Strategies to Reduce Oracle Support Costs
Oracle support often costs 22% of the original license price per year, and these fees can grow annually. Over a decade, support costs can double or even triple due to yearly uplifts and added charges for extended support.
Given this significant expense, IT and procurement professionals seek ways to optimize Oracle licensing, renegotiate contracts, and explore third-party support to rein in costs without compromising business operations.
Below, we outline key strategies – from license and contract optimization to alternative support models – that organizations across regions have used to dramatically reduce Oracle support expenditures.
License Optimization Strategies
One of the most effective ways to cut support costs is to ensure you’re only paying for licenses and features that you use. Oracle environments often accumulate shelfware – licenses that sit unused while still incurring annual maintenance fees.
Proactively optimizing your Oracle licenses can eliminate this waste and reduce support spending:
- Identify and Eliminate Shelfware: Conduct regular internal license reviews or audits to ensure licenses align with actual usage. Many organizations have discovered that 15–25% of their Oracle licenses are inactive, yet they continue to be under support. You can realize immediate savings by terminating support for truly unused databases, middleware, or application modules (e.g., one company found that 20% of its licenses were shelfware and saved hundreds of thousands by canceling those support contracts). Be aware that simply dropping licenses from a support contract may trigger Oracle’s repricing policy, potentially reducing your discount on remaining licenses and eroding the expected savings. To avoid this, work with Oracle or licensing experts to remove entire groups of unused licenses in a way that doesn’t reprice the rest of your estate (for example, terminating a whole support line or using contract migration tactics).
- Rightsize License Types and Editions: Ensure you use the most cost-effective licensing model and edition for each Oracle deployment. For instance, if a development or testing environment has only a handful of users, consider switching from expensive processor-based licenses to Named User Plus licenses – one financial firm cut its database licensing costs by 50% by doing so. Similarly, evaluate whether Oracle Database Standard Edition could meet certain use cases instead of Enterprise Edition. As many as 50% of companies run Enterprise Edition, where Standard Edition would suffice; therefore, downgrading those instances can yield substantial savings over time. The same goes for middleware and applications – you might consolidate Oracle WebLogic servers or use a lower edition if advanced features aren’t needed. Always align the license metrics (processors vs. users) and product editions with actual usage patterns to avoid overpaying for capacity or features you don’t utilize.
- Consolidate and Reassign Workloads: Oracle’s support fees scale with the number of licenses, so reducing your license footprint through consolidation can directly cut costs. Look for opportunities to merge databases or application servers and retire excess instances. For example, one company consolidated 20 separate Oracle Database servers into 5, significantly reducing the number of processor licenses and resulting in a 30% reduction in annual support costs. Likewise, leveraging technologies like virtualization or IBM LPAR can help limit the number of CPUs/cores that Oracle sees for licensing purposes, thereby lowering the license count. In one case, a company migrated Oracle workloads to an IBM LPAR partitioned system, reducing active Oracle-licensed cores by 40% and achieving a corresponding 40% cost savings on support. The key is to architect your environments license-efficiently – fewer, better-utilized servers mean fewer licenses to maintain.
- Remove Unneeded Options and Packs: Oracle Database and middleware products come with numerous add-on options (such as Advanced Security, Partitioning, and management packs) that each carry their support fees. It’s common for companies to accidentally enable features or retain options that they aren’t actively using. Conduct periodic internal audits to identify unused options or modules in your Oracle Database, E-Business Suite, PeopleSoft, JD Edwards, and other systems. Once identified, disable those features and request their removal from your support contract. This avoids paying support for components that provide no value. For instance, after discovering that certain Oracle Database options (like Advanced Compression and Partitioning) were unnecessary, one organization could cancel those options’ support and save about $100,000 annually. The same principle applies to Oracle applications: if you have E-Business Suite or PeopleSoft modules that are no longer in use (e.g., a payroll module in a region where you’ve moved to a different system), consider dropping their licenses to stop the support charges. Simply follow Oracle’s formal process to terminate those licenses, which will stop support billing.
