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Submitted By: Ananda Dasgupta Sudeep Ojha Tushar Pandey Viswanath Srinivas Pendyala Eshan Gupta Ashwin Kondadi

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Presentation Outline
Overview of Coca Cola Problem statement Project objective Coke One Vendor Selection Goals of Implementation ERP Planning phase ERP Implementation Change Management Benefits and Limitation of the ERP Lessons Learned

Brands in 200+ countries 1.8 Billion servings everyday

Over 10000 SKUs

700000+ employees worldwide

Receives $18B as franchisee fees from bottlers and $90B business

3500+ brands worldwide

Problem Statement
A legacy IT architecture in place

Multiple software systems in place: sales and distribution, finance, HR, PR and other home grown applications
Each of the bottlers were using their own versions of SAP for finance, manufacturing and administration

Lack of integration and unavailability of companywide business information

Non-existent business process standardization and high inventory costs

Project Objectives/Business Case

Localization of global SAP Business Suite for Coke bottlers to improve flexibility

Faster process innovation cycle - implement differentiating new business processes on top of SAP Business Suite Provide end-to-end business tools that will allow the bottlers to standardize all systems & processes

Introduce more effective methods to optimize productivity and performance

To provide excellent customer service by improving customer-centric procedures such as inventory management & invoicing accuracy Business developers get access to critical info: transaction history, Promotion Activities, Product Availability

Coca Cola Bottler Services

Roadmap for Coke One

How Coke One enables Vision 2020


Vendor selection
Modularity Customization Possibilities - % of processes covered Best Practices of Industry Technology Compatibility with the existing infrastructure Vendor Reputation Nb Of installations in industry and area Successful track record of its partners

ERP Market Share

After-implementation support level Costs

Goals of implementation
SAP is a complete end-to-end business tool that will allow CCH to standardize all systems & processes applying the same technology in all divisions.
Significant investment in SAP, introducing new and more effective methods to optimize productivity and performance throughout the organization. SAP Platform allows CCHellenic to provide excellent customer service by improving our customer-centric procedures such as inventory management and invoicing accuracy.

With the installation of SAP Wave 2, business developers have access to various critical customer information such as:
Transaction History Promotion Activities Product Availability through their handheld devices that enable more competitive customer service.

Projected benefits

$53 - $109 million

Enterprise Process Map

Product & Customer Segmentation Business Planning
Key Account Wholesaler plan Field sales plan Territory/ Visit Plg. In Store Execution

Integr. Order Mgmnt
Distribution Mgmnt Settlement Billing

Financial Financial Management Management

Promotion Evaluation Field Sales Monitoring

Channel / Category Plan and Promotion Plan

Strategic Route Planning

Demand Planning

Cash Mgmnt
Financial Financial Accounting

Treasury Treasury Cash Mgmnt

Supply Network Planning

Manufacturing & Haulage

RFA Process

Weekly Dem. & Supply Mgmnt

Production Execution.

Product Quality

Warehouse management
Haulage Fleet Mainten.


Operational Reporting / KBI



Group Reporting / KBI

Financial Planning

Period End Closing Closing

Procurement Mgmnt Receiving Mgmnt Accounts Payable

Period End

Capital Budget



Vendor Mgmnt

Corporate & Management Reporting

Equipment demand planning

Asset Management
Asset Management

Equipment Placement

Equipment Equipment Refurbishment/ Maintenance Disposal

Human Resource Planning

Human Resource Management Recruit-To-Retain

Org.Mgmt & Admin


People Performance & Development

Corporate Reporting (Business Intelligence)

Customer Profitability Vendor Monitoring Equipment Monitoring

Finance Management

Sales, Marketing & Distribution

Survey Monitoring

ERP Architecture

Implementation Process


Set up Project Team

Define Project Plan

Define and finalize Scope

Establish Milestones


Evaluate Solution

Define Key Users / Critical personnel

Gap Analysis / Change Requests

Assess / Approve changes


Allocate external & internal resources

Monitor Implementation

Test solution provided

Provide Feedback

Roll out

Halt change process

Define cut-off period and Phase in

Define Contingency Plan (in case of failure)

Minimize functionality until stabilization

Project Implementation Timeline

Preparation Phase

Go Live

With a stable environment, the benefits of SAP can be obtained, such as efficiency, effectiveness and transformation.

Much work to prepare for new systems and business processes.

The go-live event is both an end and a beginning.

Immediately after going live, performance, productivity and morale usually declines as people adapt to the new system and processes.

Once people become comfortable using the system and all the bugs are worked out, then the environment stabilizes.

Change Management Planning

Document processes Define Gaps Assess / Implement Build knowledge

Transfer knowledge

Use knowledge

Faster and accurate decision making Improved customer service Faster Replenishment of shelves in retail outlets Increase in Revenues Better Compliance High Reliability Low cost of ownership Better Security

Standardization of Business Process across business units Faster access to Sales data Reduced Inventory Levels Improvements in Production scheduling Improvements in Forecasting Eliminate Manual Processes (Financial Statements)

High Training Costs Complexity in Implementation which lead to phased approach Legacy systems and new systems should run parallel Database Migration Limitations as DB2 supports unsorted exports

Lessons learned
The major lesson learned during the course of implementation were
Stages : very important, that implementation is done in stages. Trying to implement everything at once will lead to a lot of confusion and chaos. Buy in: employee buy in is of paramount importance when you are planning to implement in stages and then scale up Requirement analysis: the success or failure of the implementation totally depends on how well has the planning team analysed the requirements Communication: there should be a continuous channel open for evaluation of the project as ERP systems are very integrated and change to one may affect other related modules Training: there should be a continuous training program enabling in smooth transition Customization: tailor fit the ERP/BPM modules to your organisation; it will help reduce costs and time on a longer run

In the Czech Republic, Slovakia, Italy and Bulgaria, handheld electronic devices allow the delivery drivers to produce customer invoices at the time of delivery, reducing invoice inquiries and improving cash flow. In Poland, Bulgaria and Romania, automated dispatching of products results in faster delivery and optimized route planning, to help meet specific customer requirements.

In Austria and Italy, a SAP-driven vendor management inventory system allows exchanging electronic inventory information with large customers and plan the replenishment of their warehouses.

In Bulgaria, a specialized customer order entry process and keyboard have helped Customer Service specialists reduce the time required to take a product order by 25%-30%.