged implementation applications, such as ERP billing applications, need to expose their functions as service providers (as other applications consume) and interact with other applications as service consumers.   COT applications need to expose services through wrappers such as adapters to utilize existing resources and at the same time achieve Enterprise Architecture goal and objectives.   The following are the various layers for Enterprise level deployment of SOA. This diagram captures the abstract view of Enterprise SOA layers and important components of each layer. Layered architecture means decomposition of services such that most interactions occur between adjacent layers. However, there is no strict rule that top layers should not directly communicate with bottom layers.   The diagram below represents the important logical pieces that would result from overall SOA transformation. @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Figure 3. Enterprise SOA Reference Architecture 1.          Operational System Layer: This layer consists of all packaged applications like CRM, ERP, custom built applications, COTS based applications like Billing, Revenue Management, Fulfilment, and the Enterprise databases that are essential and contribute directly or indirectly to the Enterprise OSS/BSS Transformation.   ERP holds the data of Asset Lifecycle Management, Supply Chain, and Advanced Procurement and Human Capital Management, etc.   CRM holds the data related to Order, Sales, and Marketing, Customer Care, Partner Relationship Management, Loyalty, etc.   Content Management handles Enterprise Search and Query. Billing application consists of the following components:   ·       Collections Management, Customer Billing Management, Invoices, Real-Time Rating, Discounting, and Applying of Charges ·       Enterprise databases will hold both the application and service data, whether structured or unstructured.   MDM - Master data majorly consists of Customer, Order, Product, and Service Data.     2.          Enterprise Component Layer:   This layer consists of the Application Services and Common Services that are responsible for realizing the functionality and maintaining the QoS of the exposed services. This layer uses container-based technologies such as application servers to implement the components, workload management, high availability, and load balancing.   Application Services: This Service Layer enables application, technology, and database abstraction so that the complex accessing logic is hidden from the other service layers. This is a basic service layer, which exposes application functionalities and data as reusable services. The three types of the Application access services are:   ·       Application Access Service: This Service Layer exposes application level functionalities as a reusable service between BSS to BSS and BSS to OSS integration. This layer is enabled using disparate technology such as Web Service, Integration Servers, and Adaptors, etc.   ·       Data Access Service: This Service Layer exposes application data services as a reusable reference data service. This is done via direct interaction with application data. and provides the federated query.   ·       Network Access Service: This Service Layer exposes provisioning layer as a reusable service from OSS to OSS integration. This integration service emphasizes the need for high performance, stateless process flows, and distributed design.   Common Services encompasses management of structured, semi-structured, and unstructured data such as information services, portal services, interaction services, infrastructure services, and security services, etc.   3.          Integration Layer:   This consists of service infrastructure components like service bus, service gateway for partner integration, service registry, service repository, and BPEL processor. Service bus will carry the service invocation payloads/messages between consumers and providers. The other important functions expected from it are itinerary based routing, distributed caching of routing information, transformations, and all qualities of service for messaging-like reliability, scalability, and availability, etc. Service registry will hold all contracts (wsdl) of services, and it helps developers to locate or discover service during design time or runtime.   • BPEL processor would be useful in orchestrating the services to compose a complex business scenario or process. • Workflow and business rules management are also required to support manual triggering of certain activities within business process. based on the rules setup and also the state machine information. Application, data, and service mediation layer typically forms the overall composite application development framework or SOA Framework.   4.          Business Process Layer: These are typically the intermediate services layer and represent Shared Business Process Services. At Enterprise Level, these services are from Customer Management, Order Management, Billing, Finance, and Asset Management application domains.   5.          Access Layer: This layer consists of portals for Enterprise and provides a single view of Enterprise information management and dashboard services.   6.          Channel Layer: This consists of various devices; applications that form part of extended enterprise; browsers through which users access the applications.   7.          Client Layer: This designates the different types of users accessing the enterprise applications. The type of user typically would be an important factor in determining the level of access to applications.   8.          Vertical pieces like management, monitoring, security, and development cut across all horizontal layers Management and monitoring involves all aspects of SOA-like services, SLAs, and other QoS lifecycle processes for both applications and services surrounding SOA governance.     9.          EA Governance, Reference Architecture, Roadmap, Principles, and Best Practices:   EA Governance is important in terms of providing the overall direction to SOA implementation within the enterprise. This involves board-level involvement, in addition to business and IT executives. At a high level, this involves managing the SOA projects implementation, managing SOA infrastructure, and controlling the entire effort through all fine-tuned IT processes in accordance with COBIT (Control Objectives for Information Technology).   Devising tools and techniques to promote reuse culture, and the SOA way of doing things needs competency centers to be established in addition to training the workforce to take up new roles that are suited to SOA journey.   Conclusions   Reference Architectures can serve as the basis for disparate architecture efforts throughout the organization, even if they use different tools and technologies. Reference architectures provide best practices and approaches in the independent way a vendor deals with technology and standards. Reference Architectures model the abstract architectural elements for an enterprise independent of the technologies, protocols, and products that are used to implement an SOA. Telecom enterprises today are facing significant business and technology challenges due to growing competition, a multitude of services, and convergence. Adopting architectural best practices could go a long way in meeting these challenges. The use of SOA-based architecture for communication to each of the external systems like Billing, CRM, etc., in OSS/BSS system has made the architecture very loosely coupled, with greater flexibility. Any change in the external systems would be absorbed at the Integration Layer without affecting the rest of the ecosystem. The use of a Business Process Management (BPM) tool makes the management and maintenance of the business processes easy, with better performance in terms of lead time, quality, and cost. Since the Architecture is based on standards, it will lower the cost of deploying and managing OSS/BSS applications over their lifecycles.

