www.SeminarSlide.

com

A Seminar

Report on

“ERP”
Submitted in partial fulfillment of the requirement for the award of degree
of Bachelor of Technology in Computer Science

www.SeminarSlide.com
 www.SeminarSlide.com

What is ERP?

ERP is short for “enterprise resource planning.” Enterprise Resource Planning (ERP) is the
latest business, information technology (IT) tool in the Corporate World today. Enterprise
resource planning is an integrated software solution used to manage a company’s resources.
ERP’s was preceded by MRP (material requirements planning) and MRP II (manufacturing
resources planning). These earlier systems had limitations addressed by ERP systems.
Today’s ERP systems integrate planning, inventory, Purchasing, engineering, order entry,
manufacturing, accounting and human resources

Other Definition
Enterprise resource planning software, or ERP, doesn’t live up to its acronym. Forget about
planning—it doesn’t do much of that—and forget about resource, a throwaway term. But
remember the enterprise part. This is ERP’s true ambition. The software attempts to integrate
all departments and functions across a company onto a single computer system that can serve
all those departments’ particular needs.

Integration of all Departments

www.SeminarSlide.com

3
 www.SeminarSlide.com

That integrated approach can have a tremendous payback if companies install the software
correctly.
Take a customer order, for example. Typically, when a customer places an order, that order
begins a mostly paper-based journey from inbox to inbox throughout the company, often
being keyed and rekeyed into different departments’ computer systems along the way. All
that lounging around in inbox causes delays and lost orders, and all the keying into different
computer systems invites errors.
Meanwhile, no one in the company truly knows what the status of the order is at any given
point because there is no way for the finance department, for example, to get into the
warehouse’s computer system to see whether the item has been shipped. "You’ll have to call
the warehouse" is the familiar refrain heard by frustrated customers.
ERP vanquishes the old standalone computer systems in finance, HR, manufacturing and the
warehouse, and replaces them with a single unified software program divided into software
modules that roughly approximate the old standalone systems. Finance, manufacturing and
the warehouse all still get their own software, except now the software is linked together so
that someone in finance can look into the warehouse software to see if an order has been
shipped.
Back in the ‘90s ERP was developed as a tightly integrated monolith, but most vendors’
software has since become flexible enough that you can install some modules without buying
the whole package. Many companies, for example, will install only an ERP finance or HR
module and leave the rest of the functions for another day.

4
 www.SeminarSlide.com

Evolution of ERP:

Material Requirements Planning (MRP)

Manufacturing Resource Planning (MRP II)
– Is a company wide management system at aiming at lowering costs and
inventories, while increasing productivity and customer service.
Enterprise Resource Planning (ERP)
MRP was originally a management concept.
ERP is technical subset of MRP II
– ERP can be implemented in isolation, the complete benefit can only be gained
if the entire reengineering process is followed

Evolution

MRP MRP II ERP

1970s 1980s 1990s

5
 www.SeminarSlide.com

Material Requirements Planning (MRP)

Computer-based information system that translates master schedule requirements for end
items into time-phased requirements for subassemblies, components, and raw materials.
www.SeminarSlide.com
6
 www.SeminarSlide.com

Manufacturing Resource Planning (MRP II)

Expanded MRP with emphasis placed on integration

Financial planning
Marketing
Engineering
Purchasing
Manufacturing
www.SeminarSlide.com
7
 www.SeminarSlide.com

ERP – New World Order

Enterprise Resource Planning (ERP)

It really doesn’t have anything to do with resource or planning
However the key word is ENTERPRISE
ERP attempts to integrate all departments and functions of a company into a single
system that can serve all those different departments' needs
It is really a back office software, however with new CRM modules, it is not
completely a back office software

What will ERP do for a Business

Integrate financial information
Integrate customer order information
Standardize and speed up manufacturing process
Reduce inventory
Standardize HR information
www.SeminarSlide.com
8
 www.SeminarSlide.com

Advantages of ERP:
Improve access to information
Improve workflow and efficiency
Best Practices
BPR
New process discovery
Return On Investment (ROI)

Disadvantages of ERP:
Costs
Time
12-18 months implementation
1-3 years real transformation
Training
Acceptance
Everyone gets brought down to the same knowledge level.

