ERP Implementation

@ ESSEL PROPACK
“ERP is not IT. It is a business process change”

Presented by Group 5:

Amalesh Bandopadhyay (6)

Meenal Aggarwal
Swati Narwal
Udit Adhlakha
Abhishek Prasad (49)
Himani Pandey
What Makes us different??

 Whom we met
 What we understood
 What we learnt
WHOM WE MET
Company Profiling

Part of the Essel Group with turnover of over $300 mn

Largest specialty packaging company

• manufacturing laminated and seamless plastic tubes
• oral care, cosmetics, personal care, pharmaceutical, food and
industrial sectors.

2200 employees and 23 state of the art facilities in twelve

countries sell 4.5 billion tubes and a market share of 33%
• Across countries like USA, UK, Europe, Egypt, Russia, China,
Philippines, Indonesia & India
 Mr. Zoeb Adenwala
• Born in Surat, Migrated to Aden
• Studied in Gujarati medium school
• Graduation from COEP, Pune
• Masters from IIT Kharagpur
• 1978, First Company TCS for 9 years.
• 1987,SKF Bearing i: First time ERP implementation
• 2001 , EDS
• 2003, Pidilite
• 2007,Essel Propack
• 2009, as CIO . SAP Implementation at Essel Propack

We would like to extend our thanks to Mr. Zoeb Adenwala for taking
out time to guide us through this project.
WHAT WE UNDERSTOOD
ERP @ ESSAR PROPACK

2008 Was the start of the ERP implementation journey for Mr. Zoeb
Adenwala.

• By 2009,Standard SAP was successfully rolled out world-wide in 21 Plants spread across 10
countries.

Transitioning from the earlier APO (Advanced production optimization) and

PPDS tools

• Shelled out Rs 20 crore for the SAP implementation

For the ERP application, the organization utilized HP’s Unix 11i platform
along with HP's OS virtualization technology and oracle 10g as the database.

• Implementation of MM,SD, and accounting modules along with CRM.

Impact Of ERP on business

 Gave visibility to your business

 A single view of the business data
 Makes your business agile enabling it to easily adjust to the
market.
 Integrates your business
 Removes manual and paper work
 Accessibility of information increases
 No top line effect but a bottom line improvement
The implementation cycle

Initiation

Go Live and “AS IS” to

Post Go Live “TO BE”

Realization Business
& Testing Blue Printing
Stage 1 - Initiation
• Takes about 2 to 3 months

• Involved
• Convincing and procuring Management Support
• Selecting the Right Consultants, KPMG
• Selecting the right ERP solution, SAP
• Selecting the Right Core team
• Constructing the right infrastructure
• Assess Organizational Preparedness

•SAP essentials:
• Transactional System
• All DSS was generated
• ABAP is the programming language
• Basis is for database and user administration
• Exits in standard code and configuration helped in customizing.
Cont…
• Infrastructure development for Core Team incurred
1.5 crore. A separate facility where the core team
could not be distracted with any other work was
built.

• Prior to selecting an ERP, checked compatibility plus

the customization cost for inter ERP comparison .

• Remember to understand requirements and then

buy an ERP rather than Vice-Versa.
• They tag along with the ERP being implemented
• They Give best standard Practices Consultants
• KPMG was selected to map the requirements and suggest
best suited ERP.
• 1 Process owners / function ( 8-9 yrs of work experience)
• Designs the entire business blueprint and suggest changes
to ERP
Core Team
• Separate IT team responsible for data collection, migration
& cleaning
Team
• The Sponsors and supporters
• Drive For ERP Comes from them
Management
• Senior leadership team i.e. Functional Guys MD/Senior level
The TEAM
Roles and Responsibilities

 For CIO/ Top Management

 A facilitator
 A Problem Solver
 Conflict Management
 A Change Agent
 Not the part of Core Team , but you represent the top
Management
 Enabling contracts with reference to the project
 Leading discussions within the team so as to guide
them.
 Planning–Stage 2
 Consultants
 have templates, structured questionnaire and data gathering tools for collecting user
requirements.
 A fixed fee based consultant

 “TO BE” phase is defined based on the vision of MD.

 Brain storming and creative discussions.
 A blue Print – a reality check

 Development of customized reports and reconfiguration.

 Customization to adapt to other countries regulation
 Master Data Creation

 No Integration of suppliers

 Every region had a separate core team

Testing and Go Live – stage 3

 A big bang approach

 Checks are implemented.
 Users are given Vanilla SAP.
 Training through Video Conferencing
 Testing is done in three phases:
 Unit testing (core team only)
 Functional testing (core + user)
 System Integration testing (core + user)
Challenges Faced and Solutions

 Culture challenges
 Training challenges :
 Video-conferencing
 Fear of losing job :
 No retrenchment
 New and better roles
 Tech-gap between gen X and Y employees
 Change Management
Performance metrics for ERP

Inventory Account Delivery

levels receivables Performance

Working Machine
Stock Outs
Capital Utilization

Production User Turn around

efficiency Friendly time
OUR LEARNINGS
ERP is

 A People Management Project

 A Business Process Re-engineering Project

ERP Fails when:

 If the project is made entirely IT people’s

responsibility

 You choose to make a disaster recovery plan /

fall back option.
Key Take Aways

 MS OneNote: Utility of Windows applications

in everyday life.

 Communication, communication and when

adequate communication has been made
more communication is the key
Thank you!!!!