Xilinx Confidential
Xilinx Customer MasterImplementation Update
June 15, 2006
Xilinx ConfidentialXCM 2
Xilinx is a 22 year old high tech company
• “Fabless” semiconductor manufacturer• Produce programmable logic devices• 2005 Revenue was $1.7 Billion
A TopA Top--Ranking CompanyRanking Company
Xilinx has been recognized for setting a new standard for managing a high technology business
Xilinx has been recognized for setting a new standard for managing a high technology business
#4 #4 -- XilinxXilinx 20032003
#5#5-- XilinxXilinx 20052005
#6 #6 -- XilinxXilinx 20022002
#10 #10 -- XilinxXilinx 20042004
#14 #14 -- XilinxXilinx 20012001
Forbes Best Managed Semiconductor Company (2004)FORTUNE Best Companies to Work For (2001-2004)
• Highest ranking public company • Highest ranking high-technology company
• Operations in U.S., Ireland, Singapore• Global sales organization• 2005 #5 Great Place To Work
Xilinx ConfidentialXCM 3
Oracle 11i is the core of our application suite
Technology StackTechnology Stack
9iAS9iAS
DB 8.1.74DB 8.1.74
HPUX 11.0HPUX 11.0
E-Business Suite Functionality ImplementedE-Business Suite Functionality Implemented
Planning &SchedulingPlanning &Scheduling•Advanced SC Planning
•Constraint-based Optimization
•Global Order Promising
Discrete MfgDiscrete Mfg•Inventory Mgmt
•Bills of Material
•Cost Management
•Quality
•Project Mfg
FinanceFinance• General Ledger• Receivables• Payables• Cash
Management• Assets• Internet
Expenses
Human Human Resources (11.5.9 Resources (11.5.9
FP G)FP G)•HR Core
•Self-Service HR
•Advanced Benefits
•Training Admin
ServiceService•Service Contracts
•Install Base
•iSupport
PurchasingPurchasing
Order ManagementOrder Management•Order Management
•Shipping
•RMA
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XCM VisionProvide the infrastructure, software, and processes necessary to establish and maintain an integrated
centralized customer master repository. Enable the linking of transactional data to provide improved
customer reporting.
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Our strategy for customer data management will deliver near-term value while addressing long-term objectives
• Build a foundation– Purchase and install technology– Develop data model– Integrate initial set of applications– Develop data management processes– Initiate data ownership / organizational responsibility
• Sufficiently demonstrate value resulting in continued support– Demonstrate value of data cleanliness– Demonstrate value of integration
• Incorporate the business into the process– Jointly define scope– Agree on key success criteria
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XCM Project Structure
Project Sponsor
Kevin Cooney – ITJane Vaillancourt – Bus.
IT Program Manager – Robert Roffey (50%)IT Project Manager – Sami Muniappan (50%)
XCM Project Steering Committee
Steering Committee
Project Managers
Solution Architect (50%)Data Analyst Data Analyst
System AnalystSolution Architect (50%)
Data ArchitectFunctional Lead
XCM Core Team
Extended Team
Business & Technical Subject Matter Advisors
XCM Support Teams
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We will use a phased implementation approach to deliver rapid, incremental benefits
Feb Mar Apr May JulJun Sep Aug NovOct Dec Jan AprFeb Mar May Jun Jul Aug
‘06 ‘07
Duration Ten weeks
Scope• Develop initial
data model• Develop
roadmap and scope phase 1 implementation
• Define phase 1 governance approach
Duration Twenty-six weeks
Scope• Deploy XCM solution and
integrate initial set of applications
• Update data model as needed
• Implement interim governance and cleansing processes
• Prove value of integrated / cleansed data
Duration Twenty-six weeks
Scope• Develop integration for Phase
two applications• Revise data model as needed• Finalize definition of
governance and cleansing processes / organization
• Implement new governance and cleansing processes
Duration TBD
Scope• Align with DCO
activities• Phase
subsequent implementations with DCO
Phase 0Analysis, Strategyand Roadmap
Phase 1 Initial XCM
Solution Rollout
Phase 2 Expanded XCM Solution Rollout
Phase n DCO Alignment
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Learnings
• Six month release cycle is difficult to manage, and will require parallel implementation work
– Initial messaging effort estimated at 8 months including testing– Historical data in ERP requires restructuring (Party/Account relationship)– Value delivery depends heavily on process changes
• D & B is critical to delivering value in our environment– Current hierarchy is manually assigned– Limited to three levels– No official source of truth
• TCA Architecture works– Despite our complexity (Distis, Rep Companies, End Customers, Contract Manufacturers, etc.)
no customization to date– Includes the ability to support non-Oracle systems
• Initial data cleansing is a big deal– D & B Integration– Duplicate identification– Non-match resolution
• Your version of Oracle can be a problem– Earlier versions not based on TCA– Previous implementation (conversion) was 1:1:1 - Party:Account:Site
Xilinx ConfidentialXCM 9
Customer Administration
System 1System 1
Customer
Data HUB
Customer Data
Librarian
Primary Systems Other “Customer” Systems
System 2System 2
System nSystem n
System 3System 3
System 1System 1
System 2System 2
System nSystem n
System 3System 3
Other User OrgsOther User OrgsStewardship Counsel
SalesFox/Saba/IB
FinanceGD/AR
Svc Clarify
OpsOM
MktgeComm /
Performark
ITDW/B2B
BizOpsPriceBook
Stewardship Counsel
SalesFox/Saba/IB
FinanceGD/AR
Svc Clarify
OpsOM
MktgeComm /
Performark
ITDW/B2B
BizOpsPriceBook
DataGovernance
Learnings – Governance is critical and must be established early (Primacy issues can be significant)
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Examples of Potential Capabilities
• Integration with cost & revenue applications provides real-time Customer & Segment P&L
• Integration of all customer transaction systems enables powerful improvement to customer experience
• Use of data model in production environment(s)
• Cleansed and standardized data in production – limited reporting
• Integration between sales tools and customer data enables new forms of account management and more effective sales activities.
• Real-time notification of most customer activity enables closer management of disti inventory pipeline.
• Integration of opportunity tracking & order entry systems enables accurate win-loss tracking
• Initial integration with data warehouse enables selected reporting, e.g. Sales history by customer and segments
• Improved timeliness and accuracy of transactional data• Adoption of vetted, unique identifiers for customer and
transactions across selected systems
Year 1
Year 2
Year 3+
Master
Data
Strategic
Foundational
Functional
• Design initial data model
• Enable model in production environment
• Establish integration with 1-2 systems
• Establish interim data governance model / process
• Integrate 3-7 systems in six month delivery cycles
• Implement corporate governance structure and processes
• Design corporate governance model
• Expand shared nature of key data
• Significant completion of data and metadata models
• Integration with top 20+ systems
• Initial Alignment with DCO initiatives
• Full integration with DCO Initiatives
Transactional
Enabled by Hub
Deliver
Deliver / Enable
Enable
XCM Value
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Q & A
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Appendix