Idea Transcript
ANNEXURE I
LIST OF COMPANIES THAT USE SAP/ERP IN INDIA Mostly all the big companies in India are either running on SAP implemented ERP solution or going to implement SAP. Some of the names with their official website are given belowAutomotive Apollo Tyres , India http://www.apollotyres.com/ Hero India-Hero MotoCorp Ltd. http://www.heromotocorp.com/ Mahindra & Mahindra Ltd., India http://www.mahindra.com/ MRF, India http://www.mrftyres.com/ Tata Motors, India http://www.tatamotors.com/ Bajat Auto, India http://www.bajajauto.com/ TVS Motors, India http://tvsmotor.in/ Ford ,India http://www.india.ford.com/ Eicher,India http://www.eicherworld.com/ Honda Two Wheelers, India http://www.honda2wheelersindia.com/ Maruti , India http://www.marutisuzuki.com/ Hindustan Motors Ltd., India http://www.hindmotor.com/ Hero Cycles Ltd., India http://www.herocycles.com/ Force Motors Ltd., India http://forcemotors.com/ Bajaj Tempo, India http://www.bajajauto.com/ Oil and Gas ONGC India http://www.ongcindia.com/ Indian Oil, India http://www.iocl.com/ BPCL,India http://www.bharatpetroleum.com/ Consumer Products Hindustan Unilever , India http://www.hul.co.in/ Madura Garments , India http://www.madurafnl.com/ BIG BAZZAR,India http://bigbazaar.futurebazaar.com/ VISHAL MEGAMART,India http://www.megamalls.in/ Future Group, India http://www.futuregroup.in/ Aravind Mills, India http://www.arvindmills.com/ Videocon, India http://videoconworld.com/ Onida, India http://www.onida.com/ Sony, India http://www.sony.co.in/ Coca cola, India http://www.coca-colaindia.com/ Pepsi, India http://pepsicoindia.co.in/ Britania Industries, India http://www.britannia.co.in/ Samsung, India http://www.samsung.com/in/ VOLTAS, India http://www.voltas.com/ TITAN, India http://www.titanworld.com/ Nestle, India http://www.nestle.in/ Relaxo Footwear http://www.relaxofootwear.com/ ABG Cement http://www.abgcement.com/ Engineering, Construction & Operations GMR Group , India http://www.gmrgroup.in/ 309
Hindustan Construction Company , India Okaya Power Group
http://www.hccindia.com/ http://www.okayapower.com/
Healthcare Wockhardt, India http://www.wockhardtin.com/ Industrial Machinery & Components Jindal Steel,India http://www.jindalsteelpower.com/ Tata Steel, India http://www.tatasteel.co.in/ Essar Steel, India http://www.essar.com/ Jindal Group, India http://www.jindalgroup.com/ Bhusan Steel, India http://www.bhushanltd.com/ Telecommunications Reliance InfocommLimited , India http://www.rcom.co.in/Rcom/personal SuzlonPower , India http://www.suzlon.com/ Chemicals Tata Chemicals, India http://www.tatachemicals.com/ LG Polymers ,India http://www.lgpi.co.in/ Dulux Paints, India http://www.dulux.in/index.jsp Nerolac Paints, India http://www.nerolac.com/ Asian Paints, India http://www.asianpaints.com/ Sudarshan Chemical http://www.sudarshan.com/ Nagarjuna Fertilizers http://www.nagarjunafertilizers.com/ Marico Industries http://www.marico.com/ Rallies India http://www.rallis.co.in/ VBC Ferro Alloys http://www.vbcindia.com/ Medi Corp Group http://www.medicorpgroup.com/ Madras Hydraulic Hose(p) Ltd. http://www.madrashydraulic.com/ Shasun Chemicals and Drugs Limited http://www.shasun.com/ Paradeep Phosphates Limited http://www.paradeepphosphates.com/ Orchid Chemicals & Pharmaceuticals Ltd. http://www.orchidpharma.com/ Rajiv Plastic Industries hhttp://www.rajivplastics.com/ Narendra Plastic http://www.narendrabags.com/ Neuland Laboratories Limited http://www.neulandlabs.com/ Bhansali Engineering Polymers Ltd. http://www.bhansaliabs.com/ Sterling Auxiliaries Pvt. Ltd. http://www.sterlingaux.com/ Ambuja cements Ltd. https://www.ambujacement.com/ Pharma-Medical Dabar, India http://www.dabur.com/default.aspx Dr. Reddy, India http://www.drreddys.com/ GlenmarkPharma , India http://www.glenmarkpharma.com/ Zandu , India http://www.zanduayurveda.com/ Nicholas Piramal http://www.nicholaspiramal.com/ IntasPharma http://www.intaspharma.com/ Alembic Pharma http://www.alembic-india.com/ EmcurePharma http://www.emcure.co.in/ Mahyco Seeds http://www.mahyco.com/ Government Sector GAIL, India http://www.gail.nic.in/ BHEL,India http://www.bhel.com/home.php BSNL,India http://www.bsnl.co.in/ 310
