Presentation On MIS of Hero Honda

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Submitted to :Mr. Hitesh Sharma sem.

3/17/12

Submitted by:Manju Verma M.B.A. III (Finance)

Introduction

The company, established in 1985 as a joint venture between Hero Group of India and Honda of Japan, holds a 50% market share in India.

In the next six years Hero Hondas sales volume grew by 400%.

Its no wonder that Hero Honda has won accolades in the New Delhi business press. In fact, in 2001 Hero Hondas chairman Brijmohan Lal Munjal received the Ernst & Young Entrepreneur of the Year award for India, and in 2005 he was presented with the Padma Bhushan, a prestigious award from the Indian government.

Hero Honda now supplied motorcycles through more than 500 dealers and 700 service points, institutions, and overseas customers.

The challenge for Hero Honda: cut time and waste out of its supply chain and add more flexibility in meeting the fast-changing dynamics of the 3/17/12 market in India. modern

Pre SAP Scenario

Till 1998 Hero Honda depended on legacy systems, which had a high failure rate. According to S R Balasubramanian, HHML had legacy systems working on different platforms, which were developed in-house and tailormade to their method of working. Since the legacy systems took care of data processing, only some operational reports got generated by the system. Real MIS resided on Excel sheets along with different kinds of analysis. Information, therefore, was fragmented and 3/17/12

IT Infrastructure

The IT infrastructure of the company is connected over three major Local Area Networks (LANs). These connect the corporate office in New Delhi with two manufacturing plants (Gurgaon and Dharuhera), and other zonal and marketing offices. 21 locations are connected through its Wide Area Network (WAN) set-up.

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Enterprise Applications

As the management knew that the implementation of ERP would take some time, they wanted to use that time to introduce an IT culture in the company. The company to introduce a new greetings system on the lines of Bluemountain.com. They opened up a car4.809 cmds library system and asked the users to go to the card 3/17/12 library and select a card and send it across.

ERP Implementations

The next move was to implement ERP in order to integrate various functions and control its operations. The company went live with SAP R3 on February 1, 2001. It uses modules like production, materials, finance, marketing, assets, quality sales and distribution. The ERP implementation presented a high 3/17/12 level of data integration. ERP has helped the

SAPs Role

HHML evaluated BAaN and Oracle. The overwhelming presence of SAP in the automotive sector was one of the important reasons for selection.

IMPLEMENTATION PARTNERS

Siemens Information Systems Ltd (SISL) were the implementation partners. They imparted initial training to the users and core team 3/17/12 members.

Supplier And Customer Relationship Management

Processing Orders manually.

Hero Honda had already been using the mySAP ERP solution for its core applications but until January of 2004, the company continued to enter its customer orders manually . For example, they might have ordered 100 units but the supplier delivered 110.

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SAP Consulting

It took three months to complete the rollout. Helping Hero Honda speed up the process and helping implement some of the newest features in mySAP SRM was SAP Consulting.

End-to-End Process Integration

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Honda also implemented a customer

eHR Implementation

The past one year has seen IT playing a key role in the Personnel/ People Development/ HR departments of companies, which are trying to make the best use of their systems for storing, organising or disseminating information to their employees. Hero Honda has opted for a SAP HR module. S K Balasubramaniam, vice presidentinformation systems, Hero Honda, informs that 3/17/12

Information and IT Security Management

it is important, especially when it comes to a manufacturing company like Hero Honda, which is extremely dependent on its computer systems and networks for its operations. A disruption in IT infrastructure could spell disruption in business operations

Security set-up so far

The security approach has been evolutionary, in line with these growing requirements. Connecting the entire organisation during 3/17/12 the company put its mailing system into 1999,

Core Crisis

The company receives an average of 26,000 e-mail messages per day, which translates to almost 1 GB of storage space. Of these at least 70 percent were spam. The ISP was able to filter out about 50 percent of this. Still, almost 9,000 Internet Unauthorized messages hit our internal mail server access The changed scenario everyday. They tried out a few Information filters standalone, software-based spam security policy with little success.

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The RoI Factor

Benefits to HHML

GREATER RESPONSIVENESS, FEWER ERRORS AMBITIOUS PLANS FOR THE FUTURE Coming Next: Improved Collaboration, Analytics

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Number of servers Over 35 servers (All IBM) Proxy server For providing Internet access to internal users. Web server For providing access to dealers and vendors. Wide Area Network Connectivity for marketing offices with plants and head offices VPN connectivity between 20 locations through 64 Kbps leased line with ISDN as a back-up. Internet connectivity through leased line from Comsat Max

Thank you

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