Negotiating Oracle Fusion ERP SaaS Contracts: Advisory Playbook

Executive Summary

Enterprise buyers should approach Oracle Fusion ERP SaaS contract negotiations with a strategic, data-driven plan and a firm stance on key terms. These high-value contracts (often $ 1 M+ deals) demand thorough preparation, competitive benchmarking, and expert guidance.

CIOs and procurement leaders must push beyond Oracle’s standard contract to secure protections on price, flexibility, and future costs.

The negotiation strategy should include locking in favorable pricing (both upfront and at renewal), ensuring the ability to adjust or expand services without penalty, and leveraging timing and alternatives to maximize concessions.

Success in negotiating an Oracle Fusion ERP SaaS deal comes from proactive planning, insisting on balanced terms, and not hesitating to bring in independent experts to level the playing field.

Problem Definition

Negotiating an Oracle Fusion ERP SaaS contract is a complex, high-stakes endeavor for large enterprises. Unlike commodity cloud services, an ERP system is mission-critical and deeply embedded in business operations, raising the stakes on every contractual term.

Oracle’s Fusion ERP SaaS agreements tend to be multi-year commitments with significant annual spend, and Oracle’s standard terms are heavily vendor-favored. Enterprise buyers face risks such as cost overruns, inflexible terms, and vendor lock-in if the contract is not carefully negotiated.

Key complexities and risks include:

• Opaque and complex pricing models: Oracle’s SaaS pricing uses metrics like Hosted Employee or Named User counts, with high list prices and complicated discount structures. Understanding and negotiating these is challenging, and mistakes can cost millions.
• Long-term lock-in: Once you commit to Oracle Fusion ERP, switching to another platform is extremely difficult in the short term. Oracle knows this, and without protective terms, customers may have little leverage at renewal, facing steep price increases or unwanted bundle renewals.
• One-sided contract language: Oracle’s Cloud Services Agreements often reference external policies and include clauses that limit Oracle’s obligations. If left unchecked, these terms can expose customers to unpredictable policy changes, minimal service remedies, and limited recourse if Oracle’s service underperforms.
• High initial costs and ramp-up risk: Enterprise SaaS deals often require substantial upfront subscription quantities. If the implementation or user adoption lags, the customer could be paying for unused services (cloud shelfware) due to rigid annual fees that are non-cancellable and non-refundable.
• Complexity of multi-pillar solutions: Oracle Fusion ERP might be sold alongside HCM, EPM, CX cloud modules. Negotiating such a broad scope means balancing terms across all, ensuring one area (e.g., ERP) isn’t subsidizing another, and that you retain flexibility to adjust the mix if business needs change.

In short, the complexity and risk of Oracle ERP SaaS negotiations stem from the combination of high spend, critical business impact, and Oracle’s aggressive contractual positioning.

Buyers must approach these negotiations with a clear understanding of these pitfalls and a plan to mitigate them through strong contractual and commercial terms.

Key Challenges in Oracle Fusion ERP SaaS Negotiations

Enterprise customers commonly encounter major commercial and contractual challenges when negotiating Oracle Fusion ERP SaaS agreements.

Below are seven key challenges and why they matter:

