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 – Oracle CRM On Demand

MUFI Rating & Risk – Oracle CRM On Demand

MUFI: Maintainability, Usability, Functionality, Implement ability

Vendor: Oracle CRM On Demand (Select For Vendor Profile)

Introduction

Oracle has multiple CRM offerings; this is their older offering.

Application Detail

Oracle CRM On Demand is sold on its ability to integrate with other Oracle applications, notably JD Edwards ERP, however, buyers complain that this integration is problematic. Oracle CRM has good reporting capability. However, its user interface is seriously dated, and in an area with historical problems in user adoption, this alone would have us recommending against Oracle CRM On Demand. We have observed enough data quality problems at live CRM accounts using very easy to use CRM software, to be concerned with any Buyer satisfaction with Oracle CRM on Demand is low. CRM system with a poor user interface.

Oracle is not putting much development into the application, and its age is showing. Oracle seems to have figured this out and offered the application at a discount. However, there is a question as to what Oracle intends to do with this product. Therefore, even at a low price, there is a good likelihood that the application will barely develop from here on out; in fact, the application appears ready to be sunset-ted.

Like many Oracle products, the justification for purchase and use is the ability to work with other Oracle products, particularly ERP. However, feedback from buyers is that integration with other Oracle products is not much more comfortable than connecting non-Oracle CRM. This should not come as a surprise as CRM systems are one of the easier systems to integrate with other systems.

MUFI Scores

All scores out of a possible 10.

Vendor and Application Risk

Buyers who purchase Oracle CRM On Demand have a strong tendency to be “Oracle shops,” who have often not performed their due diligence or run a proper software selection. Oracle CRM On Demand has a problematic combination of a low level of functionality with Oracle’s habitual overselling of all of its solutions. When this combination exists, it means dialing back the promises that were made during the sales cycle to something that can be implemented.

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

Expectations must be lowered before the project kick off, and the scope must be conservative. IT got what it wanted by choosing a convenient application and maintaining their Oracle connections rather than selecting a competitive application that will add much value to the business. Now the implementation is when the price will be paid for making this decision. If the business requirements are low, then there is a possibility of success. Low expectations are the best bet for a successful Oracle CRM On Demand implementation.

Finished With Your Analysis?

To go back to the Software Selection Package page for the CRM software category. Or go to this link to see other analytical products for Oracle CRM On Demand.

MUFI Rating & Risk – Oracle BI

MUFI Rating & Risk – Oracle BI

MUFI: Maintainability, Usability, Functionality, Implement ability

Vendor: Oracle (Select For Vendor Profile)

Introduction

Oracle BI is rebadged Hyperion, which was acquired by Oracle in 2007.

Application Detail

Oracle BI is a high maintenance product. Along with the other large acquired BI vendors like Oracle BI and IBM Cognos, Business Objects that have received little investment since their joint 2007 acquisitions, Business Objects is on the wrong side of the self-service/maintenance continuum. Oracle BI increasingly has scalability problems as its code ages, and it is not able to keep up with other BI platforms which are more advanced under the covers. However, it does still have a good user interface and a logical layout, and that may be why it still scores well in buyer satisfaction.

Oracle BI

We found Oracle BI to be tedious use. It’s an older generation product with moderate to poor productivity, which is often associated with being a leading edge product because of Oracle’s good reputation in databases. However, developing a good relational database and a good BI platform are not the same thing, as evidenced by the fact that Oracle was not able to build it own BI platform but had to acquire one. The reports Oracle can generate are uninspiring, and the observations that can be gained from them quite limited. We don’t include many screenshots because anything that can be done in Oracle BI can be done better and faster in other BI applications. There are no “best” things to highlight. 

Seeing Oracle BI versus the newer BI applications, it is clear how BI applications have progressed throughout the years. Unfortunately, Oracle BI is the “before” picture, that is the old picture you find in the attic where you can’t believe what your family members were wearing.

This is too often the same story with Oracle. Its products are old acquisitions which have not been upgraded, while Oracle continues to be either the most challenging software vendor or one of the most challenging software vendors to deal with. The only way to top it off would be to buy Oracle BI and then hire a significant consulting company to implement the application. This would achieve the maximum TCO with one of the worst technologies at the second longest implementation time assuring failure in multiple dimensions.

