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    A project report on

    SAS

    Submitted towards partial fulfillment of the/requirement for the award of the

    Post-Graduate Diploma in Business Management

    Approved by AICTE

    (Equivalent to MBA)

    ACADEMIC SESSION

    (2009-11)

    PGDM-BM

    INSTITUTE OF MANAGEMENT STUDIESLAL QUAN, GHAZIABAD (201 009)

    1

    SUBMITTED TO:

    Prof. Awdhesh Gupta

    Faculty (IT)

    SUBMITTED BY:

    Ashish Rai BM-09001Ashok BM-09049

    Chinghakam Denis BM-09056

    Danish Zameer BM-09057

    Sharuti BM-09193

    -

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    DECLARATION

    We declare that the project SAS is an original and work carried out in partial fulfillment of the

    requirement for awarding Post Graduate Diploma in Business Management degree at Institute Of

    Management Studies, Ghaziabad.

    Project Conducted By:

    Ashish Rai BM-09001

    Ashok BM-09049

    Chinghakam Denis BM-0905

    Danish Zameer BM-0905

    Sharuti BM-09193

    Vibhor Tyagy BM-09233

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    ACKNOWLEDGEMENTIt is arduous to pen down the extent of our feelings, yet through this

    acknowledgement, we wish to convey our deepest regards and gratitude

    towards those who helped us to carry out and present this work.

    Before going to the thick of things we would like to add some heartfelt

    words. We owe a huge debt of thanks and deep sense of gratitude to Mr.

    Awdesh Gupta (Faculty IT, PGDBM, IMS Ghaziabad) under whose guidance,

    supervision and encouragement the present study was undertaken and

    completed. Her sympathetic, accommodating and constructive nature

    remained a constant source of inspiration for us throughout the duration of this

    project.

    We are grateful to Dr. R.K. Bharadwaj, Director, IMS Ghaziabad, and Prof.

    Timira Shukla, Chairperson, PGDM, IMS Ghaziabad for providing us with an

    opportunity to work on this project and also for their valuable guidance and

    support. We thank them for constantly helping and guiding us to perform the

    job with higher efficacy.

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    Table of Contents

    S.NO. PARTICULARS P.NO

    01 ABSTRACT 05

    02 INTRODUCTION 07

    03 FEATURES 09

    04 SAS STATISTICS 10

    05 GE MONEY 11

    06 HSBC 15

    07 JP MORGAN 16

    08 HYUNDAI 18

    09 SHOPPERS STOP 20

    10 RIO CASE STUDY : IBM SAS POST IMPLIMENTATION 23

    11 QUESTIONNAIRE / SECONDARY DATA ANALYSIS 26

    12ANALYSIS

    30

    13CONCLUSION

    36

    14REFERENCES

    37

    List of Graphs

    S.NO. PARTICULARS P.NO

    01 GRAPH 01 31

    02 GRAPH 02 32

    03 GRAPH 03 33

    04 GRAPH 04 34

    05 GRAPH 05 35

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    data structures and on remote computer platforms.

    The DATA step of a SAS program, like other database-oriented fourth-generation

    programming languages such as SQL or Focus, assumes a default file structure, and automates the

    process of identifying files to the operating system, opening the input file, reading the next record,

    opening the output file, writing the next record, and closing the files. This allows the

    user/programmer to concentrate on the details of working with the data within each record, in effect

    working almost entirely within an implicit program loop that runs for each record.

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    INTRODUCTION

    Business analytics leader SAS holds a commanding 34.7 percent market share in advanced analytics

    tools, up from 32.9 percent a year ago, according to leading industry analyst firm IDC.

    Organizations of all sizes, in all industries, continued in 2009 to rely on the power of SAS.

    SAS' market share was more than twice that of the second largest software vendor in the advanced

    analytics market. Twelve other companies accounted for a total of 7.6 percent of the market,

    according to the recently publishedIDC Worldwide Business Intelligence Tools 2009 VendorShares report.

    Despite 2009s difficult global economy, customers invested in SAS Analytics to maximize

    customer relations, fight fraud, manage risk and solve all kinds of critical business issues.

    Financial crimes continue to be on the rise in industries such as banking, insurance, government and

    health care, where speed and efficiency are critical to track down and stop offenders. The latestversion of SAS Enterprise Case Management provides more power, flexibility and task

    automation to accelerate fraud investigations without relying on IT support and time frames. A

    component of the SAS Enterprise Financial Crimes Framework, the enterprise case management

    solution streamlines processes and investigations, helping to reduce costs and improve fraud

    prevention. This framework is layered on top of the latest 9.2 platforms from SAS, the leader in

    business analytics software and services.

