Project Planning Package – Oracle JD Edwards Enterprise One (XL)

How it Works

Fill out the form below for your project planning estimate. The form does not have a “beginning or end.” The form is constantly calculating, so feel free to make constant changes and the application will auto-adjust. This page is for implementations of more than 800 users. For implementations, less than 800 users, see the page at this link.

Details

  • Vendor Name: Oracle (See for Vendor Rating)
  • Software Category: Big ERP
  • Company Headquarters: 500 Oracle Parkway Redwood City, CA 94065
  • Site: http://www.oracle.com
  • Contact number 650.506.7000
  • Delivery Mechanism: On Premises.

Finished With Your Analysis?

Once complete, go to this link to see other analytical products for Oracle JD Edwards EnterpriseOne.

References

Risk Book

Software RiskRethinking Enterprise Software Risk: Controlling the Main Risk Factors on IT Projects

Better Managing Software Risk

The software implementation is risky business and success is not a certainty. But you can reduce risk with the strategies in this book. Undertaking software selection and implementation without approximating the project’s risk is a poor way to make decisions about either projects or software. But that’s the way many companies do business, even though 50 percent of IT implementations are deemed failures.

Finding What Works and What Doesn’t

In this book, you will review the strategies commonly used by most companies for mitigating software project risk–and learn why these plans don’t work–and then acquire practical and realistic strategies that will help you to maximize success on your software implementation.

Chapters

Chapter 1: Introduction
Chapter 2: Enterprise Software Risk Management
Chapter 3: The Basics of Enterprise Software Risk Management
Chapter 4: Understanding the Enterprise Software Market
Chapter 5: Software Sell-ability versus Implementability
Chapter 6: Selecting the Right IT Consultant
Chapter 7: How to Use the Reports of Analysts Like Gartner
Chapter 8: How to Interpret Vendor-Provided Information to Reduce Project Risk
Chapter 9: Evaluating Implementation Preparedness
Chapter 10: Using TCO for Decision Making
Chapter 11: The Software Decisions’ Risk Component Model

Enterprise Software TCO Calculator – Oracle JD Edwards EnterpriseOne (XL)

How it Works

Fill out the form below for a your customized TCO calculation, as well as each of the supporting cost components that make up the TCO. The form does not have a “beginning or end.” The form is constantly calculating, so feel free to make constant changes and the application will auto-adjust. This page is only usable for more than 800 users. Smaller than this number of users and readers should use the page at this link.

Details

  • Vendor Name: Oracle (See for Vendor Rating)
  • Software Category: Big ERP
  • Company Headquarters: 500 Oracle Parkway Redwood City, CA 94065
  • Site: http://www.oracle.com
  • Contact number 650.506.7000
  • Delivery Mechanism: On Premises.

Finished With Your Analysis?

Once complete, goto this link to see other analytical products for Oracle JD Edwards EnterpriseOne.

MUFI Rating & Risk – JD Edwards EnterpriseOne

Introduction

Oracle second largest ERP software vendor with 13% of the ERP market. Unlike SAP, Oracle software heritage is not in ERP but is in databases and this why all of its ERP software was acquired. Oracle went through a transition where they moved from being primarily a database company to being an overall enterprise software company, and having a competitive ERP system was a significant part of that transformation. There was no reason for doing this, as most ERP systems can run on multiple databases, but it was an effective use of leveraging preexisting sales contacts to sell more software into existing accounts. Now that SAP has acquired Sybase, both Oracle, and SAP attempt to get their customers to use their database when they purchase their applications. This has nothing little to do with any technological benefit to doing so, but is related to competition between these two giants and is entirely based upon account control.

However, still Oracle JD Edwards Enterprise One has one of the best user satisfaction levels in the ERP software category.

Application Detail

Oracle JD Edwards Enterprise One competes directly with SAP ECC. It lags SAP ECC the breadth of its functionality (although a much higher percentage of it is usable than with SAP), and Enterprise One has a much better user interface.

