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Manufacturing Industries – General Session Harness New Cloud, Big Data, and Internet of Things Technologies

Ed Allen Vice President Manufacturing Industry Business Units Sept 29, 2014

1 Rick Jewell, Senior Vice President, Applications Development, Oracle

2 Yoshifumi Ozawa, General Manager, IS, Mazda Motor Corporation

3 Mark Bryson, Principal, Deloitte Consulting LLP

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Internal/Restricted/Highly Restricted 3 Manufacturing Industries – General Session Harness New Cloud, Big Data, and Internet of Things Technologies

Rick Jewell Senior Vice President, Applications Development Oracle Sept 29, 2014

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Internal/Restricted/Highly Restricted Overall Oracle Product Strategy Complete Stack with Choice of Adoption and Deployment

Complete Stack Complete Choice

• Best-of-Breed • On-Premise • Open • Private Cloud • Vertical Integration • Public Cloud • Extreme Performance • Hybrid • Engineered Systems

Better Information, Better Results

5 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 13 Complete Solutions Continued Innovation | The Applications Unlimited Promise

6 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 13 Continuing Investment E-Business Suite Applications Unlimited Strategy 12.2 BI Apps 7.9.6.3 Fusion V1.0 Fusion V1.6…

BI Apps 7.9.6.1 PeopleSoft Hyperion EPM Hyperion EPM BI Apps 7.9.6.2 Feature Pack 11.1 11.x… ATG Commerce Primavera EPPM AutoVue 20.1 PeopleSoft 9.2 10 8.2 Product Lifecycle JD Edwards E1 Taleo Enterprise BI Apps 7.9.5 BI Apps 7.9.6 Fusion 11g Analytics 3.4 9.1 Edition R13A… Hyperion EPM E-Business Suite E-Business Suite Agile PLM for JD Edwards E1 World A9.3 11.1.1 12.1 12.1.3 Process 6.1 9.x & World A9.x

JD Edwards E1 PeopleSoft GTM 6.2 Value Chain Value Chain PeopleSoft 9.1 9.0 Feature Pack OTM 6.2 Planning 12.x Planning 12.x Agile PLM 9.3 Agile PLM 9.x JD Edwards InQuira 8.4.2.1 & Demantra 7.2 Agile PLM 9.3.1 Agile PLM for Agile PLM for World A9.2 8.4.2.2 Process 6.1 Process 6.x Demantra 7.3 GTM 6.1 BI Apps 7.9 Agile PLM 9.2.2.4 OPA 10.4 OTM 6.3.x… OTM 6.0 OTM 6.1 Siebel CRM 8.2.2 E-Business Suite Agile PLM for Hyperion EPM OPA & OPA Siebel CRM 8.2 Siebel CRM 8.x Agile PLM 9.3 12 Process 5.2 11.1.2 Connectors 10.3 Innovation Packs Innovation packs

JD Edwards Contact On Agile PLM for Siebel CRM 8.2 for PeopleSoft 9.0 E-Billing 6.0.4 E-Billing 6.1 E-Billing 6.x World A9.1 Demand 13 & 14 Process 6 Pub Sec

CRM On Demand RightNow RightNow JD Edwards E1 Siebel CRM 8.0 Siebel CRM 8.1.1 OPA 10.0 OPA 10.1 & 10.2 Marketing 5.0, 8.12 Customer Service Customer Service 5.1, 5.2, 5.4 Nov 12 Feb 13 CRM & Contact CRM & Contact CRM & Contact CRM & Contact CRM & Contact CRM & Contact CRM & Contact CRM & Contact On Demand 14 & On Demand 17 & On Demand 12 On Demand 13 On Demand 16 On Demand 19 On Demand 20 on Demand 21 15 18 7 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 13 CY2006 CY2007 CY2008 CY2009 CY2010 CY2011 CY2012 CY2013 Oracle E-Business Suite on iPad OA Framework Certified on Safari

. All OA Framework Applications are certified with Apple iPad – Expenses – HR Self-Service – Projects time entry – iProcurement – Order Information Portal – Etc...