• Vendor Lock-In and Renewal Leverage: Oracle’s ERP SaaS creates strong lock-in; switching is extremely costly once your business processes run on Fusion ERP. Oracle leverages this by gaining pricing power at renewal. If you haven’t pre-negotiated caps, you could face significant price hikes or pressure to extend for multiple years on Oracle’s terms.
• Pricing and Discount Complexity: Oracle uses high list prices and relies on significant upfront discounts. Without market benchmarks, buyers may accept a deal that looks like a big discount but is still above market. Additionally, Oracle often requires committing to all employees or a large user count metric, meaning you pay for a broad population, possibly including casual users. Getting a fair price per user and not overpaying for unused capacity is a constant challenge.
• Limited Price Protections: By default, Oracle only guarantees price holds for the exact services and quantities purchased in the initial order. If you need additional modules or substantially more users later, those may be priced at the current (higher) rates unless you negotiate expansion price protections upfront. Lack of these protections can lead to budget surprises when your business grows or changes mid-term.
• Rigid Subscription Terms (No Flexibility): Oracle’s standard SaaS contracts lock you into specific modules and quantities for the full term, with no ability to reduce or reallocate. If your needs change (e.g., one module is underutilized and another is needed), you’re stuck until renewal, resulting in wasted spending on unused subscriptions. This rigidity also means you must forecast perfectly, or risk over-commitment.
• Termination Constraints: Oracle typically does not allow mid-term termination for convenience. You are committed to pay for the full term once signed, regardless of your satisfaction. Meanwhile, Oracle reserves broad rights to terminate or suspend service if you breach the terms. This imbalance means customers have no easy exit if the solution under-delivers – a serious risk if performance or adoption issues arise. Even termination for cause (e.g., chronic outages) is hard to invoke under Oracle’s standard terms.
• Service Level Agreement (SLA) Limitations: Oracle’s cloud SLA (often around 99.9% uptime commitment) may seem strong on paper, but the remedies are typically limited to service credits (a small percentage of fees) and require strict claim processes. There’s no compensation for business losses due to downtime. Without negotiation, credits might be the sole remedy, no matter how severe an outage is. Ensuring the SLA terms and support response times meet your operational needs – and adding penalties or escape clauses for severe SLA breaches – is a challenge many buyers overlook.
• Unfavorable Renewal and Auto-Renewal Terms: Many Oracle SaaS contracts include auto-renewal clauses that automatically extend the subscription (often annually or for another full term) unless you give notice 60-90 days in advance. If you miss the notice window, you could be locked in for an extra year at rates that may escalate. Moreover, Oracle’s standard approach to renewal pricing may be to apply yearly increases (e.g. ~3-4% per year compounding) or to renegotiate at the current list prices, which could mean a large jump after a deeply discounted initial term. Customers struggle with this because they have reduced leverage by renewal time, and Oracle knows it.

Each of these challenges can significantly impact the total cost and value of the Oracle Fusion ERP SaaS deal. Recognizing them early enables the buyer to target specific remedies in the contract, which the next sections will address through comparative insights and a strategic playbook.

Comparative Insight: Oracle vs Other ERP SaaS Vendors

How do Oracle’s SaaS contract terms stack up against those of other leading ERP SaaS vendors such as SAP, Workday, and Microsoft?

Below is a comparison of key contractual dimensions:

Note: The above are generalized comparisons. Each vendor’s contract can be negotiated to deviate from standard terms. Oracle, in particular, is known to be aggressive in enforcing standard terms, so obtaining similar flexibility or protections that some competitors offer may require deliberate negotiation effort.

For instance, Workday touts a customer-friendly approach, but it still demands proactive negotiation for price caps and flexibility. Microsoft’s cloud contracts benefit from volume program protections, but you must remain vigilant when renewing them.

SAP’s contracts under programs like RISE are complex and can be as rigid as Oracle’s without careful negotiation. Always use these comparisons to press Oracle by showing you know market alternatives. If Oracle perceives that SAP, Workday, or Microsoft could replace their solution, you gain leverage to extract better terms.

Strategic Playbook for Oracle ERP SaaS Negotiation

This section outlines a tactical, step-by-step playbook for CIOs, IT leaders, and sourcing professionals to successfully negotiate an Oracle Fusion ERP SaaS contract. This playbook covers what to ask for, what to push back on, effective negotiation levers, and deal timing considerations.

Step 1: Preparation and Team Alignment – Assemble a cross-functional negotiation team early, including IT, procurement, finance, and legal experts (and consider engaging an independent Oracle licensing/contract advisor such as Redress Compliance). Define your business requirements clearly: which Oracle modules are in scope, how many users (and of what type) you truly need, and your implementation timeline.

Develop a clear internal view of your must-haves vs. nice-to-haves. Also, identify any constraints (budget limits, go-live deadlines) that Oracle’s sales team might try to exploit – plan how to address them without compromising your terms.

Finally, have your legal team review Oracle’s standard Cloud Services Agreement upfront to flag problematic clauses (so you know where to focus negotiations).