JD Edwards EnterpriseOne Composite Applications & Screen Layout At Your Fingertips! - YouTube

Unlike in the SAPGUI, in Oracle, the user interface elements can in some cases be moved around the screen. While better than SAP ECC, Oracle’s JD Edwards Enterprise One user interface is still quite dated compared to almost every other ERP system. 

Speaking of the user interface, while SAP and Oracle tier 1 ERP systems are the most expensive applications in the ERP space, both user interfaces considerably lag ERPNext, which is inexpensive with one of the lowest TCO’s of any ERP system that we analyze.

The superiority of the user interface is clear from the screenshot below:

ERPNext Bookmarks

Some of the modern ERP systems allow the user to take advantage of easy to use bookmarks – and they have breadcrumbs along the top, which tells the user where they are in the process. These systems are easy for both experienced and novices to use because the business process is explained right in the application. 

When on uses either SAP or Oracle ERP systems, it seems like getting in a time machine when compared to the newer ERP applications. Both SAP and Oracle are offering ERP software to business which is seriously dated, and which has serious negative implications for the productivity of companies that purchase it. The only reason that is not more broadly known is that the major consulting companies and IT analysts – both with financial conflicts of interest obstruct buyers from knowing this by offering simplistic platitudes related to “standards” and “core” or “non-core functionality.”

EnterpriseOne is also considerably less expensive in total cost of ownership than SAP ERP. Some of the reasons for this is that its infrastructure is more modern, and it is easier to integrate to Oracle JD Edwards EnterpriseOne than SAP ECC. However, Oracle follows an identical sales strategy to SAP, proposing that companies can if they wish to use what amounts to a bunch mediocre combination of functionality. If a company is intent on going with a tier 1 ERP system, the decision between SAP and Oracle is very simple – those companies wanting a lower TCO and faster implementation will want to go with JD Edwards Enterprise One.

The major consulting companies heavily parasitize both solutions, which means that generally, both applications tend to involve a major consulting company, increasing costs and reducing the likelihood of implementation success. It will also be a trying experience as the partner of the major consulting company will attempt to influence other IT decisions and purchase of the “customer.” This strategy is referred to as “penetrate and radiate,” that is to use any project to become a “trusted advisor” and to sell more services into the account.

However, with so many better options in the market than either SAP ECC or Oracle JD Edwards Enterprise One, it’s difficult to see how this strategy makes any sense anymore. This is explained in the book The Real Story Behind ERP: Separating Fact from Fiction. The TCO of using SAP and Oracle ‘s ERP as the centerpiece to the enterprise software strategy is shown in our Solution Architecture Packages, and the results would make a person logically question why anyone would follow this strategy.

MUFI Scores

All scores out of a possible 10.

Vendor and Application Risk

Oracle JD Edwards EnterpriseOne is on average the second longest to implement of all the ERP systems. As with SAP ECC, the flawed proposal regarding Oracle JD Edwards EnterpriseOne is that a company should implement the ERP application first and then it will be in a better position to implement other applications. Another argument that JD Edwards EnterpriseOne has financial functionality that is highly differentiated is also false, with best of breed applications like Intacct exceeding SAP ECC’s financial module.

Likelihood of Implementation Success

This accounts for both the application and vendor-specific risk. In our formula, the total implementation risk is application + vendor + buyer risk. The buyer specific risk could increase or decrease this overall likelihood and adjust the values that you see below.

Risk Definition

See this link for more on our categorizations of risk. We also offer a Buyer Specific Risk Estimation as a service for those that want a comprehensive analysis.

Risk Management Approach

Oracle JD Edwards EnterpriseOne is a risky implementation. It is problematic these implementations tend to have so much breadth. Another major problem is that the major consulting companies primarily implement Oracle JD Edwards EnterpriseOne – and they treat their tier 1 ERP projects as cash cows – actively extending the projects to maximize their billable hours. The tier 1 software vendors have done very little to make their software more implementable, and more usable.