Oracle makes a great deal of sales noise about what a long history it has in databases – and it does. But it does not have a long history in analytics, and it seriously lags other BI knowledge. As with most acquisitions, the employees of the Hyperion acquisition have been subordinated to the Oracle monster, many have left, and those that remain have had their opinions devalued by executive decision makers with no analytics background. The advice given by Oracle concerning BI is so poor that they should never be relied upon for anything other than tactical configuration work. Oracle continually makes claims regarding its BI platform/functionality that turns out to be not particularly relevant to practical BI usage, and therefore are far less than advertised. They are not an innovator in the BI space but are one of the nosiest vendors in BI, and one of their strategies is announcing this or that high specification usage of Oracle BI (see our article on Fake Innovators).

They are all style over substance with much of their marketing directed towards low information buyers. Oracle’s biggest market for Oracle BI is of course “Oracle Shops,” but also clients that don’t have a good understanding of BI and how to differentiate between the different vendors and technologies — BI has extremely little to do with relational database technologies. Looking at how long in the tooth Oracle BI is, and how we can predict it will receive either no or insufficient development, that Oracle, as IBM will be searching for a BI acquisition. Oracle BI is not a serious alternative for buyers, and a purchase is a virtual guarantee of a bad outcome.

MUFI Scores

All scores out of a possible 10.

Vendor and Application Risk

Oracle BI is an average product but from a difficult to deal with the vendor. Consulting for the implementation will most frequently come from a major consulting company. Therefore the implementation will be expensive. Expectations should be kept in line with the product. Oracle has a powerful brand in the marketplace, but Oracle BI only has models capabilities.

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

Buyers should be careful not to allow the decision to purchase of Oracle BI to influence other purchases, on the basis that they will “integrate” to Oracle BI. Oracle BI/Hyperion has been around for some time, meaning that independent consultants can be found to do the work and offer opinions on the best way forward. Oracle and the major consulting companies they outsource their work to can’t be trusted to look out for the buyer’s interests, and neither entity will every contradict the other as they are tied at the hip at the highest levels. Getting an independent viewpoint will be a precious addition to risk management, and we predict that buyers that do this will get a lower priced and higher quality implementation.

Finished With Your Analysis?

To go back to the Software Selection Package page for the BI Heavy software category. Or go to this link to see other analytical products for Oracle BI.

MUFI Rating & Risk – JD Edwards World

MUFI Rating & Risk – JD Edwards World

MUFI: Maintainability, Usability, Functionality, Implement ability

Vendor: Oracle (Select For Vendor Profile)

Introduction

Oracle JD Edwards World is Oracle’s ERP system for the midmarket, also acquired from JD Edwards.

Application Detail

Oracle acquired PeopleSoft and JD Edwards in 2005 (JD Edwards having itself been acquired by Peoplesoft in 2003), which means that as Oracle puts minimal developing into its acquisitions, this application is quite dated. Oracle JD Edwards World has a dated user interface.

Oracle JD Edwards World is a seriously old application. All of the screens appear to have been retrofitted from a green screen system.

▶ JD Edwards World - Advanced Pricing Demo - YouTube

Oracle JD Edwards World is our lowest rated application regarding usability, and its functionality is difficult to access.

It’s time to sunset this application. Oracle JD Edwards is not a competitive ERP system, and without the tie to Oracle, it would not survive on its own. The fact that Oracle has allowed the application to continue to be sold in its present state without investing development money is further evidence that being purchased by Oracle is a ticket to being obsolete as an application. Oracle is rated as our most slippery and difficult software vendor to deal with, and Oracle’s support is badly slipping for its applications. Every ERP system on our list will be a better choice over Oracle JD Edwards World, and most of these applications are developed by vendors far easier to deal with than Oracle.

MUFI Scores

All scores out of a possible 10.

Vendor and Application Risk

Oracle JD Edwards World is a risky implementation, the largest risk being related to the quality of the application itself. World is a much less expensive application than EnterpriseOne, and World accounts do not get the same type of control from Oracle account management as EnterpriseOne, and because the consulting rates are not very high for Oracle World they are not targeted by the major consulting companies, and those are both positives.

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’s refusal to invest in World means that the buyer is implementing an inefficient system that has constant and well-deserved user adoption issues. Because of this buyers must put a very high amount into user training versus other ERP implementations.