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  • The Business of Winning Innovation: An Exclusive Blog Series

    - by Kerrie Foy
    "The Business of Winning Innovation” is a series of articles authored by Oracle Agile PLM experts on what it takes to make innovation a successful and lucrative competitive advantage. Our customers have proven Agile PLM applications to be enormously flexible and comprehensive, so we’ve launched this article series to showcase some of the most fascinating, value-packed use cases. In this article by Keith Colonna, we kick-off the series by taking a look at the science side of innovation within the Consumer Products industry and how PLM can help companies innovate faster, cheaper, smarter. This article will review how innovation has become the lifeline for growth within consumer products companies and how certain companies are “winning” by creating a competitive advantage for themselves by taking a more enterprise-wide,systematic approach to “innovation”.   Managing the Science of Innovation within the Consumer Products Industry By: Keith Colonna, Value Chain Solution Manager, Oracle The consumer products (CP) industry is very mature and competitive. Most companies within this industry have saturated North America (NA) with their products thus maximizing their NA growth potential. Future growth is expected to come from either expansion outside of North America and/or by way of new ideas and products. Innovation plays an integral role in both of these strategies, whether you’re innovating business processes or the products themselves, and may cause several challenges for the typical CP company, Becoming more innovative is both an art and a science. Most CP companies are very good at the art of coming up with new innovative ideas, but many struggle with perfecting the science aspect that involves the best practice processes that help companies quickly turn ideas into sellable products and services. Symptoms and Causes of Business Pain Struggles associated with the science of innovation show up in a variety of ways, like: · Establishing and storing innovative product ideas and data · Funneling these ideas to the chosen few · Time to market cycle time and on-time launch rates · Success rates, or how often the best idea gets chosen · Imperfect decision making (i.e. the ability to kill projects that are not projected to be winners) · Achieving financial goals · Return on R&D investment · Communicating internally and externally as more outsource partners are added globally · Knowing your new product pipeline and project status These challenges (and others) can be consolidated into three root causes: A lack of visibility Poor data with limited access The inability to truly collaborate enterprise-wide throughout your extended value chain Choose the Right Remedy Product Lifecycle Management (PLM) solutions are uniquely designed to help companies solve these types challenges and their root causes. However, PLM solutions can vary widely in terms of configurability, functionality, time-to-value, etc. Business leaders should evaluate PLM solution in terms of their own business drivers and long-term vision to determine the right fit. Many of these solutions are point solutions that can help you cure only one or two business pains in the short term. Others have been designed to serve other industries with different needs. Then there are those solutions that demo well but are owned by companies that are either unable or unwilling to continuously improve their solution to stay abreast of the ever changing needs of the CP industry to grow through innovation. What the Right PLM Solution Should Do for You Based on more than twenty years working in the CP industry, I recommend investing in a single solution that can help you solve all of the issues associated with the science of innovation in a totally integrated fashion. By integration I mean the (1) integration of the all of the processes associated with