The main objective should be to keep Oracle from “taking over the company,” and this is a challenge. SAP, like SAP and several other ERP vendors, uses ECC as a wedge to sell in what are often inappropriate applications to ERP customers using the faulty logic of integration costs savings (how faulty this logic actually is, is explained in our Solution Architecture Packages). This is a strategy based on leveraging previous investments to influence future investments and is about leveraging the buyer into bad decisions. The best way to get value from SAP ECC is by controlling its scope and by controlling SAP to prevent them from taking over the company’s IT spend.

Finished With Your Analysis?

To go back to the Software Selection Package page for the Big ERP software category. Or go to this link to see other analytical products for Oracle JD Edwards EnterpriseOne.

Software Selection

  • Want Help with Software Selection for your Business?

    It is difficult for most companies to perform software selection without outside advice. It is impossible to obtain honest software selection support from consulting companies. We offer expert and unbiased remote software selection support.

    This article is free, we do not answer questions for free. Filling out this form is for those that have a budget. If that describes you, just fill out the form below and we'll be in touch asap.

References

Brightwork MRP & S&OP Explorer for Tuning

Tuning ERP and External Planning Systems with Brightwork Explorer

MRP and supply planning systems require tuning in order to get the most out of them. Brightwork MRP & S&OP Explorer provides this tuning, which is free to use in the beginning until is sees “serious usage,” and is free for students and academics. See by clicking the image below:

Software Selection Book

SELECTION

Enterprise Software Selection: How to Pinpoint the Perfect Software Solution Using Multiple Sources of Information

What the Book Covers

Essential reading for success in your next software selection and implementation.

Software selection is the most important task in a software implementation project, as it is your best (if not only) opportunity to make sure that the right software—the software that matches the business requirements—is being implemented. Choosing the software that is the best fit clears the way for a successful implementation, yet software selection is often fraught with issues and many companies do not end up with the best software for their needs. However, the process can be greatly simplified by addressing the information sources that influence software selection. This book can be used for any enterprise software selection, including ERP software selection.

This book is a how-to guide for improving the software selection process and is formulated around the idea that—much like purchasing decisions for consumer products—the end user and those with the domain expertise must be included. In addition to providing hints for refining the software selection process, this book delves into the often-overlooked topic of how consulting and IT analyst firms influence the purchasing decision, and gives the reader an insider’s understanding of the enterprise software market.

This book is connected to several other SCM Focus Press books including Enterprise Software TCO and The Real Story Behind ERP.

By reading this book you will:

  • Learn how to apply a scientific approach to the software selection process.
  • Interpret vendor-supplied information to your best advantage. This is generally left out of books on software selection. However, consulting companies and IT analysts like Gartner have very specific biases. Gartner is paid directly by software vendors — a fact they make every attempt not to disclose while consulting companies only recommend software for vendors that give them the consulting business. Consulting companies all have an enormous financial bias that prevents them from offering honest advice — and this is part of their business model.
  • Understand what motivates a software vendor.
  • Learn how the institutional structure and biases of consulting firms affect the advice they give you, and understand how to properly interpret information from consulting companies.
  • Make vendor demos work to your benefit.
  • Know the right questions to ask on topics such as integration with existing software, cloud versus on-premise vendors, and client references.
  • Differentiate what is important to know about software for improved “implement-ability” versus what the vendor thinks is important for improved “sell-ability.”
  • Better manage your software selection projects to ensure smoother implementations.