9
 www.SeminarSlide.com

How ERP has affected vendors

Faster turn around to meet customer demands.
Production and inventory control
Helps manage tracking and shipping information on orders
Track costs of certain activities
Improve customer loyalty

How has ERP occasionally failed?

During initial ERP start up, some vendors experience a down time
Not enough planning before setting up an ERP system
Employees aren’t trained to use the new system
Cost to implement ERP was much greater than expected
Poor software selection

Future of ERP
Web based interfaces and object oriented databases are the trend
Complete, integrated ERP suites are becoming available from numerous sources
Self service applications, web based order entry
Move from client/server applications to internet based applications
Communicated its IT value
ASP are becoming widely used
www.SeminarSlide.com
10
 www.SeminarSlide.com

What to expect from ERP in the future

Most of the introduction of ERP was focused towards Fortune 1000 companies
ERP will become redesigned to benefit medium sized companies.
Decrease time it takes to implement ERP systems
ERP systems will become available in a “pre bundled” customizable software
package
Alignment of e-business and ERP strategies

ERP market forecast

Key Players
SAP
Oracle
JD Edwards
People soft
www.SeminarSlide.com
11
 www.SeminarSlide.com

SAP as ERP

SAP was the first company to invent ERP Software

The concept of ERP has been around since the 1960’s

In 1972, five former IBM employees -- Dietmar Hopp, Hans-Werner Hector, Hasso Plattner,
Klaus Tschira, and Claus Wellenreuther -- launch a company called Systems, Applications,
and Products in Data Processing in Mannheim, Germany. Their vision: to develop standard
application software for real-time business processing.
One year later, the first financial accounting software is complete, forming the basis for the
continuous development of other software components in what later came to be known as the
"R/1 system." "R" stands for real-time data processing.
By the end of the decade, intensive examination of SAP's IBM database and dialog control
system leads to the birth of SAP R/2.

The 1990s: A New Approach to Software and Solutions

SAP R/3 is unleashed on the market. The client-server concept, uniform appearance of
graphical interfaces, consistent use of relational databases, and the ability to run on
computers from different vendors meets with overwhelming approval.
With SAP R/3, SAP ushers in a new generation of enterprise software -- from mainframe
computing to the three-tier architecture of database, application, and user interface.

12
 www.SeminarSlide.com

SAP R/3 ERP Implementation at BPCL

13
 www.SeminarSlide.com

Introduction

BPCL was one of the earliest amongst organizations in the energy sector to
successfully implement Enterprise Resource Planning (ERP). While there have been some
attempts by other organizations to implement ERP, the effort at BPCL was considered
significant because for the first time it encompassed the entire operation of an integrated
downstream oil marketing company involving nearly 200 locations across the country. This
was certainly a bold technological step considering the general bandwidth-constraints
prevailing then.

As BPCL’s General Manager (Information Systems) put it, “It was a veritable
technological challenge inasmuch as we could not get a reference case of running the
downstream oil industry transactions comparable to BPCL’s magnitude on a TDM/TDMA
VSAT link anywhere in the world.”

With this achievement, BPCL also came to be ranked among the large ERP
implementations of the country.

Three pronged IT initiatives at BPCL

Started in 1996 with organizational restructuring.

Communication network within organization – Intranet.

Information network for entire corporation – VSAT.

Transaction processing with customers countrywide – QBM.

Selection of SAP/ R3
1
The first step was the selection of appropriate vendors from among those in the market.
Three vendors were short-listed for further analysis based on their Indian presence,
technology features, industry knowledge, and availability of manpower. Following
observations were made:
 SAP's R/3 Oracle's OED Ramco's Marshall
Industry leader with Acquisition of British Indian vendor
multiple leading oil Petroleum's in-house Availability of
company implementations developed product being resources
Indian presence marketed as the Oil R&D investments
Technology and R&D Energy Downstream
advancements (OED) suite of systems
Indian presence

15
A cross-functional management team was formed to evaluate the short-listed vendors.
Following criterion was considered:
Business Technology Oil Industry Localization Vendor
Functionality Specifics Credentials
Fit with current Performance Implementat Excise, Market share
requirement throughput ion in oil MODVAT, Financial
Fit with future Scalability industry and Sales Tax, strength
requirements Fit with abroad TDS, etc. Technology
Options for hardware and Support to partnership
process network plan oil
flexibility Technical accounting
Ease of use design of the
Audit trail product
Integration
Ease of
deployment
Road map

For the final selection, Oracle abstained from the evaluation quoting its inability to
demonstrate the product as per BPCL’s requirement. SAP's “R/3" was found more fit over
Ramco's "Marshal" to support the complexity of current and future business needs of BPCL.