. All EBS Extensions for Oracle Endeca on iPad

9 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 13 In-Memory Applications Announced at OpenWorld Business Critical Applications run 10-20 times faster

Product In-Memory Applications . Business critical applications and workflows often Cost Management take hours or days to execute Policy Analytics Next Best Action – Financial Close, Cost Management, Projections, Planning

Project Discovery Financial Position Analyzer Financial Allocations Analyzer Labor Rules and Monitoring . Oracle In-Memory Applications leverage DRAM and Sales Advisor Flash memories to run 10-20 times faster Project Portfolio Management Supply and Demand Simulator – Transforms batch processes to real time Virtual Close

Consumption-Driven Planning . Changes business dynamics Performance-Driven Planning

Logistics Command Center – Quickly discover growth opportunities – Make smarter decisions – Reduce corporate costs – Accelerate time-consuming workflows

10 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 13 Oracle Cloud Applications GENERALLY AVAILABLE Currently at Release 9

Global Enterprise Enterprise Talent Application Human Sales Marketing Service Resource Performance Management Services Resources Planning Management

Social Social Engagement Social Social Data Social Marketing & Monitoring Network & Insight Services

Database Business Cloud Platform Database Java Developer Mobile Documents Backup Intelligence Marketplace Services

Object Compute Messaging Cache Identity Sync Infrastructure Storage Services

Global Human Resources Talent Management

Financials Marketing Financial Reporting Commerce Enterprise Planning Sales Project Portfolio Management Service 9 million users Procurement Social 19 billion transactions each day 17 data centers around the world

Apps Talent Management Global Human Dist Order Resources Orchestration

E-Business JD Edwards Financials Suite Sales Service

Procurement PeopleSoft Siebel Commerce

Innovation Financial Social Marketing Management Reporting

Employee Job Candidate Networks Social Boards Portal Help Desk Mobile Web Contractors

Workforce Rewards Workforce Workforce Global HR and Payroll Management Optimization

Recruiting and Performance and Learning and Talent Management On-Boarding Succession Development

Globalizations and Statutory Localizations

IntegratedCustomer Human CapitalExperience and Talent Foundation Management Foundation Analytic KPIs & Predictive Social Network Mobile Dashboards Analytics Integrations 22

In Store Contact Center Social Field Service Mobile Direct Sales Web Channel

CONTENT SOCIAL MARKETING COMMERCE CPQ SALES SERVICE Oracle Oracle Oracle Oracle Oracle Oracle Oracle Configure- Social Marketing Commerce Sales Service Sites & Price-Quote Cloud Cloud Cloud Cloud Cloud Endeca Cloud

CustomerIntegrated Experience Customer Experience Foundation Foundation Analytic KPIs & Predictive Social Network Mobile Dashboards Analytics Integrations 22

Governance, Risk Financial Financial Planning Financial & Budgeting and Compliance Reporting

Costing Project Portfolio Supply Chain Procurement and Inventory Management Management

Globalizations and Statutory Localizations

Mobile (eg. Analytic KPIs & Financial Social Network expenses) Dashboards Reporting Center Integrations

17 Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 13 Manufacturing Industries – General Session Harness New Cloud, Big Data, and Internet of Things Technologies

Yoshifumi Ozawa General Manager, IS Division Mazda Motor Corporation Sept 29, 2014

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. Oracle | Confidential – Internal/Restricted/Hig IT Strategy and Initiatives to Support Mazda’s Business Strategy – Common Platform System Who is Mazda…？ 1920 Founded as 『Toyo Cork Kogyo Co., Ltd』 1927 Renamed as 『Toyo Kogyo Co., Ltd 』 1929 Started the production of motorcycle 1984 Renamed as 『Mazda Motor Corporation』 2020 Centennial anniversary

1960 Mazda R360 (The very first passenger vehicle) Sales price was around $3.5 ~ $3.8 then.

1931 Three-wheeler truck 20 Who is Mazda…？

Rotary Engine 1991: 1st place in the Le Mans 24-hour Endurance Race

1967: Cosmo Sports

1989: 1st MX-5

th 2015: 4 MX-5 21 Corporate Profile  Founded : 1920  Revenue : $29,000 Million (forecast of FYE July 2014)  Retail volume : 1,420 K Units (same FY as above)  Operating profit : $2,100 Million (same FY as above)  Number of employees : 37,745  Headquarters : Hiroshima / Japan  R&D center : 5 locations (Hiroshima, Yokohama, US, Germany, China)  Production site : 3 factories in Japan :12 factories overseas (China, Thailand, US, Mexico, Columbia, Zimbabwe, South Africa, Ecuador, Taiwan, Malaysia, Russia, Vietnam)

