Oracle otc training
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Oracle Order to Cash integrates several Oracle modules to streamline the order entry and fulfillment process from customer order receipt through payment. It allows companies like Vision Corporation to place orders to ship inventory directly from stock, use drop shipping for supplier inventory, create backorders to receive supplier inventory for internal processing before customer shipment, and generate internal requisitions/sales orders to transfer inventory between facilities. The presentation demonstrates these Oracle Order to Cash capabilities.
Oracle otc training
- 1. Oracle Order to Cash Bryan M. Thompson
- 2. Copyright © 2004 Deloitte Development LLC. All rights reserved. 2 Agenda • Order to Cash in Oracle • Order Management • Demonstration
- 3. Copyright © 2004 Deloitte Development LLC. All rights reserved. 3 The Order to Cash Process • Covers the period from when the customer order is received to the time the product or service is paid for.
- 4. Copyright © 2004 Deloitte Development LLC. All rights reserved. 4 Oracle Order Management • OM Ties Together Several Oracle Modules – Items & Inventory – Pricing – Customers – Logistics – Receivables • OM Streamlines the Order Entry Process – Order Creation • Defaulting information during manual entry • Order Import Process/EDI – Order Booking • Consolidates scheduling product shipment and reserving inventory • Credit Checking – Managing Orders • Retrieval • Mass updates • Purging
- 5. Copyright © 2004 Deloitte Development LLC. All rights reserved. 5 Demonstration – Vision Corporation • Vision Corporation – Manufactures industrial and personal computer equipment. – Have two manufacturing and distribution facilities • M1 – Seattle • M2 – Boston
- 6. Copyright © 2004 Deloitte Development LLC. All rights reserved. 6 Vision Corp’s Order to Cash Requirements • Vision Corp Needs to Place Orders for: – Inventory in Stock – Inventory Provided by Outside Suppliers • Ship to customer directly from the supplier • Ship product to Vision Corp for preparation, then shipment to customer – Internally
- 7. Copyright © 2004 Deloitte Development LLC. All rights reserved. 7 • Vision Corp Needs to Place Orders for: – Inventory in Stock – Ship From Stock – Inventory Provided by Outside Suppliers • Ship to customer directly from the supplier • Ship product to Vision Corp for preparation, then shipment to customer – Internally How does Oracle fulfill these requirements?
- 8. Copyright © 2004 Deloitte Development LLC. All rights reserved. 8 • Vision Corp Needs to Place Orders for: – Inventory in Stock – Ship From Stock – Inventory Provided by Outside Suppliers • Ship to customer directly from the supplier – Drop Ship • Ship product to Vision Corp for preparation, then shipment to customer – Internally How does Oracle fulfill these requirements?
- 9. Copyright © 2004 Deloitte Development LLC. All rights reserved. 9 • Vision Corp Needs to Place Orders for: – Inventory in Stock – Ship From Stock – Inventory Provided by Outside Suppliers • Ship to customer directly from the supplier • Ship product to Vision Corp for preparation, then shipment to customer – Back to Back – Internally How does Oracle fulfill these requirements?
- 10. Copyright © 2004 Deloitte Development LLC. All rights reserved. 10 • Vision Corp Needs to Place Orders for: – Inventory in Stock – Ship From Stock – Inventory Provided by Outside Suppliers • Ship to customer directly from the supplier • Ship product to Vision Corp for preparation, then shipment to customer – Internally – Internal Requisition/Internal Sales Order (IR/ISO) How does Oracle fulfill these requirements?
- 11. Copyright © 2004 Deloitte Development LLC. All rights reserved. 11 Any questions? Images courtesy of Oracle Corporation
Editor's Notes
- #6: PURPOSE: Make practitioners comfortable about the thought and care going into the process to make sure it is fair, constructive, and valuable for the practitioners’ development. We want practitioners to feel confident that we know what we’re doing. The process is generally consistent, but regions and service areas have done what they need to do beyond the core scope of the process to ensure that the right people provided input and that ratings fully reflect the performance of the individual relative to his or her goals for the year. The points on the slide are general and apply to all regions and service lines, but presenters should augment the discussion with examples and comments about what’s happening in the particular region to ensure that the review process runs smoothly and is effective. To ensure fairness, we put significant emphasis on Counselor Due Diligence Consensus meetings, which are currently underway, consolidate all the input from service lines, regions, industries, counselees, etc. Compensation and Promotion decisions will be announced together in early August Performance Management Philosophy Helping our people reach their full potential through focused development and evaluation Supports our core values and our mission—helping our clients excel by helping our people excel An ongoing, integrated process, not a one-time event Provides opportunities for contact and connection with our people Expectation that every individual is responsible for his/her professional development AND for helping to develop others