Successful Stories of SAP Customers
| Tata Ryerson upgrades SAP to handle growth. The R/3 3.0F version was a clear winner during the evaluation exercise which Tata Ryerson undertook before its ERP implementation in 1997. The core package had sales and distribution, materials management, finance, production planning and application link enabling modules. C S Murty, chief of information management, Tata Ryerson, says, “We were inspired by the success of SAP’s ERP package at Ryerson’s Mexican plant. They had experienced a speedy implementation and were given excellent support by SAP; and as there are many users of SAP’s ERP system, there were no bugs. Moreover, we found that the queries, reports and graphical presentation of data are well developed in the package.” Tata Ryerson changes its name to Tata Steel Processing and Distribution. more |
| IOCL's SAP landscape comprises 458 locations with about. 4000 concurrent users. Since its initial SAP implementation in ... more |
| Triveni was looking for a solution that needed the least amount of customisation. Explains Jain, “Customisation of the package meant shelling out more money and delaying the implementation, which we wanted to avoid. Besides, we wished to deal with a company that could provide future upgrades and whose solution gelled with our future plans. Hence SAP was the natural choice since we had plans to invest in a PLM and CRM solution soon after implementing ERP.” SAP R/3 4.6B was identified as the ERP package that could provide Triveni with the following:
n The ability to provide full visibility of information as against pockets of information.
n Modular, scalable and integrated architecture based upon best practices in the consumer products industry. In-built features to support optimisation of the supply chain, richness in functionality (including India-specific requirements of excise and taxation), and a growth platform.
Triveni picked the solution in 2000.
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| mySAP ERP 5.0 version was chosen by VISA Steel Limited. In addition to SAP, Oracle and Navision was also evaluated. Digga explains, “SAP has more referenceable customers in major steel plants in India than any other ERP vendor and we were satisfied with the SAP R&D vis-a-vis Indian customs and excise rules and payrolls. We felt that the package suited Indian conditions better than any other package and would be of great help to a company operating out of India.” The package was also chosen based on the company’s perception of it being a stable and scalable solution that could support its future growth and included capabilities for the metal industry such as best practises and templates. The package was zeroed upon in September 2005 and the project went live in April 2006. more |
| Alstom powers itself with SAP.
As far as the selection of the ERP vendor is concerned, they evaluated four vendors—SAP, Baan, JD Edwards and Oracle Apps. And as per the working environment of the company and their needs, they decided to go in for SAP. “Another factor, that went in favour of SAP, was that worldwide all our new ERP implementations were on SAP. That made my decision much easier,” notes Narayanan. The power major did not go in for a big bang approach. Initially, they ran a pilot project and went live one by one at each location. Today, all its nine locations (apart from the project locations) are connected to the SAP tool.
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| SAP AG has announced that it has signed the largest-ever deal in India with Oil and Natural Gas Corporation Ltd (ONGC) for implementation of the ICE (Information Consolidation for Efficiency) Project.
The deal, worth Rs 95-crore, is aimed at consolidating the IT efforts at ONGC through the implementation of the Enterprise Resource Planning (ERP) package on SAP.
``The main objective of the ICE project is to optimise and standardise the business processes for integrated information availability. The ERP package will enable availability of information on real time basis and elimination of duplication of activities across business process by capturing data at source point. This will in turn facilitate decision support, better operation control and efficient cost management,'' said Mr Subir Raha, Chairman and Managing Director, ONGC. more |
| Daikin Shriram integrates with SAP-ERP.
Before finalising on the ERP package, the company decided to evaluate some of the ERP packages available at that point of time. The packages evaluated were Scala, MFG Pro and SAP R/3. The parameters on which they assessed the software were standard best business practices, global acceptance of the package, embedded modern management tools, Indian tax laws, after sales support, and cost of ownership. After stringent evaluation they zeroed in on SAP R/3 which met all the selection criteria. “We also realised that SAP R/3 has a huge existing installation base in India, and they also provide very good support,” says Sengupta. Another factor that influenced the company’s decision was that Daikin Europe NV, Daikin’s chemical division in Japan, and Daikin Germany were already on SAP, while Daikin Philippines and Daikin Italy were in the planning stages. So worldwide, Daikin was working towards a policy of SAP R/3 as the standard ERP software. “Thus going in for SAP R/3 was always a logical move for us,” says Sengupta.
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| One of India’s biggest players in the alcoholic beverages segment, the UB Group’s Breweries division plans to now implement SAP R/3 to streamline its operations and cut costs. more |
| The implementation of the SAP ERP solution has benefited Tantia Constructions in more ways than one. First and foremost, the four core modules of implementation, finance and controlling, material management, project system and sales and distribution have been extremely beneficial to Tantia Constructions’ business. The solution has enabled the company to standardise and integrate all its processes across the country. With a centralised system in place, data is now accessible from all locations and can be entered on-site. Moreover, the interconnected system automatically updates all related data upon entry, providing reliable and up-to-date information. It has not only put an end to the tedious and long-winded process of entering, re-entering and checking data for each calculation but has also enabled the company to significantly cut down its bandwidth requirements. more |
| The SAP implementation has changed the way work is undertaken at Madura. Information is now available on a real-time basis, and the islands of information have been done away with. The implementation has also helped decentralise responsibilities to the place of origin. In the process, the company has reduced its response time to both internal and external customers. Singh details some benefits: “Order execution has increased from 75 percent to 92 percent, and lead-time from WO to FG has reduced from 22 days to 14. Similarly, dormancy (six-month-old-stock) has been cut from 4.23 percent to 3.65 percent, which means wastage has reduced.” This indicates the return on investment. APO has helped Madura increase its accuracy to 70 percent, and the company’s aim is to touch 80 percent. Similarly, with the help of BIW, it will be able to tap secondary and tertiary sales data to capture design, styling and colour trends. more |
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