the development, maintenance and delivery of your product data, and (2) the integration, or harmonization of this product data with other downstream sources, like ERP, product catalogues and the GS1 Global Data Synchronization Network (or GDSN, which is now a CP industry requirement for doing business with most retailers). The right PLM solution should help you: Increase Revenue. A best practice PLM solution should help a company grow its revenues by consolidating product development cycle-time and helping companies get new and improved products to market sooner. PLM should also eliminate many of the root causes for a product being returned, refused and/or reclaimed (which takes away from top-line growth) by creating an enterprise-wide, collaborative, workflow-driven environment. Reduce Costs. A strong PLM solution should help shave many unnecessary costs that companies typically take for granted. Rationalizing SKU’s, components (ingredients and packaging) and suppliers is a major opportunity at most companies that PLM should help address. A natural outcome of this rationalization is lower direct material spend and a reduction of inventory. Another cost cutting opportunity comes with PLM when it helps companies avoid certain costs associated with process inefficiencies that lead to scrap, rework, excess and obsolete inventory, poor end of life administration, higher cost of quality and regulatory and increased expediting. Mitigate Risk. Risks are the hardest to quantify but can be the most costly to a company. Food safety, recalls, line shutdowns, customer dissatisfaction and, worst of all, the potential tarnishing of your brands are a few of the debilitating risks that CP companies deal with on a daily basis. These risks are so uniquely severe that they require an enterprise PLM solution specifically designed for the CP industry that safeguards product information and processes while still allowing the art of innovation to flourish. Many CP companies have already created a winning advantage by leveraging a single, best practice PLM solution to establish an enterprise-wide, systematic approach to innovation. Oracle’s Answer for the Consumer Products Industry Oracle is dedicated to solving the growth and innovation challenges facing the CP industry. Oracle’s Agile Product Lifecycle Management for Process solution was originally developed with and for CP companies and is driven by a specialized development staff solely focused on maintaining and continuously improving the solution per the latest industry requirements. Agile PLM for Process helps CP companies handle all of the processes associated with managing the science of the innovation process, including: specification management, new product development/project and portfolio management, formulation optimization, supplier management, and quality and regulatory compliance to name a few. And as I mentioned earlier, integration is absolutely critical. Many Oracle CP customers, both with Oracle ERP systems and non-Oracle ERP systems, report benefits from Oracle’s Agile PLM for Process. In future articles we will explain in greater detail how both existing Oracle customers (like Gallo, Smuckers, Land-O-Lakes and Starbucks) and new Oracle customers (like ConAgra, Tyson, McDonalds and Heinz) have all realized the benefits of Agile PLM for Process and its integration to their ERP systems. More to Come Stay tuned for more articles in our blog series “The Business of Winning Innovation.” While we will also feature articles focused on other industries, look forward to more on how Agile PLM for Process addresses innovation challenges facing the CP industry. Additional topics include: Innovation Data Management (IDM), New Product Development (NPD), Product Quality Management (PQM), Menu Management,Private Label Management, and more! . Watch this video for more info about Agile PLM for Process

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  • Oracle Enterprise Innovation Days