BPCL http://www.bharatpetroleum.com/ IPCL http://www.ipclindia.com/ ONGC http://www.ongcindia.com/ Others Companies using SAP Tata Toyo http://www.tata.com/company/Media TTL http://www.ttl-solutions.com/ SUBROS http://www.subros.com/ Bajaj Tempo http://www.bajajauto.com/ BSES http://www.bsesdelhi.com/ ISPAT http://www.jswispat.in/ NFCL http://www.nagarjunafertilizers.com/ Nestle http://www.nestle.in/ Times of India http://timesofindia.indiatimes.com/ Hindustan Times http://hindustantimes.com/ Kalyani Brakes http://www.kalyanigroup.com/ Finolex Cables http://www.finolex.com/ Kirloskar http://www.kbl.co.in/ Gujarat Reclaim & Rubber Products http://www.gujaratreclaim.com/ Carbon Black http://www.birlacarbon.com/ CEAT http://www.ceattyres.in/ Sundaram Clayton http://sundaramclayton.in/ Bharat Froge http://www.bharatforge.com/ STERLITE Group http://sterlite-industries.com/ BOSCH http://www.boschindia.com/ LIBERTY http://www.libertyshoes.com/ BEML India http://www.bemlindia.com/ Jaihind Industries Ltd. http://www.jayahind.com/ RelaxoFootware http://www.relaxofootwear.com/ Reliance Retail http://www.ril.com/html/business/business_retail.html Sundram Fasteners http://www.sundram.com/ Man Force Trucks Pvt. Ltd. http://www.manforcetrucks.com/ Mother Dairy http://www.motherdairy.com/ Force Motors Ltd. http://forcemotors.com/ Rallies http://www.rallis.co.in/ Rahman Industries Ltd. http://www.rahman-group.com/ Continental Carbon India Limited http://www.continentalcarbonindia.com/ Honeywell International http://honeywell.com/ Gujarat State Petroleum Corporation http://www.gspcgroup.com/ Orient Paper Industries http://www.orientpaperindia.com/ Grasim Industries http://www.grasim.com/ ZydusCadila Healthcare http://www.zyduscadila.com/ IFB Industries http://www.ifbindustries.com/ IT (SOFTWARE) COMPANIES TCS http://www.tcs.com/ IBM India http://www.ibm.com/in/en/ Accenture India http://www.accenture.com/ HCL Technologies Ltd. http://www.hcltech.com/ NIIT Limited http://www.niit.com/ Hewlett-Packard (HP) – India http://www8.hp.com/ 311
ITC Infotech Intelligroup Asia Pvt. Ltd. L&T Infotech Siemens Information systems Limited Mahindra-Satyam Wipro Infotech CSC India Capgemini India Deloitte Fujistu KPIT SAPLABS India Intel Technology India Pvt. Ltd. Microsoft Corporation India Pvt. Ltd.
http://www.itcinfotech.com/ http://www.intelligroup.com/ http://www.lntinfotech.com/ http://www.siemens.co.in/ http://www.mahindrasatyam.com/ http://www.wipro.com/ http://www.csc.com/in http://www.in.capgemini.com/ http://www.deloitte.com/ http://www.fujitsu.com/in/ http://www.kpitcummins.com/ http://www.sap.com/ http://www.intel.com/ http://www.microsoft.com/india/
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II ERP QUESTIONNAIRE(General) FOR CDM/HDMC STUDENT OFFICERS Rank and name (OPTIONAL) : ARM/SERVICE : APPTS DONE : HOW LONG HAVE YOU WORKED FOR ARMY/AIR FORCE/NAVY? (Please Select only One Check Box for each Question) 1. Have you read/heard about ERP? 2. Does processes of automation benefit an organization? 3. There a need to integrate the many departments of a logistic service for better overall control, Do you agree? 4. The Introduction of an ERP software will increase the efficiency of higher decision makers, do you agree ? 5. Is there really a need for lateral and vertical logistics supply chain info visibility by higher commanders ? 6. An ERP System will increase the productivity and efficiency of the employees using it. Do you agree ? 7. An ERP helps a decision maker track all logistics activities at one instant. Do you agree ? 8. Does the ERP help in faster completion of your daily routine tasks? 9. Do you think Report generation will be simpler using the ERP? 10. Is there a need for integrating reverse logistics in ERP package for Armed Forces ? 11. ERP packages are very costly.Do you think Armed Forces should invest in it vis-à-vis eqptprocurement ?