Buy Now

Chapters

  • Chapter 1: Introduction to Software Selection
  • Chapter 2: Understanding the Enterprise Software Market
  • Chapter 3: Software Sell-ability versus Implement-ability
  • Chapter 4: How to Use Consulting Advice on Software Selection
  • Chapter 5: How to Use the Reports of Analyst Firms Like Gartner
  • Chapter 6: How to Use Information Provided by Vendors
  • Chapter 7: How to Manage the Software Selection Process

Solution Architecture Package – Oracle Two Tiered ERP Calculator

Introduction

A two-tiered ERP strategy is where multiple ERP systems are used – most often one tier 1 ERP system is combined with tier 2 and tier 3 ERP systems. The ERP vendors and applications are typically categorized into the following “tiers.” The concept is that different ERP systems are to be used for different “tiers” of the business.

Gartner has the following definition of two-tiered ERP.

“Two-tier ERP is the use of different ERP systems at two different layers of the organization: One system serves as the global backbone, often for administrative ERP processes such as financials, human resources and procurement, which are able to be harmonized across all divisions as shared services. (bold added) In addition to the global backbone, one or more ERP solutions (or even reconfigured instances of the same system) are used in parts of the organization to support geographical subsidiary needs, usually for smaller operational requirements, such as sales, marketing, field services and local manufacturing.”

Gartner’s definition is a bit too rigid to describe how the term two tiered ERP tends to be used, and it also does not explain how the strategy differs from single instance ERP – where the entire entity is migrated to a single – typically tier 1 ERP system. In fact, this is rarely discussed in print, because most of the entities that write on ERP have for years been proposing that companies follow a single instance ERP strategy. Two-tiered ERP is the first public admission by ERP companies that a multi-ERP environment can be beneficial. Since the beginning of ERP in the 1980’s the consistent approach by large ERP software vendors has been to nudge their customers in the direction of centralizing their businesses to a single ERP system. However a broad scale transition to single instance ERP never occurred except for exceptions and for smaller companies, and there are a number of reasons, why, which are explained in detail in the SCM Focus Press book The Real Story Behind Two Tiered ERP.

Two-tiered ERP is an important concept, but not for a reason that many people exposed to the concept realize. It is important because two-tiered ERP represents one of the first cracks in the façade of single instance ERP. ERP has nowhere near achieved the objectives that it was predicted to achieve and many of the ERP systems have aged quite badly. ERP is on its way to being “just another system,” instead of the centerpiece of the solution architecture and overpaying for ERP is now one of the least effective uses of IT budgets.

Important points regarding two-tiered ERP are the following:

  1. Financial Bias: Most the entities that propose the two-tiered ERP have a financial bias. They tend to be tier 2 or tier ERP vendors that are trying to sell their software by any means necessary, and tier 1 vendors that are attempting to answer the logic for two tiered ERP by recommending that their ERP applications (either tier 1 or tier 2, as both SAP and Oracle have tier 2 ERP applications in addition to tier 1 ERP applications) by proposing that two-tiered ERP is a “fine idea,” as long as it means using their applications.
  2. No Attempt to Provide Evidence: There is some anecdotal evidence that this or that company saved money using a two-tiered ERP strategy, but no real research into the area. Academics have not researched the topic.
  3. No Reliability to Research: No entity that would be traditionally relied upon to perform research on this topic would be able to perform the research without financial bias affecting their research results. This is because they are all in some way financially dependent upon the large software vendors. For instance, even IT publications receive a disproportionate percentage of their advertising from either large software vendors or large consulting companies – both of which would push against any research which showed that two tiered ERP was effective. Entities do not publish research, which contradicts their own financial model.

The Comparisons

Our first comparison shows all using one single instance of Oracle JD Edwards EnterpriseOne ERP system to support 600 users. This is compared against a two-tiered ERP strategy that uses Oracle JD Edwards EnterpriseOne for 200 users, and then four other ERP systems (Epicor, Infor Lawson, Sage X3 and NetSuite OneWorld).

This is a very realistic scenario as the average company that uses ERP systems has five ERP systems within the company. This statistic combines with the statistic that the average ERP system has 60% of its modules actually operational.

