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Technology Services – Oracle

Charting the Course


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It’s easy to see how some technology leaders might view their investments in enterprise software applications as a huge ship on the ocean, slow to turn and respond in meeting new challenges. After all, it can be hard to count the number of enterprise solutions in place in a large organization, much less get them to work in tight alignment. But in many cases, that’s more of a statement about the organization itself than on the enterprise solution. The real question for those enterprises with Oracle solutions is how to reconcile the platform’s capabilities with the day-to-day realities of the organization. 

An ERP solution such as Oracle isn’t just the foundation of your software technology infrastructure – it’s deeply intertwined with your business. So when you’re leaning on your ERP solution to accomplish serious business goals while reducing costs and supporting innovation at the enterprise level, you don’t just need technological know-how, you need business insight. Learn more about the offering.

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Tech Trends 2014: In-memory revolution
The sweet spot for in-memory technology is where massive amounts of data, complex operations, and business challenges demanding real-time support collide.

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  • Mike Brown, Principal, Oracle Technology Lead, Deloitte Consulting LLP 

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Time for change
Some companies are rethinking their approach to their Oracle solution portfolio because of significant recent advances in areas such as analytics, virtualization and cloud computing. For many, it’s less a matter of implementing the latest technology developments than it is a function of a more challenging business environment. They’re trying to keep spending in check on everything from hardware and support costs to energy consumption. And they’re looking for ways to create a more responsive, agile solution that delivers what the business needs, when it needs it.

No matter what the reason, taking solutions like Oracle to the next level can be challenging in the face of a tangled web of enterprise solutions, built up after years of mergers and acquisitions, changing business strategies and one-off investments. While your vision may be clear, it can seem impossible to move from the current state to your desired state. That’s where our Oracle Technology Services team can help.

How we can help

An ERP solution such as Oracle isn’t just the foundation of your software technology infrastructure – it’s deeply intertwined with your business. So when you’re leaning on your ERP solution to accomplish serious business goals while reducing costs and supporting innovation at the enterprise level, you don’t just need technological know-how, you need business insight.

At Deloitte, we understand the importance of combining deep technology experience with practical business strategy. As a result, we have access to a broad range of capabilities across our consulting, financial advisory services, tax and risk management practices around the world. This allows us to offer our clients an integrated approach to service delivery. Our Oracle Technology Services offerings provide an approach to accomplishing your business goals through technology in these areas:

  • Technical architecture and infrastructure
  • Service-oriented and integration architecture
  • Composite application design and development
  • Oracle applications development
  • Information management
  • Business intelligence
  • Identity management

Bottom-line benefits

  • Improve analytics insights into core business operations
  • Reduce IT application spend and infrastructure support costs
  • Minimize non-discretionary IT spending and free up cash to pursue other opportunities for value
  • Maintain a single source for master data
  • Improve governance and streamline business processes
  • Make customer service operations more efficient

Five ways to get more value now

We’ve helped some of the leading companies in the world get more value from their Oracle solution investments. Here are a few things we’ve learned along the way:

Embrace Service-Oriented Architecture (SOA). View these projects as a change in approach, not as a replacement technology. Converting to Services Thinking is as important as the underlying technology. By combing a loosely coupled approach with a technology like Oracle Fusion Middleware, organizations can take steps toward improving business agility, operational costs and effectiveness.

Externalize uncommon business requirements. This can extend the life of existing software investments and help avoid expensive customizations that are difficult to maintain and can prohibit system upgrades. The added benefits include a standardization of technology skill sets and a more integrated end-user experience.

Take an overall look at systems architectures. Don’t focus on application by application. With the immense scalability, performance, redundancy and virtualization of solutions today, significant benefits can be achieved in improving the enterprise data center.

Limitations on master data management holds many organizations back. Many applications investments address master data within the application, but not across the enterprise. The result is often manual processes, lack of timely and useful information and multiple owners and sources of “truth.” A master data management approach involves processes and governance, organizational structures and stewardship and technology solutions. The combination can leapfrog an organization from silos to supporting the business processes.

Don’t try to solve every problem at once. Integrating the enterprise is a process. Migrating integration to services, establishing enterprise business intelligence and creating enterprise-wide identity management are endeavors that can be more effectively approached in multiple phases. Start with a pilot project and build upon the success of each phase.

Technology Services in action

  • Struggling to manage the impact of digital media on its operations, this well-known media leader looked to its Oracle investments to help manage big operational changes. For instance, the company had different invoicing approaches for downloads versus traditional media sales. It needed to replace its legacy order-to-cash systems with a single system to streamline IT, data management and transaction processing operations. We helped the company build a new system based on Oracle Fusion Middleware components, reworking its processes to fit this new, more efficient system. At launch, the system handled more than $80 million in monthly sales, and has since helped the company bring in more trading partners with minimal effort. Within 15 months, sales had increased by 27% in one division.
  • A leading global financial institution’s database environment was pushed to the breaking point, unable to meet scaling requirements and contributing to frequent performance problems. New reporting demands were only making the situation worse, contributing to a 50% growth in storage requirements year over year. We helped the company implement a solution based on Oracle Exadata, delivering performance improvements that were 20 times better than the previous infrastructure.
  • An energy company sought assistance to collect data requirements in order to support its Oracle E-Business Suite (EBS) implementation and define an Enterprise Data Management (EDM) framework focusing on specific EDM capabilities, including architecture, data quality and data stewardship. An integrated view of EDM capabilities to support business vision and data requirements in the Oracle EBS environment was provided in addition to common data definitions and standards at the enterprise level for various data domains.
  • A large wholesale distribution client turned to Deloitte for help in improving their order process. By deploying a solution based on Oracle Fusion Middleware, we assisted the client with consolidating two existing B2B order capture portals and integrating a retail e-commerce portal based on Oracle Order Management. The client was able to centralize order processing and fulfillment using Oracle Order Management as a single rules-based engine, and centralized its retail and licensee customer database. This allowed the client to process store sales in near-real time instead of nightly system-batch jobs, ultimately replacing the manual processes that had previously existed within the order process.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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