Details of the Estimated Quantitative Benefits on Account of ERP

SBU/ Entity Benefit per Annum (Rs Crore)

Lubricants 11.51
Retail (Sales) 1.90
LPG 2.00
Refinery 4.58
Materials (Marketing) 1.66
Engineering and Projects 4.77
Information Systems 0.61
Human Resources 1.95
Industrial and Commercial 2.31
Aviation 0.74
Finance 4.58
Retail (Logistics) 5.58

Total Benefits 42.19

 www.SeminarSlide.com

ERP Explained…

ERP refers to a broad set of activities supported by multi-module application software that
helps an organization manage its business.
product planning, parts purchasing, maintaining inventories, interacting with
suppliers, providing customer service, tracking orders, finance, and HR.

ERP basically helps a business to develop in these particular areas-

Product Planning
Parts Purchasing
Managing Inventories
Suppliers Interaction
Customer Service
Tracking Orders
Company Finances
H R Management

17
ERP Implementation @ BPCL
ERP system, Business
Information
Warehouse and legacy
application
systems E-mail
Core
Systems

Data Business Dynamic Users

Conversion Logic ASP

DTS Database
Routine
Extraction,
transformation &
loading of data onto
application databases

18
ERP Modules

Implementation Details

Implementation Partner
SAP Consulting.
Existing Environment
SAP Enterprise.
Database
Oracle 9.2.0.5
Hardware
HP.
Operating System
HP-UX.

ERP’s Operational Benefits

The important ones have been explained below:-

1) Integrate financial information

Finance has its own set of revenue numbers, sales has another version, and the
different business units may each have their own version of how much they
contributed to revenues. ERP creates a single version of the truth that cannot be
questioned because everyone is using the same system.

2) Integrate customer order information

19
 ERP systems can become the place where the customer order lives from the time a
customer service representative receives it until the loading dock ships the
merchandise and finance sends an invoice. By having this information in one
software system, rather than scattered among many different systems that can't
communicate with one another, companies can keep track of orders more easily,
and coordinate manufacturing, inventory and shipping among many different
locations at the same time.

3) Standardize and speed up manufacturing processes

Manufacturing companies especially those with an appetite for mergers and

acquisitions—often find that multiple business units across the company make the
same widget using different methods and computer systems. Standardizing those
processes and using a single, integrated computer system can save time, increase
productivity and reduce head count.

4) Reduce inventory

ERP helps the manufacturing process flow more smoothly, and it improves
visibility of the order fulfillment process inside the company. That can lead to
reduced inventories of the stuff used to make products, and it can help users better
plan deliveries to customers, reducing the finished good inventory at the
warehouses and shipping docks.

5) Standardize HR information

Especially in companies with multiple business units, HR may not have a unified,
simple method for tracking employees' time and communicating with them about
benefits and services. ERP can fix that.

Awards Received for IT Initiatives

“National Petroleum Management Programme (NPMP) Award for Excellence” in the

categories of Information Technology.

Mrs. Gita Ramchandran, Chief Manager (IIS) received the award for Best Woman
Executive in the areas of projects, construction and computer systems.

News Flash!

Upgraded SAP R/3 system from 4.0b to the Enterprise version on 1st August 2004.

Electronic Fund Transfer with effect from November 2004.

Corporate Finance Management and Real Estate Management modules from 1st April
2005.

Currently implementing the S C M.

20
Summary

Bharat Petroleum, a FORTUNE 500 company and India’s second largest oil firm,
includes an extensive network of operations involving.

347 distribution locations and sales offices, 6,400 gas stations, and more than 2,060
liquefied petroleum gas (LPG) distributors.

The company expanded into e-business when it upgraded its SAP® software,
enabling greater efficiencies.

www.SeminarSlide.com

21