    - by Lara Ermacora
    Si è tenuto lo scorso 10 e 11 novembre l'appuntamento con l'innovazione marcato Oracle. L' Oracle Enterprise Innovation Days, alla sua seconda edizione, ha portato a Bologna tutte le aziende che pensano all'innovazione come leva principale per difendere e rafforzare la propria competitività. All'interno di un panorama, come quello odierno, complesso ed eterogeneo si è discusso a lungo di approcci strategici, soluzioni possibili e sono state portate d'esempio alcune esperienze significative. Fra gli ospiti dell'evento Rajan Krishnan, Vice President, Applications Product Development and Product Management for EMEA, ha presentato le strategie applicative di Oracle aprendo così la discussione sulla tematica principale della sessione plenaria: Oracle Fusion Applications. Il suo intervento è stato subito seguito da Enrico Pagliarini, giornalista del sole 24 ore che ha intervistato 3 diverse coppie Partner / Cliente per approfondire con loro i progetti altamente innovativi a cui le loro aziende hanno collaborato.  Si è parlato di Enel Servizi Srl che grazie ad Accenture ha portato la soluzione Syebel Energy CRM alla sua attuale versione 8.0 per una migliore gestione dei clienti all'interno del mercato libero caratterizzato dalla sua alta competitività; Prysmian che, a fronte dell'acquisizione della società olandese Draka, insieme a Reply, ha deciso di rimodellare il processo di Reporting Civilistico e Gestionale di gruppo, creando una nuova applicazione che soddisfi i requisiti della nuova organizzazione nascente; Kinexia e Waste Italia precedentemente parte del gruppo Unendo e ora divisesi l'una nel mercato dei rinnovabili l'altra in quello dello smaltimento rifiuti che con l'aiuto di Deloitte si sono dotate della soluzione full outsourcing JDE, a seguito di  una sw selection tra JDE, SAP e altre soluzioni italiane.Durante la cena altri due momenti hanno attirato l'attenzione dei partecipanti: la presentazione di Michele Stroligo, giovanissimo  Designer Team Member Oracle Racing e i Reference Customer Award ovvero le premiazioni dei clienti che si sono contraddistinti come migliori referenze nei diversi mercati con diversi prodotti. I premi sono stati assegnati a: FIAT, Enel, Boiron Laboratoires, Champion Europe, Mediaset, Coeclerici. Il pomeriggio ha interessato invece vari percorsi di approfondimento declinati sulle diverse figure professionali concludendosi con la presentazione del Tenente Colonello Marco Lant delle Frecce Tricolori, esempio di eccellezza italiana noto in tutto il mondo. La giornata si è conclusa con la cena di gala nel famoso palazzo Re Enzo che troneggia sulla piazza principale della città.  La mattinata del secondo giorno è stata interamente dedicata all'approfondimento degli argomenti di maggior interesse attraverso tavoli interattivi e workshop a cura dei partner Oracle. L'evento si è poi concluso con una serie di iniziative culturali dedicate ai congressisti. A breve sarà disponibile il sito dedicato all'evento con tutte le foto della giornata, i video degli interventi più salienti, potrete inoltre scaricare tutte le presentazioni fatte durante i lavori. Rimani aggiornato sull'Oracle Enterprise Innovation Days 2011 visitando il blog! Strategie Applicative di Oracle - Rajan Krishnan bologna nov 2011 View more presentations from Oracle Apps - Italia .

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  • Seamless STP with Oracle SOA Suite

