Coca Cola - ERP

download Coca Cola - ERP

of 20

  • date post

    04-Jun-2018
  • Category

    Documents

  • view

    226
  • download

    1

Embed Size (px)

Transcript of Coca Cola - ERP

  • 8/13/2019 Coca Cola - ERP

    1/20

    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

    2/20

    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

  • 8/13/2019 Coca Cola - ERP

    3/20

    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

  • 8/13/2019 Coca Cola - ERP

    4/20

    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

  • 8/13/2019 Coca Cola - ERP

    5/20

    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

  • 8/13/2019 Coca Cola - ERP

    6/20

    Coca Cola Bottler Services

  • 8/13/2019 Coca Cola - ERP

    7/20

    Roadmap for Coke One

  • 8/13/2019 Coca Cola - ERP

    8/20

    How Coke One enables Vision 2020

  • 8/13/2019 Coca Cola - ERP

    9/20

    Departments

  • 8/13/2019 Coca Cola - ERP

    10/20

    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

  • 8/13/2019 Coca Cola - ERP

    11/20

    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

  • 8/13/2019 Coca Cola - ERP

    12/20

    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

  • 8/13/2019 Coca Cola - ERP

    13/20

    ERP Architecture

  • 8/13/2019 Coca Cola - ERP

    14/20

    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

  • 8/13/2019 Coca Cola - ERP

    15/20

    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.

  • 8/13/2019 Coca Cola - ERP

    16/20

    Document processes

    Define Gaps

    Assess / Implement

    Build knowledge

    Transfer knowledge

    Use knowledge

    Change Management Planning

  • 8/13/2019 Coca Cola - ERP

    17/20

    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

  • 8/13/2019 Coca Cola - ERP

    18/20

  • 8/13/2019 Coca Cola - ERP

    19/20

    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

  • 8/13/2019 Coca Cola - ERP

    20/20

    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 .