Step 2: Benchmark and Establish Leverage –

Before you even tell Oracle your number, do your homework on pricing and alternatives:

• Obtain competitive quotes or benchmarks: Evaluate alternative ERP SaaS options (SAP S/4HANA Cloud, Workday, Microsoft Dynamics) for comparable modules. Even if you intend to go with Oracle, having a credible quote or Total Cost of Ownership analysis from a competitor is powerful leverage. For example, if Workday offers a similar suite at a lower per-user price or with more flexibility, bring that data to Oracle. Signal to Oracle that you have viable Plan B options – this will pressure them to improve pricing and terms.
• Use industry benchmarks: Leverage market intelligence from analysts or negotiation advisors. For instance, know the typical discount range (% off list) that similar companies have achieved with Oracle SaaS and what common renewal caps or concessions are. You might say, “We’re aware that enterprises of our size often secure around 50% off list and a ≤5% renewal cap – we expect similar.” Oracle sales teams respond when they realize you are an informed buyer.
• Highlight internal alternatives: If applicable, let Oracle know that sticking with your current solution (even an on-premises Oracle E-Business Suite or another legacy system) is an option if the cloud deal isn’t compelling. Oracle is eager to migrate customers to Fusion Cloud; the idea that you could stay on legacy (or use third-party support) can spur Oracle to offer better pricing to win your business now.

Step 3: Negotiate Commercial Terms – What to Ask For –

Enter negotiations with a clear list of contractual asks. These are terms that enterprise buyers should push to include or improve in the Oracle Fusion ERP contract and ordering documents:

• Upfront Discounts and Savings: Given Oracle’s high list prices, negotiate aggressive upfront discounts. Aim to set a target price you’re willing to pay (based on your benchmarks) and ask Oracle to meet it. It can be effective to propose a number first (anchoring low) – for example, “Our target is to spend no more than $X over 3 years for Y users.” Make Oracle negotiate up from your number, and for every dollar you concede, ask for a concession back (better terms, added services). Ensure the deal meets your budget, not just Year 1, since these are multi-year commitments.
• Ramp-Up Fee Schedule: Instead of paying the same yearly fee regardless of usage, request a ramped subscription schedule. This means lower fees in Year 1 (while you deploy and migrate) and higher in later years as you fully utilize the system. For example, if a 5-year deal totals $8.5M, structure it as Year 1 significantly lower and later years higher, rather than $1.7M each year flat. Ramped pricing aligns costs to value received, saving millions in the initial years. Oracle won’t volunteer this, but they often will agree if pushed, especially if you can demonstrate a phased rollout plan.
• Product Addition Price Protections: Secure price holds for future needs. List the additional Oracle Fusion modules or products you might add during the term (e.g., Procurement, Supply Chain modules not in the initial scope) and negotiate a fixed price or discount for those now. If you add them in Year 2 or 3, you pay the pre-negotiated rate. This prevents Oracle from charging you higher “lock-in” prices later when you have less negotiating power.
• Renewal Term and Price Cap: Negotiate the renewal up front. Don’t leave the post-initial-term pricing to chance. Insist on a clause that caps any renewal price increase – for example, “Renewal for the subsequent term will be at no more than a 5% increase over the prior year’s price” (or even 0% increase for the first renewal, if you have leverage). Also define the renewal options: perhaps a right to renew for a certain number of years at that capped rate. This way, you remove uncertainty and budget for the long run. Without this, Oracle could return with a much higher price, knowing you’re dependent on them.
• Flexibility to Reallocate or Swap Services: Ask for subscription flexibility clauses such as rebalancing rights or the right to swap subscriptions. This could mean the ability to reallocate a portion of your subscription spend from one module to another during the term or at least at renewal without penalty. For example, negotiate that once per year or at mid-term, you can reduce usage of one Oracle module by X% and increase another by the equivalent value. Similarly, if Oracle offers different metrics or editions, get the right to convert (swap) to a different edition or licensing metric if your needs change (e.g., switching some users from full to read-only licenses at a proportional price). These provisions protect against changing business requirements and help avoid paying for shelfware.
• “Shelving” and On-Premises Trade-In: If you are an existing Oracle customer moving from on-prem licenses to SaaS, use that as a bargaining chip. Oracle has been known to allow a license support trade-in (often informally called “shelving”). For example, suppose you are paying $X in annual support on old Oracle ERP licenses. In that case, Oracle might allow you to terminate those and credit a portion (sometimes $1 credit for every $3 of new SaaS spend) toward the subscription. Negotiate explicit terms for this: the ability to drop certain on-prem support contracts once you go live on Fusion SaaS, without penalty, in exchange for the new SaaS investment. This can save costs and ensure you’re not double-paying during the transition.
• Enhanced Support & Success Services: For a $ 1 M+ SaaS deal, ask Oracle to include some extras. This could be a premium support tier at no extra charge (ensuring faster response SLAs for critical issues), or some Oracle consulting/advisory hours to assist with deployment. Oracle may have customer success managers – ensure you get that layer of support. While Oracle SaaS comes with standard support, large enterprises can often get additional training, onboarding assistance, or dedicated support contacts written into the deal.

