You are on page 1of 4

SAP Customer Success Story

Mahindra & Mahindra

Limited (M&M) imple-
mented mySAP Supply
link all its plants and to LEAD TIMES TO 19 DAYS
help decide which plant
Mahindra & Mahindra Limited (M&M) is an $800 million com-
should make what, when,
pany, employing some 12,000 people. It is the flagship of the
and for which global Mahindra Group, one of the top-ranking private sector compa-
market. The solution nies in India.
enables a pull-based re-
plenishment system that M&M's farm equipment division, which is one of two main
operating divisions, produced approximately 80,000 tractors
optimizes logistics and
in the year 2000. The division's launch of high-performance
manufacturing opera- tractors played a vital role in the mechanization of Indian agri-
tions – which helps M&M culture, directly impacting the lives of some 6 million Indian
improve margins and farmers. It is also the third largest producer of tractors in the
world (measured by units sold) and it exports to the United
reduce costs while
States, where it has an assembly plant, and to several other
enabling it to respond
countries in South Asia and Africa. M&M also plans to enter
quickly to customer several European countries in the near future.
needs. The company ex-
pects to reduce inventory The company has been the market leader in farm equipment
machinery in the highly competitive Indian market since 1986.
by 30% and bring replen-
Just as M&M wants to compete for more global business, inter-
ishment lead times down national competitors want a piece of the Indian business as well.
to 19 days.
“When the Indian market opened in the mid-1990s, the global pull-based replenishment system that optimizes logistics and
players came to India to compete against us,” says Satish manufacturing operations to improve margins and reduce costs
Moorjani, head of supply chain planning at the tractor division. while enabling quick response to customer needs.”
“We felt that, to really compete and win, we needed to build up
our skills and benchmark our processes against these global M&M articulated clear objectives for this global competitiveness
leaders, becoming better than them at managing the business. initiative enabled by mySAP SCM: reduce inventories across the
That way we would not only compete with them effectively in supply chain by aligning the company's business processes for
the domestic market, but could also challenge them for market IT-enabled supply chain management and ensure availability of
share globally.” tractors as per sales requirement – right model, right place, right
time – at minimum cost.
M&M implemented mySAPTM Supply Chain Management
(mySAPTM SCM) to first build on and then improve its business “Last year, we reduced supply chain inventory by more than 50%.
processes. The SCM project began in 2000. In the current year, we expect to reduce inventory by another
30%,” Moorjani says. “Replenishment lead times, which include
“Strategically, we had decided to set up assembly/manufacturing planning and execution lead times, were around 52 days before
operations at multiple locations. We expected this would the SCM project began. These times have been reduced consid-
increase the complexity of our supply chain and operations,” erably, and we expect to reduce them to 19 days or lower with
Moorjani says. “We needed a solution that could link all our the full mySAP SCM implementation.”
plants to provide an integrated view and help us decide which
plant should make what, when, and for which market in order M&M's gains are not only quantitative. “Strategically, mySAP
to optimize total costs and operational efficiency and respond SCM enables us to handle more complexity,” Moorjani says.
quickly to customer needs.” “The SAP solution allows us to offer more configurations to our
customers, extending our range of product selection for even
COST REDUCTION – A HIGH PRIORITY stronger global market positioning.”
For M&M, cost reduction was crucial. “In this very competitive
market, we have to develop new products, and new variants on ONE VENDOR – HIGH LEVEL OF INTEGRATION
existing products, to compete with world-class offerings,” M&M had evaluated a stand-alone supply chain solution before
Moorjani says. “This entails costs for product development and selecting mySAP SCM. “We already had SAP® R/3® as our
promotional incentives. We have to spend more money and at foundation and decided it would not be a good long-term
the same time not increase prices, because of the competition.” decision to select another vendor's system,” Moorjani says.
“First of all, the stand-alone solution and interfacing would be
That's where mySAP SCM came in. “The only way to keep our more expensive. We also felt that bringing in another vendor
margins healthy was to reduce costs by minimizing the cost of would complicate accountability. We chose SAP because we
production, logistics, working capital [mainly inventory], and wanted an integrated solution and needed to depend on one
the cost of lost sales,” Moorjani says. “mySAP SCM enables a vendor.”
During the rollout, M&M took advantage of SAP implementa- These business process changes alone paid significant dividends.
tion tools, which the company credits in part for the project’s “We began with dealer stock of 12,000 tractors and company
success. stock of 7,000 units,” Moorjani says. “The change in business
processes and move to pull-based replenishment allowed us to
“We used the AcceleratedSAPTM [ASAPTM] methodology,” says reduce dealer stock to 6,000 and company stock to 3,500.”
Ashok Pai, project manager for the supply chain project and a
consultant at Mahindra Consulting Limited, M&M's sister com- This makes the anticipated, additional inventory reductions
pany and the national implementation partner of SAP in India. of 30% even more impressive. “With the mySAP SCM full
“Other success factors included having the right core team and implementation, it will be possible to further reduce dealer
project sponsor. Our core team was excellent. The team mem- inventory from 6,000 to 4,000 tractors and company stock from
bers had good business-process knowledge and understood fore- 3,500 to 2,000 units, while maintaining excellent customer
casting, operations research, and optimization.” delivery response times,” Moorjani says.