    - by user12339860
    STP stands for “Straight Through Processing”. Wikipedia describes STP as a solution that enables “the entire trade process for capital markets and payment transactions to be conducted electronically without the need for re-keying or manual intervention, subject to legal and regulatory restrictions” .I will deal with the later part of the definition i.e “payment transactions without manual intervention” in this article. The STP that I am writing about involves the interaction between a Bank and its’ corporate customers,to that extent this business case is also called “Corporate Payments”.Simply put a  Corporate Payment-STP solution needs to connect the payment transaction right from the Corporate ERP into the Bank’s Payment Hub. A SOA based STP solution can do a lot more than just process transaction. But before I get to the solution let me describe the perspectives of the two primary parties in this interaction. The Corporate customer and the Bank. Corporate's Interaction with Bank:  Typically it is the treasury department of an enterprise which interacts with the Bank on a daily basis. Here is how a day of interaction would look like from the treasury department of a corp. Corporate Cash Retrieve Beginning of day totals Monitor Cash Accounts Send or receive cash between accounts Supply chain payments Payment Settlements Calculate settlement positions Retrieve End of Day totals Assess Transaction Financial Impact Short Term Investment Desk Retrieve Current Account information Conduct Investment activities Bank’s Interaction with the Corporate :  From the Bank’s perspective, the interaction starts from the point of on boarding a corporate customer to billing the corporate for the value added services it provides. Once the corporate is on-boarded the daily interaction involves Handle the various formats of data arriving from customers Process Beginning of Day & End of Day reporting request from customers Meet compliance requirements Process Payments Transmit Payment Status Challenges with this Interaction :  Both the Bank & the Corporate face many challenges from these interactions. Some of the challenges include Keeping a consistent view of transaction data for various LOBs of the corporate & the Bank Corporate customers use different ERPs, hence the data formats are bound to be different Can the Bank’s IT systems convert the data formats that can be easily mapped to the corporate ERP How does the Bank manage the communication profiles of these customers?  Corporate customers are demanding near real time visibility on their corporate accounts Corporate customers can make better cash management decisions if they can analyse the impact. Can the Bank create opportunities to sell its products to the investment desks at corporate houses & manage their orders? How will the Bank bill the corporate customer for the value added services it provides. What does a SOA based Seamless STP solution bring to the table? Highlights of Oracle SOA based STP solution For the Corporate Customer: No Manual or Paper based banking transactions Secure Delivery of Payment data to the Bank from multiple ERPs without customization Single Portal for monitoring & administering payment transactions Rule based validation of payments Customer has data necessary for more effective handling of payment and cash management decisions  Business measurements track progress toward payment cost goals  For the Bank: Reduces time & complexity of transactions Simplifies the process of introducing new products to corporate customers Single Payment hub for all corporate ERP payments across multiple instruments New Revenue sources by delivering value added services to customers Leverages existing payment infrastructure Remove Inconsistent data formats and interchange between bank and corporate systems  Compliance and many other benefits

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  • How do I fix Internet Explorer / Firefox differences in Oracle JD Edwards Enterprise?

    - by CT
    Our company uses Oracle's JD Edwards Enterprise to do accounting work. We have an application consultant working for us to just deal JD Edwards but he is of non-technical background so only helps in application-specific support. All of our users should use IE 7 for JDE. About 15-20% of those users have problems which cause them to not be able to use IE 7. So those problematic users use firefox. For the most part firefox works fine but there are a few issues. Some menus / options within JDE that are present in IE 7 are not present in firefox. If I could get all of our users working under IE 7, all the firefox issues would be mute points. I have cross referenced Internet Options settings from a working IE 7 user and a non-working IE 7 user. All settings seem to be mirrored. I'm not sure how to go about continuing to troubleshoot this issue. So not only answers but just suggestive ideas for attack would be appreciated. Thanks

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  • Oracle’s AutoVue Enables Visual Decision Making