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 World.

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

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

MUFI Rating & Risk – Oracle Demantra

MUFI: Maintainability, Usability, Functionality, Implement ability

Vendor: Oracle (Select For Vendor Profile)

Introduction

Oracle Demantra is yet another Oracle acquisition. In our view, Demantra was an average statistical forecasting system when Oracle acquired it in 2006. However, with little investment into the application since its acquisition, Demantra is now a severely lagging application at this point which is primarily living off of its association with Oracle, and the fact that the consulting companies recommend Demantra for the simple reason that they have people trained in the application that they can bill for. For those that do not know, the association with a major brand like Oracle mistakenly makes executives believe that the software is either better or lower risk than if independent. Secondly, after its acquisition, Demantra was pitched to any remotely appropriate Oracle account.

Application Detail

It’s actually difficult to believe that Oracle is actually goes to market with the Demantra user interface without attempting any improvement whatsoever, which is rated down with SAP DP, although it is still quite a bit more usable that SAP DP. Overall Demantra has the look and feel of an application that would be purchased off the Internet at a low price, not something one would have to navigate through the gauntlet of Oracle sales to acquire. Many of the comments from users as to why they dislike Demantra center around its user interface.

However, beneath the covers the Demantra story improves somewhat. Demantra has an interesting functionality in that it can essentially test what is the appropriate level in a hierarchy in which to forecast. We have performed this type of testing – called attributes testing in several applications – and do not recall this functionality being available in any other application we have used or reviewed. This could be a time saver as most companies guess (and do not test) what attributes to use for top down forecasting, and by extension what level in the hierarchy which to perform a top down forecast. Demantra also has one of the better thought out promotional forecasting functionalities – that recognizes that a promotion has impacts on demand history after the promotion. According to research published in the Journal of Marketing Research in 2007, the following changes to consumption and stockpiling were observed in their study:

  • Yogurt: Consumption accounted for between 49 to 65% of the promotional bump
  • Ketchup: Consumption accounted for between 30 to 58% of the promotional bump

In fact, the literature on promotions and their effect on consumer behavior are quite interesting – but a full review of the research into the promotional effect on consumer behavior in tangential to the treatment of promotions in this paper. Many companies simply lack the knowledge and forecasting functionality to easily apply post promotional period changes. If the post promotion period changes to demand are not accounted for, the statistical forecasting method will pick up the promotional effect as a “real” effect and attempt to replicate it into the future.

So while there are some interesting areas of functionality in Demantra, generally these areas of functionality do not work as well as advertised. Secondly, we rate Demantra consulting and advice as considerably below the average consulting that is generally available from software vendors. Demantra consultants do have a tendency to make unsupportable statements during the implementation, such as statements related to how all that is required is the “data” and the Demantra can come up with the correct forecasts with very little involvement. Given these statements as well as other anecdotes regarding Oracle exposure with respect to Demantra makes us question whether Oracle has the ability to successfully implement forecasting projects.

A purchase of Demantra would have to be based upon some special functionality that Demantra has that cannot be had in another forecasting application. Integration is always a bad reason to decide in favor of one application over another – as such a small percentage of the TCO of an application is required for integration (and because many of the supposedly bullet proof integrations between the applications from one vendor are so much less than advertised during the sales process), therefore buying Demantra simply because it is offered by Oracle would not be a good decision. Finally, demand planning applications are one of the easiest applications to integrate to other systems.

MUFI Scores

All scores out of a possible 10.

Vendor and Application Risk

Oracle Demantra is an older demand planning application and is a challenging implementation. Unlike other demand planning vendors, Demantra consultants should primarily be used to configure the application rather than relying upon them for what is the best approach to demand planning generally. The information from the process side may be best filled with an independent consultant, although many buyers are given little leeway and must use one of the large consulting companies. Oracle will recommend this as they trade the consulting company’s recommendation for consulting business.

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.

Finished With Your Analysis?

To go back to the Software Selection Package page for the Demand Planning software category. Or goto this link to see other analytical products for Oracle Demantra.

Enterprise Software TCO Calculator – Oracle RightNow

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.

Details

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

Finished With Your Analysis?

Once complete, goto this link to see other analytical products for Oracle Right Now.

Enterprise Software TCO Calculator – Oracle JD Edwards World

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.

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 World.

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.

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