Alternate One - 100% Oracle JD Edwards EnterpriseOne VS Multi Two Tier ERP

CategoryApplicationTCOUser #
Tier 1 ERPOracle JD Edwards EnterpriseOne$ 62,340,403600

Alternate One - 100% Oracle JD Edwards EnterpriseOne VS Multiple Two Tier ERP Part 2

CategoryApplicationTCOUser #
Total$ 50,579,450600
Tier 1 ERPOracle JD Edwards$ 23,712,250200
Tier 2 ERPEpicor ERP$ 7,493,575100
Tier 2 ERPInfor Lawson$ 6,308,375100
Tier 2 ERPSage X3$ 6,371,000100
Tier 3 ERPNetSuite OneWorld$ 6,694,250100

This analysis compares the use of five ERP systems versus the use of one ERP system, each serving the same number of users. The cost savings are significant at 19%.

Alternate Two - Oracle JD Edwards EnterpriseOne VS Tier 1 SAP + One Large Tier 2 ERP

CategoryApplicationTCOUser #
Tier 1 ERPOracle JD Edwards EnterpriseOne$ 59,957,378800

Alternate Two - Oracle JD Edwards EnterpriseOne VS Tier 1 SAP + One Large Tier 2 ERP Part 2

CategoryApplicationTCOUser #
Total$ 61,367,489800
Tier 1 ERPOracle JD Edwards EnterpriseOne$ 41,560,269400
Tier 2 ERPSage X3$ 19,807,220400

The next example shows a larger number of users, at 800. It also cuts down the number of ERP systems in the two-tiered ERP strategy to just two ERP systems – Oracle JD Edwards EnterpriseOne and Sage X3. This scenario provides no cost savings. However, it must be remembered that this is only a cost analysis. Having only two ERP systems, also cuts down on the flexibility of the company as there is much more variety in four ERP applications than one. When companies allow different divisions to choose their own ERP systems – that is follow a decentralized approach – they rarely settle on the same ERP system. This is logical because different companies and sub-companies have different requirements that are optimally met by different applications. 

Alternate Three - Oracle JD Edwards EnterpriseOne VS SAP for Both Tier 1 & Tier 2

CategoryApplicationTCOUser #
Tier 1 ERPOracle JD Edwards EnterpriseOne
$ 59,957,378800

Alternate Three - Oracle JD Edwards EnterpiseOne VS SAP for Both Tier 1 & Tier 2 Part 2

CategoryApplicationTCOUser #
Total$ 62,450,719800
Tier 1 ERPOracle JD Edwards EnterpiseOne$ 41,560,269400
Tier 2 ERPOracle JD Edwards World$ 20,890,450400

SAP and Oracle have responded to the tier 2 ERP vendors that is makes more sense to use their tier 2 ERP offerings rather than move to a different ERP vendor for the 2nd tier. This scenario above tests that hypothesis. In this scenario, there are again no cost savings. 

Conclusion

According to our research, one can save money by following a two-tiered ERP strategy, and we predict that the savings would be significant, but it greatly depends upon which tier 2 ERP systems are used, and if the company deploys multiple or a single tier 2 ERP system. There are scenarios where following a two tier ERP strategy will save no money. This only covers the the cost or TCO side of the equation. A major benefit of tier 2 ERP is to gain more diversity in functionality that can be attained by using just one ERP system.

It should be apparent from each of the examples provided above that the primary reason for this cost savings is that tier 1 ERP applications are considerably more expensive than lower tiered ERP systems. Of course, tier 1 ERP systems tend to be better fits for larger companies, although this generality should be questioned more now than ever as both SAP and Oracle have essentially “stabilized” their tier 1 ERP systems – which means little future development — and other ERP applications have closed some of the gap in functionality. Our Software Selection Package for Finance/Accounting explains this point in detail.