    - by Pam Petropoulos
    That old saying about a picture being worth a thousand words has never been truer.  Check out the latest reports from IDC Manufacturing Insights which highlight the importance of incorporating visual information in all facets of decision making and the role that Oracle’s AutoVue Enterprise Visualization solutions can play. Take a look at the excerpts below and be sure to click on the titles to read the full reports. Technology Spotlight: Optimizing the Product Life Cycle Through Visual Decision Making, August 2012 Manufacturers find it increasingly challenging to make effective product-related decisions as the result of expanded technical complexities, elongated supply chains, and a shortage of experienced workers. These factors challenge the traditional methodologies companies use to make critical decisions. However, companies can improve decision making by the use of visual decision making, which synthesizes information from multiple sources into highly usable visual context and integrates it with existing enterprise applications such as PLM and ERP systems. Product-related information presented in a visual form and shared across communities of practice with diverse roles, backgrounds, and job skills helps level the playing field for collaboration across business functions, technologies, and enterprises. Visual decision making can contribute to manufacturers making more effective product-related decisions throughout the complete product life cycle. This Technology Spotlight examines these trends and the role that Oracle's AutoVue and its Augmented Business Visualization (ABV) solution play in this strategic market. Analyst Connection: Using Visual Decision Making to Optimize Manufacturing Design and Development, September 2012 In today's environments, global manufacturers are managing a broad range of information. Data is often scattered across countless files throughout the product life cycle, generated by different applications and platforms. Organizations are struggling to utilize these multidisciplinary sources in an optimal way. Visual decision making is a strategy and technology that can address this challenge by integrating and widening access to digital information assets. Integrating with PLM and ERP tools across engineering, manufacturing, sales, and marketing, visual decision making makes digital content more accessible to employees and partners in the supply chain. The use of visual decision-making information rendered in the appropriate business context and shared across functional teams contributes to more effective product-related decision making and positively impacts business performance.

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  • How to consolidate servers with the not-very-strong infrastructure

    - by Sim
    All, Situation We are in retail industry with about 10 distributors and use Solomon as the standard ERP for all our systems Each distributor has 1 HQ and 5 - 10 branches, each branch has their own server (Windows 2000/XP/2003 + Solomon + another built-in POS system) Everyday, branches has to extract data and send (via email/Skype) to HQ for data consolidation purpose When we first deployed our ERP, the infrastructure (e.g. Internet connection) wasn't reliable enough. That's why we went with the de-centralized model (each branch got their own server) Now, the infrastructure is mature already. And we need to consolidate data more quickly (not from branches -- HQ -- our company but something like HQ -- our company only) Goal We just have Solomon servers in distributor HQ. All the transactions in branches (retrieved from POS) will by synchronized with HQ server directly) There is a backup plan just in case the Internet goes down, or HQ server goes down Question With the above question, could you guys suggests some model for me ? Should we use Terminal services, any other solutions ? Any watchout/suggestions ? Any good article to read 'bout this ? Thanks a lot

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  • Free Software for Billing (Columbia)

    - by Yoimir Yamit Castrillon Duque
    English I'm looking for a billing application (also inventories, shopping, clients, providers, accounts, etc) for small businesses. The software should adapt with Colombia's necessities. I searched for it in Google, and I found several ERP such as OpenBravo and Adempiere, but these applications are very big and difficult to use, in fact, I couldn't make them work. I found an application called Ubifactura (made specifically for Colombia), I downloaded the Java source code, but I don't have any idea about how to compile it. I need someone to help me to compile it or just some recommendations for similar software. The idea is to help small business from my town with one of these applications (it doesn't matter if it is for Windows or Linux), the idea is to help. All help is welcome. Spanish (Español) Estoy buscando una aplicacion de facturacion (tambien inventario, compras, clientes, proveedores, cuentas, etc) para pequeñas empresas, que se adaptade a las necesidades de Colombia, en google encontre varios ERP como openbravo y adempiere, pero aplicaciones muy grandes y dificiles de manejas, de hecho no puede hacerlas funcionar. Encontre un programa llamado Ubifactura, hecho para facturar en Colomabia, descarge los archivos de codigo fuente en java, pero no tengo ni idea de como ponerlo a funcionar, pues habla de eclipce, de un servsdor CVS, que no tengo ni idea de como poner a funcionar, necesito si alguien me puede ayudar a trabajar con estos archivos java, o me suguieran aplicacion de acuerdo a mis necesidades. La idea es bebeficiar a varias pequeñas empresas de mi pueblo con una aplicacion de estas, ni importa si en entorno windows o ubuntu, la idea es aportarles algo desde el software libre. Saludos y a la espera de respuestas. Toda ayuda es bienvenida.

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