Step 4: Negotiate Protections – What to Push Back On –

Just as important as what to ask for is knowing which unfavorable clauses to push back against. Oracle’s standard contract will have several terms that you should seek to modify or eliminate for a fair deal:

• Auto-Renewal and Notice: Push back on automatic renewal clauses. Ideally, remove auto-renewal entirely so you are not locked in unintentionally. If Oracle insists, lengthen the notification period and ensure it’s prominently noted. For example, Oracle should be required to send a renewal reminder 90+ days in advance and give you the right to opt out or renegotiate at renewal. Never let an auto-renew ride silently at whatever rate Oracle sets – you want the contract to force a proactive discussion at renewal.
• Non-Reduction Clauses: Oracle may intend that you cannot reduce the number of subscriptions until the contract ends. Try negotiating a right to reduce a portion of licenses or spend mid-term if needed. Even if Oracle only allows a one-time reduction of up to 10% of users for a valid reason (e.g., business downsizing), that is better than nothing. At a minimum, ensure that you can adjust quantities freely at renewal. Do not accept any provision that locks you into the same (or higher) user counts on renewal, regardless of actual need.
• Broad Usage Definitions: Oracle’s user definitions can be overly broad (e.g., counting every employee as a “Hosted Employee” user even if not all will use the system). Scrutinize these definitions. Negotiate clarity or narrower definitions to avoid over-counting. For instance, if not all employees will use the ERP, perhaps a different metric or a lower count can be used (some vendors allow “active users” or have tiers of users). If Oracle’s metric is non-negotiable, negotiate price based on a realistic subset or get the contract to exclude certain populations (e.g., part-time employees, contractors) from the count if they won’t access the system.
• One-sided Termination Provisions: Oracle’s standard terms let Oracle terminate or suspend service for various reasons (often tied to customer breach or security issues) but do not allow the customer equivalent rights. You should insist on termination rights for cause on your side – e.g., the right to terminate if Oracle materially breaches the agreement and fails to cure it, or if Oracle consistently fails to meet SLAs over a defined period. Moreover, try to negotiate remedies for such scenarios: if you terminate for Oracle’s breach, you should be entitled to a pro-rata refund for the unused term and possibly assistance to transition off. Oracle will resist giving a blanket termination for convenience. Still, a compromise could be a termination right if critical SLA targets are missed multiple months in a row, or the ability to terminate a specific module that isn’t delivering value (potentially converting its fees to other Oracle services rather than a refund).
• Uncapped Liability and Indemnity Issues: Like most cloud vendors, Oracle caps its liability (often to the value of fees paid) and disclaims consequential damages. You likely won’t get Oracle to accept unlimited liability for outages or data loss; however, push for at least carve-outs in the cap for things like data security breaches, willful misconduct, or intellectual property indemnification. For example, ensure Oracle’s liability cap is higher for breaches of confidentiality or data protection (since they host your sensitive ERP data). Also, confirm the contract has Oracle’s commitment to indemnify you if a third party sues over IP infringement in the service. These are standard asks for a large deal, and Oracle has granted better terms to its big customers.
• External Policy Changes: Oracle’s contracts often incorporate external policies by reference (for service descriptions, security, support, etc.) and reserve the right to update those policies online. This is a risk – Oracle could change something like support procedures or data hosting terms mid-term. Negotiate to freeze critical policy terms as of the time of signing. For instance, attach the current SLA and Security Policy as exhibits, or specify that any changes to them must not materially degrade the service or your rights, otherwise you have an out. By locking specific versions of policies in the contract, you prevent Oracle from silently changing terms in its favor later.
• Data Access and Exit: Push back on minimal data retention commitments. The Oracle standard might only promise to keep your data available for 30 days after termination. If that is too short for your data export needs, negotiate 60-90 days of post-termination data access. Also, try to get Oracle to assist with data export (or at least not charge exorbitant fees). Explicitly discuss data migration support at end-of-term – even if you don’t plan on leaving, having that clause provides some leverage to ensure a smooth exit if needed.
• Assignment and M&A Flexibility: Ensure the contract allows you to handle corporate changes. Push back on strict consent requirements for assignment of the contract. For example, suppose your company acquires another company or spins off a division. In that case, you need flexibility to extend Oracle services to new acquisitions or to transfer the contract to a successor entity. Negotiate a clause that Oracle “will not unreasonably withhold or delay consent” to such changes, or explicitly permit assignments to affiliates or as part of corporate reorganization. This prevents Oracle from holding you hostage or charging a big fee when you undergo an M&A event.

