ERP PRESENTATION

REVLON
Introduction to Company
• Revlon, Inc. is an American multinational company
dealing in cosmetics, skin care, fragrance, and personal
care.
• Was established in March 1, 1932 and is a listed company
to this date
• Making it one of the top twenty beauty companies in the
world.
REVLON MISSION
STATEMENT
Revlon is committed to produce the highest quality
of beauty supply for all ages “Revlon's mission is to
emerge as the leader in cosmetic and personal care”.
Revlon Vision Statement is to satisfy the needs of
their customers with glamour and excitement that
they provide at an affordable price
COMPANY’S OPERATIONS
•Revlon, Inc. is a leading global beauty company with a
portfolio of iconic brands that transform the lives of women
and men around the world.
•Revlon manufactures and markets color cosmetics, hair
color and care, skincare, beauty care and fragrances through
a diverse portfolio of 15+ brands sold in more than 150
countries.
•The company aims to delight consumers with trendsetting and
innovative products, wherever and however they shop for beauty.
OUR PRIOR IMPLEMENTATION
SCENARIO
•Revlon before opting for SAP was using Local ERP
Software which did not provide standard delivery of
services.
•This local ERP Software was less expensive but the
company had to look for constant add ons to meet
desired objectives and wanted a permanent solution.
•They were also having disparities with the
manufacturing department.
Need for SAP/ERP
•Previous software didn’t have function of Production
Planning, so important factors were being missed out.
•Another reason for the implementation of a new erp system
was the value and operational size of the company was
increasing.
•HR, capital management, financial needs, operations, logistics
and IT functions increased in size and capacity that processing
information in the real-time became difficult to manage.
•Lastly Time-consuming procedures.
ORGANIZATINAL OBJECTIVES AND
SAP/ERP COMPATIBILITY
•Reducing human intervention
•ERP/SAP turned out to be compatible with the Revlon
endeavor of objectives.
•The adoption of the system proved to be very
beneficial.
•As the company size grew it became easy to cope up
with increased complexity
 MODULES IMPLEMENTED
Controlling (CO) FINANCE MODULE

Quality Management Production

(QM) Planning (PP)

Sales and

Distribution (SD)

IMPACT ON ORGANIZATION
AFTER ERP IMPLEMENTATION
• Just like any other company who implements SAP, Revlon was also
able to see a significant reduce in the time consumption, that initially
took days - now such tasks were performed within minutes.
•Being such a cosmetic giant, the manufacturing efficiency was one of
the key point – 6% reduced production wastage was seen.
•The management claimed it as very user friendly, they were able to
navigate through the software with minimal training without any
hurdles
IMPACT ON ORGANIZATION
AFTER ERP IMPLEMENTATION
•Financial calculations were now more efficient, easy, and
accurate.
•Company was able to maintain record history after the
implementation that basically helped in the internal audit
purposes.
•Helped the company in organizational objectives by tracking
employees' performance.
CHALLENGES FACED DURING
IMPLEMENTATION
•The company had to reach out to a separate
agency in order to provide trainings - separate
consultants were hired that had previous
experience in cosmetic industry (difficult to find).
•For such a giant company any mismanagement of data
would not have only degraded the productivity of
processess, but it would also have increased their extra
cost. In any case the numbers could have been very
significant due to the company size.
CHALLENGES FACED DURING
IMPLEMENTATION
•Resistance was seen to change initially in the Supply
Chain department.
•Just like any other company, costs incurred was one
of the challenge.
•The company saw hurdles during the data
transformation, they had piles and piles of previous
records that was very essential to be transferred
accordingly.
PROCESS IMPROVE THROUGH
BRP
•Through BPR, Revlon was able to transform their
conventional methods to advanced business operations.
•BPR cycle was shortened with the objective of central
integration of business modules.
•Helped 'Area of improvement' factor – so now
managers were able to identify clearly what the
employees were lacking.
PROCESS IMPROVE THROUGH
BRP
•Finances were now more accurate and trustworthy –
which ultimately helped in better decision making and
better implementations.
•As real time data was now more accessible – it helped
the company in planning for the perfect scenarios –
especially enhanced Good manufacturing practices.
•Overall the satisfaction was increased on both sides –
especially the management/employee side.
CONCLUSION
•First of all, the company was happy with the implementation and
declared it as a successful one.
•The company's divisions would not be affected in one go due to the
fact that they implemented ERP as per the SOPs.
•Overall, a smart ERP implementation helped the company in their
daily business transactions and therefore financial condition.
•Since the ERP system was implemented after foreseeing all the requirements
so the picture was more clear.
•Usually for large retailers/manufacturers, the things are more cluttered
on the management level - but this helped them all be on the same
page.
RECOMMENDATIONS
•The company should work on now creating their post-implementation
strategy – this helps tell the situation and how people are adjusting to it.
•Similarly the company should not stop here considering ERP as an
ultimate solution – continuous upgrades and improvement are the key
to sustainability.
•If they're playing a long term game, they should build up a process for
capturing, prioritizing and executing changes in the system in order to
make thing better, easier and flexible.
•Training does not stops after initial implementation. A very fanmous
strategy 'Train and then re-train" is adopted by a number of giants that
basically upskills their employees and make them a better skilled
person day by day.
REFERENCES
1. "Revlon, Inc. Full Year 2021 Form 10-K Report". investors.revlon.com. 31
December 2021. Retrieved 23 June 2022.
2.^ Revlon Proxy
3.^ "Cosmetics maker Revlon files for bankruptcy in US". BBC News. 2022-
06-17. Retrieved 2022-06-18.
4.^ Jump up to:a b c Kollewe, Julia (2016-06-17). "Revlon to buy Elizabeth
Arden". The Guardian. ISSN 0261-3077. Retrieved 2019-08-29.
5.^ Geisst, Charles R.; Gargano, Ambassador Charles a (2014). Encyclopedia
of American Business History. Infobase Publishing. p. 362. ISBN 978-
1438109879.
6.^ Jump up to:a b Collins, Glenn (1996-02-29). "Revlon Public Offering
Priced at $24 a Share". The New York Times. ISSN 0362-4331. Retrieved
2020-01-17.
THANK YOU