Revenue($ Million) Global retail (K Units) 1,420 29,000 Operating profit ($ Million) 25,359 23,257 22,053 21,639 20,331 1,261 1,273 2,100 1,247 1,235 1,193

539 95 238

(284) (387) 22 Introduction of Products Major Awards CX-5 Mazda6

2012 Crossover of the Year etc. 59 Awards in the global 2013 World Design Car of the Year -one of the top three finalists etc. Mazda3 41 Awards in the global

2014 World Car of the Year -one of the top three finalists etc. 26 Awards in the global

※As of July 17, 2014 23 Structural Reform Plan Update

Operating profit (Billion yen) SKYACTIV Mix Global Focus

85% Mazda Operating ROS 70% or higher  Mazda brand value 50% Maximize customer 230.0 satisfaction by providing Mazda unique ”fun-to- 30% 210.0 Brand drive” products/services 182.1 (driving performance/design/ 162.1 environment & safety/

7.0% customer care)

or above Value 7.2%  Enhance line-up of SKYACTIV models 53.9 6.8%  Reinforce Business in Emerging

4.7% Projection countries Management  Establish global production footprint (38.7) 2.4%  Continue investment for future (1.9)% Structural Reform Plan growth  Realize stable profit structure FY3/08 FY3/12 FY3/13 FY3/14 FY3/15 FY3/16

 Steadily improve returns to shareholders Sales Volume 1,363 (000) 1,247 1,235 1,331 1,420 1,520 24 Directionality of the IT Strategy to Support Structural Reform Plan What is achieved by IT Business strategy（Structural Reform Plan） Achieve operating profit of 230 billion yen and ROS over 7% for profit growth Business innovation Shore up emerging market business by SKYACTIV and rebuild global production structure

Accelerate cost improvement Promote global alliance by Monotsukuri innovation

What is achieved by IT（IT strategy）

Implement Structural Reform Plan  Shift from conventional separate systems to “Common platform system” that centralizes common functions

Stably supply IT as a business foundation  Always take unnecessary work away and efficiently maintain the right quality

Given a changing business environment surrounding Mazda and our business strategy (Structural Reform Plan), Mazda IT has set two policies: “Rollout of common platform system to implement and support Structural Reform Plan” and “Stable IT supply as a business foundation”. 25 Directionality of the IT Strategy to Support Structural Reform Plan Common Platform System Rollout

： As-Is： To-Be Separate Systems Common platform system

Japan Oceania Europe NA China Thailand unique unique unique unique unique unique

Common platform Japan Japan Europe China Oceania Europe NA Thailand system NA China Oceania unique unique unique unique unique unique system System system Thailandsystem system Balance and effectively combine Different business processes common and unique portions to and systems for different regions Common portion create good effects of standardization

Key enabler is ……

26 Directionality of the IT Strategy to Support Structural Reform Plan Common Platform System Rollout Policy ～FY2013) Individual system

Sales/Logistics base HQ Production base

Mexico

America North Europe Oceania ASEAN China Japan China KD Global

(Vehicle) Thai

HQ Common platform

system

R&D Warranty Quality claim Field quality info Global Production/Procurement/Purchasing Parts procurement HUB Service Ordering parts Parts W/H Parts supply catalogue Connected vehicle

Dist system

Finance Accounting Accounting Cost Accounting HR HR HR Service

Individual systems were installed for each system area and region except for Warranty Claim and Parts Catalog. 27 Directionality of the IT Strategy to Support Structural Reform Plan Common Platform System Rollout Policy Future (FY2014～FY2017)

