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

Xilinx ConfidentialXCM 4

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

Xilinx ConfidentialXCM 6

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

Xilinx ConfidentialXCM 8

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)

Xilinx ConfidentialXCM 10

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

Xilinx ConfidentialXCM 11

Q & A

Xilinx ConfidentialXCM 12

Appendix