In summary, license optimization is about aligning your Oracle licenses with reality and trimming excess usage.
By avoiding shelfware and over-licensing, companies can often cut a significant portion of their support costs without impacting active use.
It’s not uncommon to save 10–20% or more on support through these measures simply by not paying for what you don’t need.
Contract Optimization Approaches
In addition to license cleanup, examine your Oracle support contract structures and policies. Often, money is lost due to contract terms that favor Oracle, such as inflexible renewal terms, automatic price increases, or tying your hands in terms of reductions.
Strategically optimizing your contracts can introduce flexibility and better pricing.
Key approaches include:
- Avoid Costly Auto-Renewals: Oracle support agreements often auto-renew annually by default, leading to “rubber stamp” renewals with built-in price increases. Instead, treat each renewal as an opportunity to renegotiate the terms. Proactively calendarize your support renewal dates and give yourself time to review what you’re renewing. If certain products are no longer needed, notify Oracle before the renewal to remove them (and make sure to do it contractually correctly to avoid the repricing trap discussed earlier). One Redress Compliance guide notes that simply allowing auto-renewal without review is a common pitfall that leads to paying for unused licenses year after year. By actively managing renewals, one Oracle customer consolidated several support contracts and negotiated a new three-year deal, resulting in a 10% lower rate per year in the future. The lesson is never to accept the status quo – you can optimize or exit contracts at renewal if you plan.
- Structure Contracts for Flexibility: When negotiating new Oracle purchases or renewing agreements, try to embed flexibility for future changes. Oracle’s standard policy is that if you drop support on a subset of licenses from a given order, they will reprice the remaining licenses at the list price, wiping out any expected savings. To counter this, you might negotiate terms or carve-outs that allow some license termination without full repricing. Some organizations achieve this by co-terming but separating products into different order CSI contracts (so that one product’s support can be terminated independently), or by negotiating a support fee cap for the remaining licenses if others are terminated. In practice, Oracle resists providing explicit flexibility to reduce license counts; however, creative approaches exist. For example, companies have transferred licenses they wanted to drop to a subsidiary entity and then terminated that entity’s support contract entirely, avoiding repricing on the main contract. Such maneuvers can be complex and require Oracle’s cooperation, so engage your Oracle account team early if you plan to downsize. Sometimes, they might allow a one-time license migration or retirement with minimal penalty if it’s part of a broader deal. The key is to avoid being locked into paying for licenses you no longer need.
- Negotiate Better Pricing and Caps: Everything in an Oracle support contract is negotiable, including the annual price increases. Don’t assume you must swallow the standard 4%–8% yearly uplift. Many customers have successfully negotiated a 0% price increase (or a price freeze) on support as part of multi-year renewals or larger deals. Oracle often agrees to waive the annual uplift if you commit to a multi-year term or renew well before expiration. During Oracle’s fiscal year-end (May) or quarter-end crunch times, the vendor may be more willing to offer concessions to hit sales targets – this is a prime time to ask for fee reductions or extras. While Oracle is less likely to grant large outright support discounts (a 30% support reduction is “almost unheard of” in normal circumstances), customers can achieve savings by locking in pricing (avoiding cumulative hikes) and even getting one-time discounts tied to new purchases or cloud commitments. For example, Oracle offers incentive programs that can reduce your support spending by 25–33% when you migrate certain workloads to Oracle Cloud Infrastructure. If moving to Oracle’s cloud is part of your roadmap, leveraging such programs can turn into direct support cost relief.
