Coca Cola - ERP

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


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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 .

Coca Cola - ERP

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