What is Oracle's leading-practice operating model for Vendor Planning
Summary: Oracle, based on your most successful EPM and ERP customers, what is the recommended target-state operating model for vendor planning that balances forecast accuracy, manageable data maintenance, vendor-level visibility, project/investment tracking, and effective forecast-to-actual reporting?"
Our actual vendor spend data exists in Procurement, AP, Subledger, and Project systems, while planning occurs at a summarized finance level.
Vendor Planning Strategy
Should we create a dedicated Vendor Planning cube, or is it considered leading practice to leverage Projects for planning? Given that not all vendors spend is associated with a project, and we do not require Project IDs for every forecasted expense, what approach do Oracle's leading customers typically adopt?