- Mind ULA and Renewal Timing: For those on an Oracle ULA (Unlimited License Agreement) or other enterprise agreements, timing is critical to avoid support cost pitfalls. A common issue arises at the end of a ULA: once you “certify” your usage and exit the ULA, your support fees become fixed based on the licenses counted. If you under-deployed relative to what was anticipated, you could end up paying the same high support fee but for far fewer licenses, effectively paying a premium in perpetuity for shelfware, as many customers in Scenario B have discovered. To prevent this, maximizing your deployments before the ULA ends (within compliance) is crucial, as it allows you to certify a higher number of licenses and obtain more value for your support dollars. Start your internal ULA audit 6–9 months before expiration to gauge deployment levels and decide whether to expand usage or negotiate an extension. Some organizations even negotiate an amendment to cap support fees or include certain upgrades before the ULA is signed or certified – for instance, negotiating that no additional support uplift will apply when the ULA converts to perpetual licenses. In one case, clients negotiated clauses to avoid paying Oracle’s hefty Extended Support add-ons when their products entered that phase. The overarching strategy is to plan well ahead for any contract milestone (whether it’s ULA end, support renewal, or version end-of-life) so you can either negotiate protections or make a timely switch (to third-party support or alternative solutions) rather than incurring surprise costs.
In summary, contract optimization involves securing more favorable terms and avoiding common pitfalls. Ensure you read the fine print on support policies, such as Oracle’s Matching Service Levels and repricing rules.
Negotiate to limit annual increases, secure discounts for multi-year commitments, and build flexibility for changing needs whenever possible.
And never wait until after an auto-renewal—Oracle has little incentive to negotiate once you’re locked in for another year.
By being proactive and strategic in contract discussions, companies have gained relief on support costs, whether through modest 5–15% discounts, frozen maintenance fees for several years, or the ability to shed costs when retiring a product.
Third-Party Support Viability
When Oracle’s direct support becomes too costly or no longer necessary, third-party support is a compelling alternative.
Providers like Rimini Street and Spinnaker Support offer maintenance services for Oracle Database, Middleware, E-Business Suite, PeopleSoft, JD Edwards, and other Oracle products – typically at 50% of Oracle’s price (or even less).
Third-party support means you cancel Oracle’s support contract and pay a third-party vendor to handle updates, patches, and issue resolution for your Oracle software.
Here’s why it’s gaining traction and what to consider:
- Cost Savings and Value: The immediate appeal is cost – companies can cut their annual support fees in half by moving to a third-party provider. For example, a manufacturing firm that paid $1 million per year to Oracle switched to a third-party provider and instantly reduced support costs to $ 500,000, saving $ 500,000 annually without changing its software usage. Beyond the headline savings, third-party support vendors often lock in your fees without annual increases, providing predictable maintenance budgeting. Some clients also find that they receive more personalized service for the money – third-party providers commonly assign senior engineers to accounts, offer faster response SLAs, and will even support custom code and integrations (something Oracle Support typically declines). This level of attention can improve support quality for organizations running stable, heavily customized systems (like a tailored PeopleSoft or EBS instance). Many who switch report that the support experience is as good as or better than what they had with Oracle, all while paying half the cost.
- No Forced Upgrades: With Oracle, staying fully supported often means you’re pressured into upgrading to newer versions to continue receiving patches. Third-party support extends the life of your existing software without requiring upgrades. Even if your Oracle products are at end-of-life in Oracle’s eyes, a third-party provider will keep supporting them (including creating custom patches or workarounds for bugs) for as long as you need. This is a significant draw for customers using legacy Oracle applications, such as PeopleSoft, JD Edwards, or E-Business Suite, who may not want to undertake a costly migration to Oracle’s cloud applications just to stay supported. Third-party support allows you to run your stable ERP for 5, 10, or 15 more years, with updates for tax and regulatory changes, security fixes, and more, thereby avoiding the expensive upgrade cycles that Oracle would impose. It decouples your software’s usable life from Oracle’s dictated support timeline.
- Licensing and Legal Considerations: Moving to third-party support does not mean relinquishing your Oracle licenses – those remain yours and are perpetual under the terms you purchased them. You are no longer paying Oracle for support services. Oracle’s contract usually terminates your access to Oracle patches and the Knowledge Base, but you retain the right to run the software. Oracle sometimes spreads fear, uncertainty, and doubt that leaving their support is illegal or will cause compliance issues; in reality, as long as you stay within the bounds of your license entitlements, you are within your rights to self-support or use a third-party support provider. Oracle cannot cancel your licenses outright just because you switched support vendors. That said, you should review your contracts for any third-party support restrictions (and very old contracts or ULA terms to ensure there’s no clause requiring continuous Oracle support – this is rare. Also, be aware that if you need to return to Oracle’s support (for example, to upgrade to a new product version), you may be required to pay back support fees or purchase new licenses, depending on the duration of your support lapse. Many organizations use third-party support as a bridge to a new system or a long-term cost-saving strategy. If needed, they can re-enroll in Oracle support in the future by paying the standard penalties or buying new licenses – it’s not a one-way door.