Sales/Logistics base HQ Production base

America North

(Vehicle) Thai ASEAN

Oceania

China

Mexico

KD Global ■： China Individual system

constructed Europe

Japan HQ

★：under construction

Common platform

system

R&D ■ Warranty ■ ■ ★ ★ ■ ■ Quality Claim Field quality info ★ ■ Global Production/Procurement/Purchasing ★ ★ ★ ■ Parts procurement HUB ■ Ordering Service ■ ★ ★ parts Parts W/H Parts supply catalogue ★ ■ ■ ■ ■ Connected vehicle ★ Dist system ★ Accounting Finance ★ ■ Accounting Cost Accounting ■ HR ■ HR HR service

Change the individual systems to common platform systems on the evens of new plant construction, emerging market and system maintenance expiration. 28 Common Platform System Rollout Implementation of Package Implementation Status of Application Software Distributor Plant

HQ North America Europe Australia Indonesia Thai South Africa Taiwan Mexico Thai (Vehicle) Thai (TM)

Accounting EBS Financial       SCM EBS SCM         EBS Purchasing        EBS Demantra EBS Logistics(OTM)  PLM Agile  HRMS PeopleSoft  CRM/DMS Siebel   BI BIEE         BI Hyperion 29 Common Platform System Rollout Implementation of Package Implementation Status of Middleware Distributor Plant

HQ North America Europe Australia Indonesia Thai South Africa Taiwan Mexico Thai (Vehicle) Thai (TM)

Infra Oracle Linux         WebLogic        ExaData   Oracle DB EE          OEM         Security OAM         OIM         Directory         OFM SOA Suite   ODI         BPM Suite  Dev ADF  30 Next IT Strategy / Mazda-Oracle Blue Print Achieved a certain result in the systems for Distributors and Plants. From now, we need to go at some new system areas, e.g. Global SCM and CRM

2011 2012 2013 2014 2015 2016 2017

Distributor Australia SCM FIN EBS Europe SCM FIN

Indonesia SCM SCM

Thai FIN/SCM FIN PURCHASE South Africa FIN/SCM

Taiwan FIN/SCM XXXX FIN/SCM

Mexico Plant FIN/PURCHASE EBS Thai(MPMT) SCM/ FIN / PURCHASEFIN/PURCHASE

Thai(AAT) FIN/SCM SP GSCM Global EBS SCM/WMS Global Management Hyperion Accounting North America CRM Siebel CRM Siebel CRM Global CX/Endeca/RIghtNow/ Quality Global Agile Knowledge Management Infra system Global Cloud/Security 31 IT Strategy New Effort IT issues that must be addressed （Customer Experience：CX）

Customer Get quotations on two to Venture out CS Intend to three cars on a shopping Purchase 6-mon. Consideration for renewal to a dealer Delivery buy a car list contract inspection purchase

Mazda assimilates Consider / ○Re -purchase Recognize Experience Evaluate Buy Drive Mazda into customer’s・・・ Renew Research daily life Follow-up CM Web word-of-DM DM Follow-up by a DM Mandatory Follow-up × by a sales rep Estranged mouth sales rep inspection by a sales rep customer

Web site Mass media / Event SNS App・Info. terminal Dealer DM/E-mail Call centerCar Car navigation system

①Align and share ④Address to the evolving ⑤Adopt leading-edge IT ③Commonly share and customer information ②Thoroughly protect and expanding IT utilization to flexibly meet utilize best practices gathered from various personal data. among the customers the environment change. collected from each region. touch-points. such as smart phone. (Utilize cloud technology.)

Distributer/Dealer Customer Info. Car Info. （VIN, Repair history, etc.）

MC Market Info. Car Info. （Development/production） Problem Info.