Please mention the number in the box, which best represents your satisfaction level:. 1 = Disagree; 2 = Somewhat Disagree; 3 = Neutral; 4 = Somewhat 313
Yes
No
Can't Say
Agree; 5 = Strongly Agree Questionnaire – Detailed
Are the logistic echelons of your Arm/Service fully automated? The environment in your Arm/Service is IT trained. There is a need to train the manpower in IT aspects before introducing ERP. The existing database of logistics echelons is often fudged to depict better efficiency. There is a need to conduct a dedicated drive to educate the environment about benefits of ERP. There will be resistance from the environment for implementing ERP. Higher Commanders are likely to resist more than the end user. There is little awareness about ERP at all levels. Manual processes and procedures is a better option than IT based ERP, especially for Armed Forces. The ERP will increase the employee satisfaction and productivity and enable better choices for employees Introduction of ERP is indeed a futuristic step for the organisation. Hiring of consultants will compromise the security of your organisation. Implementation of ERP will be a huge challenge for any logistics service of Armed Forces. Simultaneous implementation of ERP for all logistics branches will be a better option than peacemeal implementation. Army, Air Force and Navy should have some commonality in there ERP platforms. Interlinking of lateral IT chains of ERP between Army, Air Force and Navy will result in better decisions during joint Operations.
Open - Ended Questions
ERP should be included in the curriculum at Senior Command, HDMC/Higher Command, NDC courses. Do you like the idea of ERP implementation in the Armed Forces? Please rate the following factors in their order of importance for ERP implementation in Army:
Business Process Re-engineering’,
Planning and foresight, User training on IT, Change
management, Top management support, Effective communication ,Team work ,User involvement ,
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Use of private consultants, Management of Risk order) Recommendations/suggestions (If Any)
315
(10 for most important and in descending
ERP QUESTIONNAIRE(General) FOR NDC STUDENT OFFRS Rank and name (OPTIONAL) : ARM/SERVICE : APPTS DONE : HOW LONG HAVE YOU WORKED FOR ARMY/AIR FORCE/NAVY? (Please Select only One Check Box for each Question)
Yes No
Have you read/heard about ERP? Does processes of automation benefit an organization? There a need to integrate the many departments of a logistic service for better overall control, Do you agree? The Introduction of an ERP software will increase the efficiency of higher decision makers, do you agree ? Is there really a need for lateral and vertical logistics supply chain info visibility by higher commanders ? An ERP System will increase the productivity and efficiency of the employees using it. Do you agree ? An ERP helps a decision maker track all logistics activities at one instant. Do you agree ? Does the ERP help in faster completion of your daily routine tasks? Do you think Report generation will be simpler using the ERP? Is there a need for integrating reverse logistics in ERP package for Armed Forces ? Please mention the number in the box, which best represents your satisfaction level:. 1 = Disagree; 2 = Somewhat Disagree; 3 = Neutral; 4 = Somewhat Agree; 5 = Strongly Agree
316
Can't Say
Questionnaire - Detailed Are the logistic echelons of your Arm/Service fully automated? The environment in your Arm/Service is IT trained. There is a need to train the manpower in IT aspects before introducing ERP. The existing database of logistics echelons is often fudged to depict better efficiency. There is a need to conduct a dedicated drive to educate the environment about benefits of ERP. There will be resistance from the environment for implementing ERP. Higher Commanders are likely to resist more than the end user. There is little awareness about ERP at all levels. Manual processes and procedures is a better option than IT based ERP, especially for Armed Forces. The ERP will increase the employee satisfaction and productivity and enable better choices for employees Introduction of ERP is indeed a futuristic step for the organisation. Hiring of consultants will compromise the security of your organisation. Implementation of ERP will be a huge challenge for any logistics service ofArmed Forces. Simultaneous implementation of ERP for all logistics branches will be a better option than peace meal implementation. Interlinking of lateral IT chains of ERP between Army, Air Force and Navy will result in better decisions during joint Operations.
Open - Ended Questions ERP should be included in the curriculum at Senior Command,
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HDMC/Higher Command, NDC courses. Do you like the idea of ERP implementation in the Armed Forces? Please rate the following factors in their order of importance for ERP implementation in Army: Business Process Re-engineering’,
Planning and
foresight, User training on IT, Change management, Top management support, Effective communication ,Team work ,User involvement , Use of private consultants, Management of Risk
(10 for most important and in descending order)
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Enterprise Resource Planning (ERP) Implementation Strategies (Corporate/ Industries) The purpose of this questionnaire is to collect information to identify the key implementation parameters that influence the choice of an implementation strategy with a view to drawing up a list of critical success factors of ERP implementation to increase the business success.
Your answers will be kept strictly CONFIDENTIAL. All information gathered will only be used for tabulating results. Section 1: Company profile 1 Please describe the size of your organisation: Small
Medium
Large
2 What is/was the motivation for ERP implementation? Technical Business / Strategic Functional Cost saving and other financial reason Others, please specify:
3 From your experience, what do you consider to be the organisational critical success factors of an ERP implementation? Redesigning business processes to fit software Organisational commitment to change Integration with software Adequate internal expertise Adequate mix of internal and external human resources Sufficient standardisation and discipline Avoiding technical bottlenecks Avoiding conflict with business strategy Clearly stating scope of project Clearly stating project timeline
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Assigning role/responsibilities for functional areas
4 How long was the implementation of the ERP system? Less than 1 year 1 year to 1.5 years 1.5 year to 2 years 2 years to 2.5 years 2.5 years to 3 years Over 3 years
5 What implementation strategy was used? Parallel approach
Phased approach
Big band approach
Pilot approach
Others, please specify:
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