Step 5: Leverage Negotiation Tactics and Timing –

How you negotiate can be as important as what you negotiate. Use these tactics to improve your outcomes:

• Control the Timeline: Oracle’s sales reps are infamous for creating a frenzy as quarter-end or fiscal year-end approaches, trying to rush the deal to closure (often to hit their quotas). Don’t cede control of the schedule. Instead, a realistic timeline for the negotiation steps should be set and communicated to Oracle. For example, plan your contract review, internal approvals, etc., and let Oracle know “we aim to finalize by X date if terms are met, but that’s contingent on receiving drafts by Y date.” If Oracle misses a deadline on their side (e.g., delivering a contract draft), adjust the close date accordingly. This tactic puts pressure back on Oracle, as their fiscal year-end (May 31 for Oracle) looms, any delay on their part pushes the deal into the next quarter, which they hate. By managing the timeline, you prevent Oracle from using the time crunch against you, and you might gain extra concessions as the real deadline (their year-end) gets closer.
• Choose the Right Deal Timing: Plan to negotiate when you have maximum leverage. Oracle gives its best discounts and terms at the end of its sales periods, especially Q4/year-end. If your project timeline allows, align your negotiation to conclude around Oracle’s fiscal year-end or a quarter-end. However, be careful: starting too late can backfire if you run out of time to thoroughly negotiate. Begin discussions early (many experts and Gartner recommend starting large deal negotiations 6-12 months before your target signing date). This way, you can afford to walk away from a quarter-end and wait for the next if terms aren’t good enough, rather than being desperate. Use Oracle’s quota and timing pressure to your advantage, but don’t let it force you into a subpar deal.
• Use a Competitive Narrative: Subtly remind Oracle that you have choices during talks. You might say, “Our board is also reviewing a proposal from SAP,” or “We’re doing a bake-off including Workday.” Even if you’re technically far along with Oracle, projecting an image that Oracle has only a 50/50 chance of winning your business keeps them on their toes. Oracle sales reps are motivated to prevent a loss to their rivals – you can often extract better discounts or contract concessions with this approach. Be sure not to bluff absurdly; it should be a plausible alternative.
• Link Concessions to Spend Commitments: Use the fact that this is a large $ 1 M+ deal as leverage. Oracle will want to publicize your win or consider it a big success. Make it clear that every extra dollar you consider giving to Oracle must earn something in return. For example, if Oracle wants you to consider extending the contract from 3 to 5 years, say, “In exchange for that longer commitment, we will need a larger discount and the flexibility clause we discussed.” Tie any increase in scope or term directly to improved terms for you.
• Get Everything in Writing: Ensure that all negotiated terms are documented in the contract (order form or master agreement). Do not rely on verbal assurances like “we will work with you on that at renewal” – if it’s important, get it written. For the negotiation process, ask Oracle to provide editable documents (e.g., a Word version of the Cloud Agreement and Order) so your legal team can mark changes. It’s much faster to redline the contract directly than rely on Oracle to interpret your requests correctly. Pushing for a Word doc might feel aggressive, but you can fully review and edit terms as a big customer. This also avoids sneaky last-minute “click-through” terms that Oracle might try to slip in via their online acceptance – you want the final agreed-upon version locked down.
• Maintain a Unified Front: Oracle’s sales strategy might involve multiple teams (cloud reps, management, and even their contract specialists) to divide and conquer. Make sure your team stays aligned. Internally decide your walk-away points for each key term and empower your lead negotiators to hold the line. Having one voice communicating with Oracle can be effective in avoiding mixed messages. Meanwhile, use side channels (e.g., have your technical team discuss how AWS or another competitor is attractive, while procurement pushes on price) to reinforce your negotiation narrative.

