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Submitted By:Ananda Dasgupta D011Sudeep Ojha D044Tushar Pandey D046Viswanath Srinivas Pendyala D048Eshan Gupta E023Ashwin Kondadi E032
• 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
Presentation Outline
Introduction
Brands in 200+ countries
700000+ employees worldwide
1.8 Billion servings everyday
3500+ brands worldwide
Receives $18B as franchisee fees from bottlers and $90B business
Over 10000 SKUs
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 company-wide 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
Departments
Vendor selection
After-implementation support level
Reputation – Nb Of installations in industry and area –Successful track record of its partners
Compatibility with the existing infrastructure
Modularity – Customization Possibilities - % of processes covered – Best Practices of Industry
Technology
Vendor
Support
Costs
ERP Market ShareFunctionality
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
Key AccountWholesaler plan
Field salesplan
EquipmentMonitoring
CustomerProfitability
Promotion Evaluation
SurveyMonitoring
Field SalesMonitoring
Equipmentdemand planning
Equipment Placement
EquipmentMaintenance
EquipmentRefurbishment/Disposal
BusinessPlanning
DemandPlanning
Supply NetworkPlanning
FinancialPlanning
CapitalBudget
TreasuryCash Mgmnt
FinancialAccounting
Period End Closing
OperationalReporting / KBI
GroupReporting / KBI
Product & CustomerSegmentation Financial
Management
Controlling
Channel / CategoryPlan and
Promotion Plan
SettlementBilling
DistributionMgmnt
In StoreExecution
Territory/Visit Plg.
AccountsPayableRFA
Process
ReceivingMgmnt
ProcurementMgmnt
VendorMgmnt
Market-to-Cash
Forecast-to-Deploy
Procure-to-Pay
Asset Management
Weekly Dem. &Supply Mgmnt
ProductionExecution.
ProductQuality
Fleet Mainten.
Haulage
Warehousemanagement
Integr. OrderMgmnt
Strategic RoutePlanning
VendorMonitoring
HumanResourcePlanning
Recruit-ment
Org.Mgmt& Admin
Compen-sation
PeoplePerformance
& DevelopmentRecruit-To-Retain
Pricing
TreasuryCash Mgmnt
FinancialAccounting
Period End Closing
FinancialManagement
Controlling
Corporate & Management
Reporting
Sales, Marketing & Distribution
Manufacturing & Haulage
Procurement
Asset Management
Human Resource Management
Fin
an
ce M
an
ag
em
en
t
Co
rpo
rate
Re
po
rtin
g(B
usi
ne
ss I
nte
llig
en
ce)
Enterprise Process Map
ERP Architecture
Prepare Set up Project Team
Define Project Plan
Define and finalize Scope
Establish Milestones
Assess Evaluate Solution
Define Key Users / Critical
personnel
Gap Analysis / Change Requests
Assess / Approve changes
ImplementAllocate 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
Implementation Process
Project Implementation Timeline
Go Live
The go-live eventis both an end
and a beginning.
Recovery
Immediately after going live,
performance,productivity and morale usually
declines as people adapt to the new
system and processes.
Once peoplebecome
comfortable usingthe system and all
the bugs areworked out, thenthe environment
stabilizes.
With a stable environment,
the benefits of SAP can be
obtained, such asefficiency,
effectivenessand
transformation.
Preparation Phase
Much work to prepare
for new systems andbusiness processes.
Document processes
Define Gaps
Assess / Implement
Build knowledge
Transfer knowledge
Use knowledge
Change Management Planning
• 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)
• 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
BENEFITS/ADVANTAGES
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
LIMITATIONS/DISADVANTAGES
• 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
Lessons learned
Conclusion
In the Czech Republic, Slovakia, Italy and Bulgaria, hand-
held 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%.