32 IT Strategy New Effort Customer Experience：CX Integration of existing systems (e.g., MJO’s Next Dealer Management System , Tsunakuru)(WIP)

Customers (including prospective customers)

Event Mobile terminal Car navigation SNS CX Infrastructure(NEW） WEB Site DM/E-mail system TEL/Mail Mass Car Navigation B2C Module(Existing) Media Members-only Application System / Concierge service WEB Access Information available Official WEB Site Dealer HP Analysis Tsunakuru Module outside the company SNS/ Listing Personalized WEB contents Campaign Advertisement delivery WEB Member Campaign/ Analysis/ Driving Local Area Management Event Management Call Center Driving Data Report Operations （MJO） ITS Virtual Experience system Call Center Support System WEB Mail Magazine Contents Peripheral Parts Data Quotation Management Management Environment Public Domain Driver’s MJO’s Next Dealer Management System （Under Information Probe Information Word-of-Mouth Collection Storage Conversion Analysis Actions Development） SNS Cloud Infrastructure Bigdata Infrastructure Dealer HQ Business Functions Cross-industry Account- Regist- Master Sales Info. Employee ing ration admin Management Admin. Global System Integrated Infrastructure （Customer Experience Info. HUB） Dealer Outlet Business Functions

New Used Account- Dealer CS/Quality Module R&D Module SCM Module Sales Module Service Insurance Vehicle Vehicle ing

Mazda Admin. Of Warranty Product Data from Customer admin. Recall Info. Vehicle Inquiry Sales Support Functions Info. Planning Info. Experiments Logistics by dealer History Business Activity Quotation Service Technical Parts Support Report Problem Info. Engineering Admin. Of Call Center Manual Design Paper Documents Logistics Sales Info. (sound recognition etc) Sales Support Common Function System Customer Report Operational Portal Analysis Admin. （Books）

Person in charge of Person in Person in Person in charge of Market Person in charge Person in CS/Quality charge of R&D charge of SCM Research of Marketing charge of WEB HQ Staff Sales Staff Technical Staff 33 Holistic View of Connectable Vehicle Connect to Vehicle / Connect to Customer New World with IoT / Internet of Things

34 Future Vision of Connectivity ～ Make impossible possible. 35 Limited information sources Numerous information sources Open sources / Various information that may require screening

In-vehicle device Connect user device Net connection (In-vehicle) (outside of vehicle)

What resided outside of a vehicle had gotten inside.

Entertainment Information Internet Internet Social Media

My Favorites My Favorites

Guide Book Guide book Radio CD Web OpenTable

Internet Social Media

My World

Phone Phone E-mail Blog Communication 35 IT Strategy New Effort More opportunities to make better use of Big Data underpinned by the advanced information processing technology

As is To be

Business Business Business Business Business Business

Utilize information Support to run analyses Data can’t be best utilized cross-functionally and and to make decisions. for analysis and decision-making. cross-divisionally. Fragmented needs / APP APP Fragmented actions Utilize external resources. APP APP Application Common Platform Process atypical Mass data processing is time-consuming Anxieties remain mass volume data fast. and costly. how to protect privacy. Information Common Platform Appropriate actions for tight security Information Information Information Information Whereabouts of the and privacy protection information is unknown. External Vehicle Customer In-house InformationExternal information isInformation Information Information Info. Info. Info. Info. not best utilized. Utilize external Know exact information. whereabouts.

36 Summary : IT Strategy Objective and Key Initiatives

IT Strategy Objective “Innovate to use new ways effectively and rebuild business model to maximize business values.”

Define consistent “Key Initiatives ” in order to focus on maximization of values(return) through new technologies and technology- enabled business transformations. Key Initiatives • Common platform system : centralizes global common functions • Global Roll-Out • Customer experience • Big Data 37 Thank You Manufacturing Industries – General Session Harness New Cloud, Big Data, and Internet of Things Technologies

Mark Bryson Principal Deloitte Consulting LLC Sept 29, 2014

Driving Enterprise Value Where are Manufacturing Companies Investing in Technology?

