Post on 04-Jun-2018
8/13/2019 Coca Cola - ERP
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Submitted By:
Ananda Dasgupta D011Sudeep Ojha D044
Tushar Pandey D046
Viswanath Srinivas Pendyala D048
Eshan Gupta E023
Ashwin Kondadi E032
8/13/2019 Coca Cola - ERP
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Overview of Coca Cola
Problem statement
Project objective
Coke One
Vendor Selection Goals of Implementation
ERP Planning phase
ERP Implementation
Change Management Benefits and Limitation of the ERP
Lessons Learned
Presentation Outline
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Introduction
Brands in200+
countries
700000+
employees
worldwide
1.8 Billionservings
everyday
3500+
brands
worldwide
Receives $18B as
franchisee fees from
bottlers and $90B
business
Over 10000
SKUs
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Problem Statement
A legacy IT architecture in place
Multiple software systems in place: sales anddistribution, finance, HR, PR and other home grown
applications
Each of the bottlers were using their own versions ofSAP for finance, manufacturing and administration
Lack of integration and unavailability of company-wide business information
Non-existent business process standardization andhigh inventory costs
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Project Objectives/Business Case
Localization of global SAP Business Suite for Coke bottlers to improve flexibility
Faster process innovation cycle - implement differentiating new businessprocesses on top of SAP Business Suite
Provide end-to-end business tools that will allow the bottlers to standardize allsystems & processes
Introduce more effective methods to optimize productivity and performance
To provide excellent customer service by improving customer-centricprocedures such as inventory management & invoicing accuracy
Business developers get access to critical info: transaction history, PromotionActivities, Product Availability
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Coca Cola Bottler Services
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Roadmap for Coke One
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How Coke One enables Vision 2020
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Departments
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Vendor selection
After-implementation support level
Reputation Nb Of installations in industry and area
Successful track record of its partners
Compatibility with the existing infrastructure
Modularity Customization Possibilities - % of processes
covered Best Practices of Industry
Technology
Vendor
Support
Costs
ERP Market ShareFunctionality
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Goals of implementation
SAP is a complete end-to-end business tool that will allow CCH to standardize all
systems & processes applying the same technology in all divisions.
Significant investment in SAP, introducing new and more effective methods to
optimize productivity and performance throughout the organization.
SAP Platform allows CCHellenic to provide excellent customer service by improving our
customer-centric procedures such as inventory management and invoicing accuracy.
With the installation of SAP Wave 2, business developers have access to various critical
customer information such as:
Transaction History
Promotion Activities
Product Availability
through their handheld devices that enable more competitive customer service.
Projected benefits$53 - $109
million
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Key AccountWholesaler plan
Field salesplan
EquipmentMonitoring
CustomerProfitability
PromotionEvaluation
SurveyMonitoring
Field SalesMonitoring
Equipmentdemandplanning
EquipmentPlacement
EquipmentMaintenance
EquipmentRefurbishment/Disposal
BusinessPlanning
DemandPlanning
Supply NetworkPlanning
FinancialPlanning
CapitalBudget
TreasuryCash Mgmnt
Financial
Accounting
Period EndClosing
OperationalReporting / KBI
GroupReporting / KBI
Product & CustomerSegmentation Financial
Management
Controlling
Channel / CategoryPlan and
Promotion Plan
SettlementBilling
DistributionMgmnt
In StoreExecution
Territory/Visit Plg.
AccountsPayableRFA
Process
ReceivingMgmnt
ProcurementMgmnt
VendorMgmnt
Market-to-Cash
Forecast-to-Deploy
Procure-to-Pay
Asset Management
Weekly Dem. &Supply Mgmnt
ProductionExecution.
ProductQuality
Fleet Mainten.
Haulage
Warehousemanagement
Integr. OrderMgmnt
Strategic RoutePlanning
VendorMonitoring
Human
ResourcePlanning
Recruit-
ment
Org.Mgmt
& Admin
Compen-
sation
People
Performance& DevelopmentRecruit-To-Retain
Pricing
TreasuryCash Mgmnt
FinancialAccounting
Period EndClosing
FinancialManagement
Controlling
Corporate &Management
Reporting
Sales, Marketing & Distribution
Manufacturing & Haulage
Procurement
Asset Management
Human Resource Management
Finance
Management
Corpor
ateReporting
(Busine
ssIntelligence)
Enterprise Process Map
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ERP Architecture
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Prepare Set up ProjectTeamDefine Project
PlanDefine and
finalize ScopeEstablish
Milestones
Assess EvaluateSolutionDefine Key Users
/ Criticalpersonnel
Gap Analysis /Change Requests
Assess / Approvechanges
ImplementAllocate external
& internalresources
MonitorImplementation
Test solutionprovided
ProvideFeedback
Roll out Halt changeprocessDefine cut-off
period andPhase in
DefineContingency Plan
(in case offailure)
Minimizefunctionality
until stabilization
Implementation Process
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Project Implementation Timeline
Go Live
The go-live event
is both an endand a beginning.
Recovery
Immediately after
going live,performance,
productivity and
morale usually
declines as people
adapt to the new
system and processes.
Once people
becomecomfortable using
the system and all
the bugs are
worked out, then
the environment
stabilizes.
With a stable
environment,
the benefits of
SAP can be
obtained, such as
efficiency,effectiveness
and
transformation.
Preparation
Phase
Much work to
preparefor new systems and
business processes.
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Document processes
Define Gaps
Assess / Implement
Build knowledge
Transfer knowledge
Use knowledge
Change Management Planning
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Standardization of Business
Process across business units
Faster access to Sales data
Reduced Inventory Levels
Improvements in Production
scheduling
Improvements in Forecasting
Eliminate Manual Processes
(Financial Statements)
Faster and accurate
decision making
Improved customer
service
Faster Replenishmentof shelves in retail
outlets
Increase in Revenues
Better Compliance
High Reliability Low cost of
ownership
Better Security
BENEFITS/ADVANTAGES
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The major lesson learned during the course of
implementation were Stages : very important, that implementation is done in stages. Trying
to implement everything at once will lead to a lot of confusion andchaos.
Buy in: employee buy in is of paramount importance when you are
planning to implement in stages and then scale up Requirement analysis: the success or failure of the implementation
totally depends on how well has the planning team analysed therequirements
Communication: there should be a continuous channel open for
evaluation of the project as ERP systems are very integrated andchange to one may affect other related modules
Training: there should be a continuous training program enabling insmooth transition
Customization: tailor fit the ERP/BPM modules to your organisation; itwill help reduce costs and time on a longer run
Lessons learned
l
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Conclusion
In the Czech Republic, Slovakia, Italy and Bulgaria, hand-held electronic devices allow the delivery drivers to
produce customer invoices at the time of delivery, reducinginvoice inquiries and improving cash flow.
In Poland, Bulgaria and Romania, automated dispatching ofproducts results in faster delivery and optimized route
planning, to help meet specific customer requirements.
In Austria and Italy, a SAP-driven vendor managementinventory system allows exchanging electronic inventory
information with large customers and plan thereplenishment of their warehouses.
In Bulgaria, a specialized customer order entry process andkeyboard have helped Customer Service specialists reducethe time required to take a product order by 25 -30 .