Step 6: Finalize with a Long-Term Mindset –

As you reach the final stages, do a last review of the contract through a long-term lens:

• Double-check future protections: Confirm that clauses for renewal, additions, flexibility, and exit are written and will hold up in 3-5 years when you need them. It’s easier to fix ambiguous language than fight over interpretation later.
• Eliminate ambiguity: Any vague language like “Oracle may consider…” or “customer may discuss in good faith…” should be firmed up. For example, if you negotiated a right to a certain discount on additional modules, the contract should state the exact percentage or price, not just an intent.
• Governance plan: Establish a governance process with Oracle post-signing. Identify the contacts and escalation path on both sides. For a big deal, Oracle often assigns an account manager or customer success manager – request that in the contract or at least in writing via a side letter. This way, you know how to get attention quickly when issues arise.
• Document all commitments: If any concessions were agreed to outside the standard contract (e.g., Oracle promised some free training, or a one-time professional services credit), make sure they are referenced in the order form or an attachment. Leave nothing to “we’ll remember later” – people change roles, and Oracle will only honor what’s in writing.
• Review final terms with experts: Before signing, consider a final review by a licensing expert or legal counsel experienced in Oracle contracts (if you haven’t had one throughout). A fresh expert eye might catch a hidden “gotcha” or suggest a final tweak. Given the deal size, this extra step is worthwhile.

By following this strategic playbook, enterprise buyers can confidently and rigorously approach Oracle Fusion ERP SaaS negotiations.

The key is to be proactive, detailed, and unafraid to ask for what you need – Oracle expects tough negotiators at the $ 1 M+ deal level, and the customers who come prepared will secure the best outcomes.

Clear Recommendations for Oracle ERP Contract Negotiations

To summarize, here are the concrete actions enterprise buyers should take when negotiating an Oracle Fusion ERP SaaS contract:

• Start early and plan thoroughly: Begin the internal alignment and contract review process 6-12 months before your desired signing date. Early preparation avoids a last-minute rush and allows time to leverage competing options.
• Engage independent expertise: Involve third-party advisors (e.g., licensing negotiation experts like Redress Compliance) who know Oracle’s playbook. Their benchmarks and experience can help you secure far better terms than going it alone.
• Benchmark against competitors: Always compare Oracle’s proposal with SAP, Workday, Microsoft or other alternatives. Use competitive quotes or market data to drive discounts and contractual concessions from Oracle – make them earn your business on your terms.
• Negotiate key commercial terms aggressively: Don’t accept Oracle’s first offer. Push for ramped pricing, strong price protections for additions, and a firm cap on renewal increases. At this deal size, every item—from discounts to term length—is negotiable.
• Build in flexibility: Insist on terms that allow you to adjust over time. Negotiate rights to swap or reduce portions of your subscription if needed, and avoid any clause that forces you to pay for growth or modules you might not use. Flexibility clauses will save money and headaches down the road.
• Address one-sided terms in the contract: Scrutinize Oracle’s Cloud Agreement and push back on any clause that overly favors Oracle. Remove or soften auto-renewal, broaden your termination rights, lock down Oracle’s ability to change policies, and secure adequate data exit rights. Make sure the written contract reflects every important promise.
• Leverage timing and walk-away power: Use Oracle’s quarter-end and year-end pressures to your advantage, but be willing to walk away or delay if terms aren’t satisfactory. Never let Oracle’s timeline force you into a bad deal – there is always another quarter. You can extract last-minute improvements when Oracle is eager to close by controlling the pace.
• Document everything and formalize commitments: Get the final negotiated terms in writing, in detail. Don’t rely on “trust” for future considerations – if it’s not in the contract, it effectively doesn’t exist. Ensure all negotiated add-ons (support upgrades, services, etc.) are included in the agreement or an addendum.
• Prepare for long-term partnership: Treat the negotiation as setting the foundation for a multi-year relationship. Establish governance, escalation contacts, and clear mutual expectations in the contract. This will pay off by preventing disputes and ensuring Oracle delivers on its promises throughout the term.

By following these recommendations, CIOs and procurement leaders will significantly improve their position when signing an Oracle Fusion ERP SaaS contract. The outcome should be a more balanced agreement that protects the enterprise’s interests, ensures financial predictability, and sets the stage for a successful Oracle cloud deployment.