- Trade-offs and Risks: Third-party support is unsuitable for every scenario. You will no longer receive official patches or product updates from Oracle, which means you will not have automatic access if Oracle releases a critical patch or new feature. For some, this is acceptable – many organizations on mature versions don’t need constant patches, or the third-party provider will develop their fixes for you. However, for others, especially those with compliance requirements for vendor-provided patches, this could be a concern. There’s also a perceived risk that Oracle might become more aggressive in license audits once you leave their support as a means of pressure (audit risk is often cited as a consideration). However, maintaining good license hygiene (as discussed in the optimization section) can mitigate this – if you’re compliant, an audit should hold no fear. Vendor reliability is another key factor: ensure you choose a reputable third-party provider with a proven track record, as you’ll rely on them for mission-critical support. Rimini Street and Spinnaker have been in the business for over a decade, supporting thousands of Oracle customers worldwide, including many Fortune 500 firms, which has helped validate the third-party support model. Oracle has pursued legal action against third-party providers (most famously Rimini Street). Still, those cases revolved around how support materials were obtained, not the legality of using third-party support. Today, third-party support is an established option enterprises use globally, and Oracle customers have the right to choose it.
In short, third-party support can be a highly effective lever for reducing costs.
It tends to make sense when your Oracle environment is relatively stable (you’re not in the middle of constant upgrades or needing the absolute latest features) and when the cost of Oracle’s support far outweighs the benefits you derive from it.
Companies running legacy Oracle applications that meet their needs or those planning to transition off Oracle in a few years find third-party support particularly attractive.
It allows them to save millions in the interim, which can be redirected to new projects.
Always perform a business case analysis: identify which systems could be safely supported by a third party (often, non-production or less critical systems are a good starting point), obtain provider quotes, and weigh the savings against any limitations.
Many firms start with a subset of their Oracle portfolio on third-party support as a pilot before potentially expanding it.
Negotiation Tactics with Oracle
Whether or not you choose to utilize third-party support, it is wise to leverage all available options when negotiating with Oracle on support costs.
Oracle is known for being a tough negotiator, but customers have achieved meaningful concessions with the right tactics.
Here are some negotiation tips and tactics that licensing experts recommend:
- Leverage Timing and Sales Quotas: Oracle’s sales representatives have quarterly and annual targets, and your support renewal or new purchase can help them meet those quotas. You may find Oracle more flexible by engaging at the right time – ideally, a few months before your renewal, aligned with Oracle’s Q4 (which ends in May) or other quarter-ends. Oracle is often more willing to offer support concessions at the end of the fiscal year to meet sales goals. Plan your negotiation timeline to take advantage of this, if possible. Even asking for a simple break (like waiving the annual 8% uplift for this renewal) is more likely to succeed when your Oracle rep is trying to close business and secure their bonus.
- Create Competitive Pressure: Don’t keep it a secret that you’re exploring alternatives. Inform Oracle that you are considering moving some or all support to a third-party provider or have budget constraints that might force you to reduce your Oracle footprint. While Oracle may not slash your support fees in half just because you mention Rimini Street, it does change the conversation. In many cases, Oracle’s first response to a third-party support threat is to offer to eliminate the annual increase or extend payment terms, rather than cutting the base fee. Take whatever concessions you can get – removing the uplift alone can save ~8% year over year, which compounds significantly. If your support spend is substantial, you may even receive a small discount or other incentive as a counteroffer. However, be prepared that Oracle’s stance is often that their support is “non-negotiable” – you may need to escalate within Oracle (to a support renewal manager or higher) and persist. A realistic target (e.g., avoiding increases or getting ~5-10% off) grounded in benchmark data (like knowing other similar companies got a freeze or slight discount) can strengthen your case. Remember that Oracle is unlikely to agree to significant cuts without a major change in scope; as noted in an Oracle licensing FAQ, a 30% support reduction is almost unheard of unless a new major purchaseis made. So, aim for achievable wins.