Mark Bryson Principal Deloitte Consulting LLP September 29, 2014

Deloitte Tech Trends 2014 Disruptors Enablers

CIO as Venture Capitalist Technical Debt Reversal CIOs are borrowing from the playbooks of Understanding, containing, and mitigating venture capitalists and reshaping how they run technical debt can be a platform for a renewed the business of IT level of trust and transparency with the business Social Activation Cognitive Analytics The power of social activation is unleashed when Cognitive analytics offers a way to bridge the gap others advocate an organization’s message in between big data and the reality of practical their own words to their network decision making Cloud Orchestration Industrialized Crowdsourcing CIOs should be making deliberate investments in Today, technology makes crowdsourcing developing advanced integration and data possible on an industrial scale, with potentially management capabilities to support cloud-to- disruptive impacts on both cost and innovation cloud and cloud-to-core models In-memory Revolution Digital Engagement The sweet spot for in-memory technology is With more and more parts of the business where massive amounts of data, complex becoming digital, the CIO has an opportunity to operations, and business challenges demanding build a new legacy for IT real-time support collide Wearables Real-time DevOps Wearables hold possibilities for driving down Early adopters of real-time DevOps have the costs and increasing competitiveness. What opportunity to profoundly impact their IT shop, could it mean for your organization? accelerating IT delivery, improving quality, and better aligning with the business

Exponentials Artificial Intelligence  Robotics  Cyber Security  Additive Manufacturing  Advanced Computing Exponentials represent unprecedented opportunities as well as existential threats. Explore five with far-reaching, 41 Copyright © 2014 Deloitte Development LLC. All rights reserved. transformative impact. Like venture capitalists, CIOs should actively manage their IT portfolio in a way that drives enterprise value and evaluate portfolio performance in terms that business leaders understand—value, risk, and time horizon to reward. Delivering and Embedding Capabilities

Integrated Commercial Integrated Supply Chain Back Office

Product Indirect Strategic Commodity Rewards Lifecycle Procurement Pricing & Risk & Recognition Management Execution Portfolio & Sustainability/ Strategic Supplier Mergers & Brand Environmental MISSIONMISSION Sourcing Management Acquisitions Management Health & Safety Direct People Market Contract Innovation Procurement Development Insights Manufacturing Execution & Culture Sales Public Commercial & Network Talent Relations Planning Operations Design Management & Corporate Planning Comm. Financial Customer Parts & Employee Engineering Planning & Engagement Service Lifecycle CapabilityCapability Analysis Category & Demand Quality Financial Channel Legal Planning Management Accounting Management Mfg. Marketing Global Trade Production Finance Treasury Resource Management Execution & Product & Cash Management Costing Supply and Asset Planning Order Data Production and Real Estate Management Management Planning TECHNOLOGYTECHNOLOGYProcurement Transportation Fixed Billing and Warehouse Planning & Asset IT Management Collections Operations Execution Accounting

Reverse Utility Asset Strategic Regulatory Logistics Management Maintenance Planning Compliance

Integrated Commercial Integrated Supply Chain Back Office

Product Indirect Strategic Commodity Rewards Lifecycle Procurement Pricing & Risk & Recognition Management Execution Portfolio & Sustainability/ Strategic Supplier Mergers & Brand Environmental Sourcing Management Acquisitions Management Health & Safety Direct People Market Contract Innovation Procurement Development Insights Manufacturing Execution & Culture Sales Public Commercial & Network Talent Relations Planning Operations Design Management & Corporate Planning Comm. Financial Customer Employee Parts & Service Engineering Planning & Engagement Lifecycle Analysis Category & Demand Quality Financial Channel Legal Planning Management Accounting Management Mfg. Marketing Global Trade Production Finance Treasury Resource Management Execution & Product & Cash Management Costing Asset Planning Order Project Planning Data and Real Estate Management & Execution Management Procurement Transportation Fixed Billing and Warehouse Planning & Asset IT Management Collections Operations Execution Accounting

Reverse Utility Asset Strategic Regulatory Logistics Management Maintenance Planning Compliance

Strategy Priorities Capabilities Investments

Affect Strategy

45 Copyright © 2014 Deloitte Development LLC. All rights reserved. There’s a lot to learn from the portfolio mindset that VCs bring to their work: balancing investments in legacy systems, innovation, and even bleeding-edge technologies; understanding—and communicating— business value; and aligning talent with the business mission. Venture capitalists operate in a high-stakes environment where extraordinary value creation and inevitable losses can coexist inside a portfolio of calculated investments. So do CIOs.

For full Deloitte Tech Trends 2014 Report, please go to http://dupress.com/periodical/trends/tech-trends-2014/ About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. 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.

