List of Oracle PeopleSoft Activity-Based Management (ABM) Customers
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Since 2010, our global team of researchers has been studying Oracle PeopleSoft Activity-Based Management (ABM) customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased Oracle PeopleSoft Activity-Based Management (ABM) for EPM from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using Oracle PeopleSoft Activity-Based Management (ABM) for EPM include: DTE Energy, a United States based Utilities organisation with 4700 employees and revenues of $12.46 billion, American Century Investments, a United States based Banking and Financial Services organisation with 1450 employees and revenues of $3.00 billion and many others.
Contact us if you need a completed and verified list of companies using Oracle PeopleSoft Activity-Based Management (ABM), including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the software purchases.
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| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Application | Category | When | SI | Insight |
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American Century Investments | Banking and Financial Services | 1450 | $3.0B | United States | Oracle | Oracle PeopleSoft Activity-Based Management (ABM) | EPM | 1998 | n/a |
In 1998, American Century Investments implemented Oracle PeopleSoft Activity-Based Management (ABM) as an early beta deployment of PeopleSoft Enterprise Performance Management in the EPM category. The US pilot embedded the Oracle PeopleSoft Activity-Based Management analytic application to augment activity based costing efforts and introduce multidimensional profitability analysis across finance operations.
The Oracle PeopleSoft Activity-Based Management implementation concentrated on activity based costing engines, cost driver modeling, and multidimensional profitability reporting to move analysis beyond spreadsheet workflows. Functional capabilities implemented included activity identification, resource allocation and cost assignment routines, and configurable profitability dimensions to support more granular cost-to-profitability mapping.
The pilot implementation in the United States shifted cost and profitability workflows from manual spreadsheet processes into the PeopleSoft ABM analytic layer, creating centralized analytical reporting for finance and cost management teams. Vendor and industry coverage indicate the beta pilot delivered deeper cost and profitability insights and produced promising results prior to a wider rollout.
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DTE Energy | Utilities | 4700 | $12.5B | United States | Oracle | Oracle PeopleSoft Activity-Based Management (ABM) | EPM | 1999 | KPMG |
In 1999, DTE Energy implemented Oracle PeopleSoft Activity-Based Management (ABM) as part of a broader PeopleSoft financials and analytics initiative. The deployment focused on activity-based costing and profitability analysis, and is recorded under the EPM category.
The implementation configured Oracle PeopleSoft Activity-Based Management (ABM) to construct multiple ABM cost models that mapped activities, cost drivers, and resource pools across utility operations. Functional capabilities emphasized cost modeling, activity profiling, and profitability analysis workflows to support detailed process costing and scenario-based assessments.
KPMG Consulting delivered the implementation and integrated ABM with PeopleSoft financials and analytics to feed transactional cost and general ledger data into the activity models. Operational coverage included generation, transmission and distribution, and corporate support functions across the United States, enabling cross-departmental cost allocation and profitability reporting.
Governance established model stewardship and periodic recalibration of cost drivers, aligning ABM outputs with financial reporting and operational process improvement programs. The deployment produced multiple cost models that identified process improvements and cost-reduction opportunities reportedly worth millions of dollars in savings.
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