- Bundle and Trade-Offs: If you’re also purchasing new Oracle products or cloud services, use that as a bargaining chip. Oracle might be willing to offer better support if you, for example, expand your usage of Oracle Cloud or purchase additional licenses. This could come as credits or discounts on support tied to the new spend. Conversely, if you’re consolidating contracts (as mentioned earlier), the larger the contract value, the more Oracle has at stake, which can justify a volume discount. Negotiating support as part of a broader Enterprise Agreement or during the procurement of new licenses can be effective. Ask for a global discount that covers both the new licenses and reduces your existing support stream, or request extra years of support at no additional charge. Oracle’s sales teams have some flexibility if it helps them sign a bigger deal. The key is to find win-win scenarios: perhaps you’ll agree to a multi-year renewal or adopt an Oracle cloud module, and in return, Oracle will reduce your ongoing support rate or provide a significant credit. Always get any such promises in writing as an amendment to your contract.
- Use Benchmarks and Experts: It can help to reference what other companies are paying or have negotiated. While specifics are often confidential, industry analysts and third-party licensing advisors frequently share trends. For example, knowing that many customers have negotiated a 0% increase on support for a 3-year term, or that Oracle has provided special discounts for customers moving to OCI, gives you concrete asks. If you can access a licensing consultant or peer network, gather insight on Oracle’s “going rates” or any recent concessions. Oracle’s tactics evolve (recently, they moved from a 4% standard uplift to as high as 8% in some cases), so understanding the current negotiation climate is valuable. If negotiating is not your forte, consider enlisting experienced negotiators – some firms specialize in Oracle contract negotiations. They can help you avoid common pitfalls, craft a strategy, and even participate anonymously in the negotiation. Investing in expert help can pay for itself many times over if you’re considering a multi-million-dollar support renewal.
- Document Everything and Stay Firm: When you enter negotiations, be clear about your questions and the reasons behind them. Document your current usage, the cost issues, and the alternatives you’re considering. Presenting Oracle with a well-founded case (for instance, “We have 15% of licenses not in use, we cannot justify paying support on these, here’s our plan to terminate them or move them to third party if we can’t reach an agreement”) can sometimes open dialogue on solutions that Oracle normally doesn’t advertise. Be courteous but firm – Oracle reps might initially insist that support prices are standard. It often takes several rounds, and you may need to get to the right person with the authority to approve exceptions. Ensure any negotiated outcome (like a waived uplift or discount) is reflected in the renewal order or an addendum. Verbal assurances are not enough. Finally, be willing to walk away or escalate if you’re not getting traction – for example, involve your CIO or procurement VP to call an Oracle sales executive. Demonstrating that reducing this cost is a top priority for your company indicates that you will find a way to cut support costs, one way or another, with or without Oracle’s help.
Successful negotiation with Oracle is about timing, leverage, and knowledge. By using Oracle’s fiscal calendar to your advantage, introducing competition (third-party or alternative platforms), and bringing data to the table, you put pressure on Oracle to develop a creative solution.
Many have obtained relief from the relentless cost escalations of support, securing a few years of flat fees can mean millions saved over the long term.
Support Cost Reduction Scenarios
To illustrate how these strategies come together in practice, here are a few anonymized real-world scenarios and hypothetical examples where companies significantly cut their Oracle support costs:
- Global Telecom Saves 50% via Third-Party and Negotiation: A global telecom company was spending roughly €10 million annually on Oracle support across its databases and applications, a figure that was increasing each year. By engaging an Oracle licensing advisory team, they implemented a two-pronged plan. First, they shifted a large portion of their Oracle portfolio to third-party support (Spinnaker), cutting those maintenance fees in half. Second, they renegotiated contracts for the remaining Oracle-supported products, identifying unused licenses to terminate and convincing Oracle to waive certain uplifts and consolidate support line items at a lower rate. In the first year, the company saved about €5 million (50% reduction), and over three years, it projected €15 million in savings. The CIO noted that service quality was maintained even after moving off Oracle’s support, validating the decision. This scenario illustrates the effectiveness of combining strategies: aggressive negotiation with third-party support for maximum savings.