PROCESS REENGINEERING M&M followed the business process reengineering with an
That core team expertise was especially crucial during the implementation of mySAP SCM functionality for demand
business change project that preceded the implementation. planning, supply network planning, and production planning
“We felt our investment would have more value if our business and detailed scheduling. The implementation went live at
processes were aligned to a pull-based replenishment system,” company sites during 2001 and 2002.
Moorjani says. “This included the rollout of a kanban system
within the factory and the use of third-party logistics service Once mySAP SCM demand planning capabilities are fully imple-
providers for replenishment of raw material inventories. The mented, tractor dealers will be able to update their own private
goal was to enable pull-based replenishment of raw materials Web sites with order information; this information would be
from vendors to plants and pull-based replenishment of tractors transmitted to M&M headquarters and the nearest regional
from our central plants to our 22 area stockyards. Another goal branch office. The branch would then replenish the dealer stock
was a pull-based replenishment policy for sales to dealers from when inventory has been consumed and forward the transaction
our stockyards.” to M&M.

The business process reengineering effort had a strong Web “The mySAP SCM deployment function suggests what we need
component, in anticipation of the mySAP SCM implementation to dispatch from our central stockyard – near our plants in
to follow. Bombay and Nagpur – to the various branch locations: which
model, what quantity, and to which area stockyards,” Moorjani
“We established private Web sites for our 400 dealers to collect says. “mySAP SCM initiates backwards planning and schedules
sales information and for our 800 suppliers to post mySAP SCM production and sequencing to replenish the pipeline. It also
planning information and material requirements planning generates a pull list to replenish raw material stocks.”
(MRP) schedules,” Moorjani says.
Neurottstraße 16
69190 Walldorf
T +49/1805 /34 34 24 *
F +49/1805 /34 34 20 *
* Subject to charge

M&M's area offices can update the demand plan on a weekly AT A GLANCE
basis. mySAP SCM can take into account regional demand varia- Software: mySAP Supply Chain Management
tion, using its optimizer capabilities to decide which plants will (SAP Advanced Planner and

Optimizer [SAP APO] with function-


make what and synchronizing the procurement schedules. ality for demand planning, supply
M&M runs supply planning capability based on the changing network planning, and production
planning and detailed scheduling)
demand pattern, with results transmitted to MRP and posted to
the private vendor Web sites. Hardware platform: Two Compaq servers

Operating system: Windows NT

“This way our suppliers can keep up-to-date on likely plant con-
Database: Oracle
sumption,” Moorjani says. “Vendors don't supply based on this
information – the rolling plan only alerts them to what they Number of users: 38
should be prepared for. All material flow from the suppliers is
pull based, triggered by actual consumption at the plant end.”


M&M plans to measure crucial metrics as this supply chain oper- M&M also wants to enhance its suppliers' Web site. Currently,
ates. For example, the company will measure production sched- information only flows from the company to the supplier in the
ule adherence across daily and weekly buckets; inventory at each form of MRP-derived schedules. In the next phase beginning in
node of the supply chain – measured weekly and expressed in late 2002, information will flow back from the suppliers to
days of expected consumption; pull efficiency – what has actual- M&M. Every time a supplier makes a dispatch, the information
ly been supplied against what was required to be supplied, as per will be entered onto the Web site and used by mySAP SCM to
demand from the central stockyard to the area stockyards, from confirm the schedule and generate documents in advance of
the plants to the central stockyard, and from the suppliers to truck arrival at the gate.
each plant; and cost per tractor.
“mySAP SCM is very, very important to Mahindra & Mahindra,”
“M&M also plans to improve production schedule adherence by Moorjani says. “It is normally not possible to handle such a vast
making production plans based on actual material in transit,” complexity of sourcing, manufacturing, and rapid response to
Moorjani says. “We need to know what material is in transit customer orders across an increasing variety of products.
from the various vendors to our plants and when it is expected mySAP SCM is a must. It is an essential solution for us in order
to arrive. We are experimenting with mounting global position- to optimize costs, improve market response times, and enhance
ing systems [GPS] on the trucks that carry our raw material/ competitiveness.”
components and interfacing them with mySAP SCM. This way
we can plan our production schedule based on actual material in
transit, rather than on a vendor commitment that may or may
not be fulfilled.”

50 058 287s (02/08)

© 2002 by SAP AG. All rights reserved. SAP, mySAP,, and other SAP products and services mentioned herein as well as their respective logos are trademarks
or registered trademarks of SAP AG in Germany and in several other countries all over the world. MarketSet and Enterprise Buyer are jointly owned trademarks of SAP AG and
Commerce One. All other product and service names mentioned are the trademarks of their respective companies.
Printed on environmentally friendly paper.