A

PRESENTATION
ON
ERP

BY
SIDDHARTH A DEVNANI
En.ro number 167990592007
ERP Implementation at
Maruti Suzuki India Ltd
INTRODUCTION
 Subsidiary of Suzuki Motor Corporation
 Leader of market for 20+ years

 Sales 1.13 million

 9000+ employees

 Largest sales and service network in India

 300 strong dealer network scattered across India

 Manufacturing and sale of motor vehicles and spare parts

 Added finance, leasing, insurance and pre-owned car

businesses to its portfolio
MARKET SHARE OF
MAJOR PLAYERS IN
PASSENGER CAR SEGMENT(2010-2011)
PRE ERP SCENARIO
 Deployed an extensive extranet to reach business partners in
1990
 Small application running on the dealers' PCs to manage their
daily activities
 Home-grown systems for managing various lines of business

 Different divisions followed different workflows preventing

real-time access to critical statistics
 Reliance on rudimentary system and basic spreadsheets to
manage the process
 Used mismatched systems to manage expanding workforce
GROWING NEEDS OF MARUTI
 Addition of four new business sectors in 2002
 Operations across hundreds of locations within India

 Disparate systems could not talk to each other

 Various lines of business were using homegrown

systems
 Requirement to enter data multiple times

 Constant monitoring and human intervention

GROWING NEEDS OF MARUTI
 Lack of control over processes
 Poor information quality

 Huge turn-around time

 Collaborate with global teams

 Streamlining the process of vehicle localization

 Enhancing quality and reliability

WHY ORACLE ERP

Open architecture of
Used some of Oracle components With Oracle the
Already had Oracle
resource planning made simplified company would be
Database, Oracle
modules of Oracle integration with able to standardize
Application server
E-Business Suite Suzuki’s system the technology used
possible
IMPLEMENTATION: PHASED OR BIG
BANG?
Maruti chose a phased approach to make a shift from the
legacy systems to the new ERP

BIG BANG PHASED

• No need for temporary interfaces • Smoothing of resource
• Limited need to maintain legacy requirements
• software • Able to focus on a particular
• Cross-module functionality module
• No going back • Legacy system fall back
• Lower cost if no surprises • Reduced risk
• Knowledge gained with each
phase
IMPLEMENTATION – PHASE 1

Project Team

Project Organization
Governance Readiness

Project
Phase 1 Project Kickoff
Organization
IMPLEMENTATION – PHASE 2
BUSINESS REQUIREMENT DOCUMENT

A business requirements document (BRD) details the business solution for a

project including the documentation of customer needs and expectations

Objectives :

•To gain agreement with stakeholders

•To provide a foundation to communicate to a technology service provider

what the solution needs to do to satisfy the customer’s and business’ needs

•To provide input into the next phase for this project

•To describe what not how the customer/business needs will be met by the solution
IMPLEMENTATION – PHASE 3
• Project Planning –Detailed implementation pla n, quality review plan,
resource plan, financial plan prepared

• Design & Development

• Based on analysis of the existing process, simplifying or creating new
ones where required
• Configuration of the new systems, interfaces and supporting legacy
systems
• Setting up of business rules along with approval matrix

• Controls – Regulatory, Statutory and Financial built into the system

• Methodology of Implementation – Single Instance with Phased approach of

implementation followed region wise
IMPLEMENTATION – PHASE 3
Data Migration

Identif Collate Clean Create Migrat

Consol Condit
y the the & & e&
idate ion
data data Verify Verify Verify

Unstructure
d Data • Identifying the owner of various data
sources
Manual
Forms
Excel Files • Data collection and removal of
redundant data
• Checking for data integrity
• Making suitable modifications to fit
Legacy
Ledgers
the standard format
Systems
• Verification of data with original after
Word
Documents
migration
IMPLEMENTATION – PHASE 3
Testing
 Developing scenarios as test cases based on users previous experiences
 Creation of testing team and development of the test environment
 Define all business transactions or business processes that use the system
 Define expected results for all testing scenarios
 Build tools for comparing results in the parallel test phase to match the ERP to legacy system data

Unit Testing

Integration Testing

System Testing

UAT
Conference Room
Testing
IMPLEMENTATION – PHASE 3
 IMPLEMENTATION – PHASE 3
Training
 Comprehensive training provided to each stakeholder as per their usage of the system
 “Train the Trainer” program created to propagate the usage of the system and developing familiarity of its
features
Obtaining user
Walkthroug Scenarios cover
feedback and h Operational, Daily
improving upon any
Activities, Monthly
gaps in training
Activities, Strategi &
process
User Guides Scenarios Company Specific ones

Simple features such Making users aware of

as ease of navigation the impact of their
to complex operation of the system
Pilot Simulation
functionalities on related functions
covered
 Retraining of users after a period of 1 week to ensure that there are no gaps in understanding
of the system
CHANGE MANAGEMENT

Change management is a structured approach to

transitioning individuals, teams and organizations from an Existing
Current State to a Desired Future State

• Goal – To provide a structure necessary to effectively prepare the

Human Capital for Change

• Hard Facts which were considered at Maruti-

• 42% Leadership Issues
• 27% Cultural Issues
• 23% Technology Issues
 Institutionalize
Create Urgency
the change

Build on the Form a powerful

change coalition

Change Management
Model

Create short term

Create a Vision
wins

Communicate the
Remove obstacles
Vision
RISK MITIGATION

Phased step-by-
step
implementation
approach and not Developing
‘Big-Bang’ adequate
approach Contingency plans

Training of users Reinforce

and employees to • Celebrate success
uniform standards • Analyse feedback to
manage resistance
POST IMPLEMENTATION BENEFITS
 Single, integrated, in-strata system
 Smart and Process Oriented Workforce

 Tight integration for real-time performance

 Budget and credit checks completed online

 Lowering support and maintenance costs

 Easy upgrades for the future

 Provide end-to-end visibility

WHY ERP PROVED
SUSTAINABLE FOR MSIL
WHY ERP PROVED
SUSTAINABLE FOR MSIL
WHY ERP PROVED
SUSTAINABLE FOR MSIL
FUTURE DIRECTION

 Appraise Oracle Advanced Supply Chain

Management and Oracle Enterprise Asset
Management
 Suppliers to be adopting cloud ERP

 Cloud ERP to make the company truly integrated in the

global sense
THANK YOU