Copyright © 2014 Deloitte Development LLC. All rights reserved. 36 USC 220506 Member of Deloitte Touche Tohmatsu Limited Recommended Industry Sessions - Monday Session Title Time Speakers Location Project-Driven Supply Chain in Complex MRO Intercontinental - 11:45 AM - 12:30 PM Deloitte Consulting Services Intercontinental B Simplify Complex Selling in the High-Tech Avaya Industry with an Engaging Customer 12:30 PM - 1:15 PM Infosys Moscone West - 2003 Experience Oracle Driving Automotive Brand Loyalty Through an Mazda 12:30 PM - 1:15 PM Moscone West - 3011 Exceptional Ownership Experience Oracle Pella Leveraging the Customer Service Cloud in the 1:45 PM - 2:30 PM Infosys Moscone West - 2003 Manufacturing and High-Tech Industries TOA Improving the Customer Experience with Emerson 1:45 PM - 2:30 PM Moscone West - 3011 World-Class Order Fulfillment Oracle

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Recommended Industry Sessions - Monday Session Title Time Speakers Location Leveraging Social Media in Manufacturing Polaris 3:00 PM - 3:45 PM Moscone West - 3011 Industries with CX Marketing Oracle Big Data and Analytics for the Manufacturing Delphi Automotive Intercontinental - 4:00 PM - 4:45 PM and High-Tech Industries Oracle Intercontinental B Improving Your Project Performance with a General Electric Intercontinental - Union 4:00 PM - 4:45 PM Projects-Driven Supply Chain Oracle Square Hyundai Capital Optimizing the Car Buying Experience via 5:15 PM - 6:15 PM America Moscone West - 2001 Integrated Sales and Marketing Oracle Transforming the Customer Experience and Minacs Group Inc Intercontinental - 5:15 PM - 6:00 PM Monetizing the Internet of Things Oracle Intercontinental C Developing Best Practices in Automotive and Cummins Inc. Intercontinental - 5:15 PM - 6:00 PM Manufacturing ERP Toyota Boshoku Intercontinental B Service Parts Excellence Improves Margins and GE Healthcare Intercontinental - Union 5:15 PM - 6:00 PM Customer Satisfaction Oracle Square

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Recommended Industry Sessions - Tuesday Session Title Time Speakers Location Westin Market Street - In-Memory Applications for Manufacturing 10:15 AM - 11:00 AM Oracle City Achieving Six Sigma Reliability for Business Ingersoll Rand Process Integrations with Oracle Fusion 10:45 AM - 11:30 AM Moscone West - 3016 Cognizant Middleware General Motors Social Case Study with 4:15 PM - 5:00 PM General Motors Moscone West 2005 Digital Agency FleishmanHillard Netapp Inc Market-Driven Innovation: Ensuring the Intercontinental - 3:45 PM - 4:30 PM PwC Success of New Products and Services Intercontinental B Oracle Improve Supply Chain Execution with Oracle Qualcomm Westin Market Street - 4:45 PM - 5:30 PM Business Intelligence Applications Oracle Metropolitan III Data Discovery Market-Driven Quality Management Enables Ascentt Business Intercontinental - 5:00 PM - 5:45 PM Early Detection of Product Issues Systems Intercontinental B Oracle

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Recommended Industry Sessions - Wednesday Session Title Time Speakers Location Panasonic Avionics Supply Chain Planning: Trends and Customer Westin Market Street - 11:15 AM - 12:00 PM National Oilwell Success Stories Franciscan I Varco Nestle US Show Me the Money: Building the Business 11:30 AM - 12:15 PM Marriott Intl Moscone West - 2005 Case for Social Polaris Value and Benefits of Managing HR and Toyota Motor Palace Hotel – Grand 1:45 PM - 2:30 PM Talent in the Cloud Europe Ballroom Global Command Centers: Why Social General Motors Engagement Is Key for Connecting with 2:00 PM - 2:45 PM Moscone West - 2005 Oracle Customers Roketsan A.Ş. Oracle E-Business Suite Discrete Bimba Westin Market Street - 4:00 PM - 4:45 PM Manufacturing: What’s New, What’s Coming Manufacturing City Oracle

Copyright © 2014, Oracle and/or its affiliates. All rights reserved. | Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Oracle Confidential – Internal/Restricted/Highly Restricted 52