- Post-Merger License Cleanup Yields Quick Wins: After a corporate merger, an organization discovered an overlap in its Oracle Database licenses – essentially, it had more licenses (and support contracts) than needed to serve its combined workloads. They performed a thorough license review and formally decommissioned the redundant Oracle licenses through Oracle’s termination process. As a result, their annual Oracle support payments dropped by about 15%, with no impact on operations. This was a straightforward example of eliminating shelfware: the merger made it obvious that some licenses were truly unused, and by acting swiftly to cancel support on those, the company realized immediate budget relief.
- License Model Switch Cuts Middleware Costs: A mid-sized software company had been licensing Oracle WebLogic Server on a processor-based model for all environments, including development and test servers that only a few engineers accessed. They worked with Oracle to convert several WebLogic licenses to Named User Plus, aligning with their usage. By switching these non-production systems from processor licensing to a user-based model, they dramatically reduced the required licenses (since 10 Named User Plus licenses can cover a small dev server instead of 2 processor licenses). This change resulted in a roughly 50% reduction in annual support costs for those environments, without any reduction in capability. It highlighted how choosing the right license metric can avoid overpaying. In this case, Oracle was amenable to the conversion because the company remained in compliance and kept the systems on Oracle support (as opposed to being canceled outright).
- EBS Customer Pauses Support During Transition: For many years, an enterprise running Oracle E-Business Suite (EBS) 12.1 decided to implement a new cloud-based ERP and retire its EBS within 18 months. With the end in sight, they analyzed the risk of staying on Oracle support versus alternatives. Because Oracle’s support for EBS 12.1 was in Sustaining Support (no new patches) and the internal team could handle minor issues, the company canceled Oracle support for the last year of EBS usage, saving over $300,000 in fees. They augmented their staff to handle break-fix internally and had a contingency to subscribe to third-party support if needed (ultimately, they managed without it for that year). This scenario (common with legacy PeopleSoft or JD Edwards applications, too) underscores that if a legacy system is due to be decommissioned, paying Oracle for support in its final stretch may have little ROI , especially if no new fixes are coming from Oracle due to its support tier. The company could fund part of the implementation of the new system by freeing those dollars.
- Database Consolidation and Feature Tuning: A financial services firm undertook an initiative to consolidate databases and eliminate optional features for cost optimization. They migrated dozens of small Oracle databases on multiple servers into a handful of multitenant Oracle DB instances on a high-performance server farm. This reduced their total Oracle Database licenses by 30%. Additionally, they reviewed the usage of expensive add-ons, such as Oracle Advanced Security and Tuning Pack, and turned off those that did not provide significant value. Oracle worked with them to remove those options from the support agreement. The firm achieved a 20% reduction in annual Oracle support costs, which was achieved by factoring in the license count drop and not paying for unused options. Performance and user experience were maintained (in some cases, improved due to the newer hardware and streamlined databases). The key takeaway is that technical optimization (consolidation) and license optimization go hand in hand. By architecting a more efficient Oracle footprint, the organization not only saved on infrastructure but also reduced its recurring support bill.
Each of the above examples demonstrates a distinct approach to managing Oracle support costs, and many organizations will employ a combination of these strategies.
The right mix depends on the Oracle products in use (database vs. ERP apps may have different considerations), the business’s future roadmap (e.g., planning to stay on Oracle long-term vs. migrating off), and risk tolerance.
What’s clear is that significant savings are achievable. Companies have trimmed Oracle maintenance spending by double-digit percentages through diligent license management, smarter contract terms, tough negotiation, and leveraging third-party support where it makes sense.
