IMPLEMENTATION

Presented By :-
HRD1815372/ ANKIT KUMAR GUPTA
TM1817483/ AKASH MANDAL
HRD1815152/ RAJDEEPSINH VAGHELA
MM1820345/ SUKRITH K
TM1817132/ ABHIMANYU RATHORE
MM/ AMLAN MISHRA
 Launched in September 2001,by Kishore Biyani

 P a r t of F u tu re Group
 Retail chain of Hyper-markets with around 250+ stores across 90 cities
 Offers a wide range of merchandise including fashion and apparels, food
products, electronics ,furniture, etc.
 IT infrastructure and services supported by Wipro
 Follows the business model of US based WalMart
 Adopted SAP in 2005
 Need for Robust Transaction Mechanism for store Operations
 Opening of new stores need reliable software to keep track

 Existing Silos :
Mr. Deshpande joined F u tu re Retail as CIO in May 2004
 He noticed disparate systems being used by the different units
 He began work on two initiatives:
1. to bring in people with project a nd business focus
2. to abandon the application development projects with local vendors
There were so many different systems developed by many different vendors
and these systems could not be integrated
 Developed in-house Solution

 Retail Enterprise Management (REM) - a distributed POS based solution

developed in-house, was deployed a t every store, which managed inventory
promotions, sales and customer profiles across all the outlets.

 With the expansion in business, the software was modified, enhanced, and
stretched to accommodate the changing retail dynamics.
 Mind-set of business people in the organization

 They were not mentally prepared to deal with such a large investment in IT

 Migrating unorganized d a ta to a n organized format was the next key challenge

 Initially, entire focus was on validity of the solution, and whether it met business
needs
 Improved financial tracking and reporting
 Deft handling of complexities in retail business requirements
 Enhanced decision making
 Support for the financial accounting needs
 Expediting the reconciliation
 Predict market demand patterns change
 Managing the supply chain
 Set up a team to evaluate high-end ERP vendors
 Team comprised of experts from Future Retail, SAP & Novasoft
 The team had expertise in domain, process, project management,
technical package etc.
 To ensure top management support
 Several sessions planned to educate and inform employees
 A newsletter was started with the intention of keeping everyone
informed about the ERP project
 • Blueprinting & Mapping
• SAP Team works closely with Big bazaar.
PHASE 1 • Business Process Reengineering was Identified

• The SAP platform was developed with the help of the template designed by Novasoft
• This technique is called Accelerated SAP (ASAP)
PHASE 2 • It is used to speed up the implementation.

• Stores going Live

• Before the SAP implementation, all the d ata was unorganized
• Organizing data
PHASE 3 • Porting of Data from old system to new System
• This was the most time consuming activity during the implementation
 Solution : SAP Retail Solution
 Implemented By: SAP team with the help of Novasoft, Singapore
 Time Taken : 6 months
 Cost of Implementation: About $10 million
 Information security
 Educatedthe manpower
 Company put up strong firewalls in both hardware a nd software forms

 Maintenance & Hardware

 Used by around 1,200 employees across the organization.
 For maintenance, Big Bazaar ha s a n in-house team a nd it ha s outsourced the Advanced
Business Application Programming (ABAP) resources.
 The system r u n s on a H P Superdome server on H P UNIX 11i and the database is
from Oracle
 In order to ensure t h a t the system is current, it was continuously reviewed.
 In 2011, E r n s t and Young were called in to undertake a n audit to help strengthen
the controls in the ERP system.
Financial and Strategic Benefit
 Greater business insights through more accurate and timely
financial information
 Lower costs via convergence of financial accounting and controlling
 Enhanced data quality
 Easier compliance with regulatory requirements via the SAP
parallel accounting feature
Operational Benefits
 Real-time, continuous reconciliation of cost elements an d
expense accounts, freeing up personnel for more value added activities
 Ability to close books 15% to 20% faster
 5% to 10% reduction in accounts receivables