Both Oracle tier 1 ERP systems comes with a great deal of implementation complexity and maintenance and it is well understood that their tier 1 offerings tend to be overkill for smaller companies/divisions etc.. Therefore, the claims made by proponents of two-tier ERP strategies regarding costs savings are correct. However, with both Oracle the cost savings changes little whether non- Oracle tier 2 ERP applications are purchased, or if the ERP software from other vendors is purchased. However, our research also does not show that a buyer receives any cost benefit from using Oracle for all the tiers, although the buyer would lose flexibility if they chose to limit their options to purchasing and deploying multiple ERP systems from Oracle. As is most often the case, each application should be selected on the basis of its functionality fit with the business requirements. No other consideration is even close to as important.

Software Selection

  • Want Help with Software Selection for your Business?

    It is difficult for most companies to perform software selection without outside advice. It is impossible to obtain honest software selection support from consulting companies. We offer expert and unbiased remote software selection support.

    This article is free, we do not answer questions for free. Filling out this form is for those that have a budget. If that describes you, just fill out the form below and we'll be in touch asap.

References

Montgomery, Nigel. Ganly, Denise. How to Determine If a Two-Tier ERP Suite Strategy Is Right for You. Gartner. October 24 2012

Enterprise Software TCO Calculator – Oracle JD Edwards EnterpriseOne

How it Works

Fill out the form below for a your customized TCO calculation, as well as each of the supporting cost components that make up the TCO. The form does not have a “beginning or end.” The form is constantly calculating, so feel free to make constant changes and the application will auto-adjust. This page is only usable up to 800 users. Larger than this number of users and readers should use the page at this link.

Details

  • Vendor Name: Oracle (See for Vendor Rating)
  • Software Category: Big ERP
  • Company Headquarters: 500 Oracle Parkway Redwood City, CA 94065
  • Site: http://www.oracle.com
  • Contact number 650.506.7000
  • Delivery Mechanism: On Premises.

Finished With Your Analysis?

Once complete, goto this link to see other analytical products for Oracle JD Edwards EnterpriseOne.

Project Planning Package – Oracle JD Edwards Enterprise One

How it Works

Fill out the form below for your project planning estimate. The form does not have a “beginning or end.” The form is constantly calculating, so feel free to make constant changes and the application will auto-adjust. This page is for implementations of less than 800 users. For implementations, more than 800 users, see the page at this link.

Details

  • Vendor Name: Oracle (See for Vendor Rating)
  • Software Category: Big ERP
  • Company Headquarters: 500 Oracle Parkway Redwood City, CA 94065
  • Site: http://www.oracle.com
  • Contact number 650.506.7000
  • Delivery Mechanism: On Premises.

Finished With Your Analysis?

Once complete, go to this link to see other analytical products for Oracle JD Edwards EnterpriseOne.

References

Risk Book

Software RiskRethinking Enterprise Software Risk: Controlling the Main Risk Factors on IT Projects

Better Managing Software Risk

The software implementation is risky business and success is not a certainty. But you can reduce risk with the strategies in this book. Undertaking software selection and implementation without approximating the project’s risk is a poor way to make decisions about either projects or software. But that’s the way many companies do business, even though 50 percent of IT implementations are deemed failures.

Finding What Works and What Doesn’t

In this book, you will review the strategies commonly used by most companies for mitigating software project risk–and learn why these plans don’t work–and then acquire practical and realistic strategies that will help you to maximize success on your software implementation.

Chapters

Chapter 1: Introduction
Chapter 2: Enterprise Software Risk Management
Chapter 3: The Basics of Enterprise Software Risk Management
Chapter 4: Understanding the Enterprise Software Market
Chapter 5: Software Sell-ability versus Implementability
Chapter 6: Selecting the Right IT Consultant
Chapter 7: How to Use the Reports of Analysts Like Gartner
Chapter 8: How to Interpret Vendor-Provided Information to Reduce Project Risk
Chapter 9: Evaluating Implementation Preparedness
Chapter 10: Using TCO for Decision Making
Chapter 11: The Software Decisions’ Risk Component Model