    Besides contributing to risk management, today's leading case technologies can also help

    institutions tie their policies to operational performance, reduce operating costs, and even grow the

    business, said Rodney Nelsestuen, Senior Research Director at TowerGroup. Since the

    management of financial crime cases is time-sensitive and critical, and can easily overwhelm

    organizations that lack automation, case management solutions should be designed to provide

    investigators with a convenient way to handle cases efficiently.

    BB&T (NYSE: BBT) one of the top US financial holding companies with more than $157.2

    billion in assets will be implementing SAS Enterprise Case Management to enhance its risk

    management process. BB&T is familiar with SAS software and uses it for customer intelligence,

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    anti-money laundering and credit risk management.

    Unveiled at the end of 2009, the newest SAS Enterprise Case Management now includes

    enhancements such as historical versioning, social network analysis integration, and Web service

    search and event notification. With historical versioning, investigators can easily see up-to-the

    minute changes made in the case system from previous versions. Investigators save time by

    eliminating manual review between versions and also have an audit trail to track key changes such

    as phone number, e-mail address, address, etc.

    Using social networking analysis visualizations and functionality, SAS Enterprise Case

    Management will help users easily view networks of individuals related to the case and to provide

    richer information and a more holistic view of the customer. Automated network visualizations

    provide investigators a better understanding of alerts involving possible crimes across multipleproduct lines or organized crime rings, revealing critical information to a larger case, which may

    have been overlooked otherwise.

    A successful audit of the SAS Solutions OnDemand infrastructure by TRUSTe, the leading online

    privacy seal and services provider, validates the commitment of SAS, the leader in business

    analytics, to protecting customer data in the cloud.

    The TRUSTe audit was a significant milestone for SAS. The company recently filed for Safe

    Harbor certification, a system to manage personal data privacy practices between the US and the

    stricter European Union Directive on Data Protection. The Safe Harbor Framework, established by

    the U.S. Department of Commerce in consultation with the European Commission, allows US

    companies to satisfy EU privacy directives protecting the personal information of European

    citizens.

    "As a global company with more than 50 percent of sales from non-US customers and substantial

    operations throughout the EU, Safe Harbor certification is critical for SAS' hosted applications,"

    said John Brocklebank, Ph.D., Vice President, and SAS Solutions OnDemand.

    Brocklebank noted that in addition to the pending Safe Harbor certification, SAS OnDemand

    customers are reassured when their data resides within SAS owned-and-operated facilities. "SAS

    maintains strict physical infrastructure standards for cloud applications," he said. "Unlike other

    independent software providers, we maintain complete control to ensure that our customers' critical

    data assets are secure."

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    The SAS Solutions OnDemand portfolio comprises 18 offerings including applications for

    marketing automation, social media analytics, anti-money laundering, drug development and other

    cross-industry and vertical industry purposes. SAS has provided hosted solutions for more than 10

    years.

    Some of the important features of SAS are as follows:

    All other tasks are accomplished by procedures that operate on the data set (SAS'

    terminology for "table") as a whole.

    Typical tasks include printing or performing statistical analysis, and may just require theuser/programmer to identify the data set.

    Procedures are not restricted to only one behavior and thus allow extensive customization,

    controlled by mini-languages defined within the procedures. SAS also has an extensive SQL

    procedure, allowing SQL programmers to use the system with little additional knowledge.

    There are macro programming extensions, that allow for rationalization of repetitive

    sections of the program.

    Proper imperative and procedural programming constructs can be simulated by use of the

    "open code" macros or the Interactive Matrix Language SAS/IML component.

    Macro code in a SAS program, if any, undergoes processing.

    At runtime, DATA steps are compiled and procedures are interpreted and run in the sequence they

    appear in the SAS program. A SAS program requires the SAS software to run.

    Compared to general-purpose programming languages, this structure allows the

    user/programmer to concentrate less on the technical details of the data and how it is stored, and

    more on the information contained in the data. This blurs the line between user and programmer,

    appealing to individuals who fall more into the 'business' or 'research' area and less in the

    information technology area, since SAS does not enforce (although it recommends) a structured,

    centralized approach to data and infrastructure management.

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    Some popular SAS user clients:

    1. GE Money:

    GE Money is considered to be one of the biggest financial institutions in the Czech Republic and

    various European countries, but more importantly, a real pioneer in the comprehension and

    implementation of CRM in the local financial market.

    GE Money comprises three divisions: GE Money Bank (global bank services, including services for

    small to medium businesses and retail), GE Money Multiservice (consumer finance services) and

    GE Money Auto (car purchase financing by lease or consumer loan). GE Money Bank controls 212

    branches and 515 ATMs.

    Cooperation overview: Because of the institutions previous satisfaction with SAS solutions,

    especially with data mining and the statistical and analytical products (mainly in the area of cross-

    sell campaign modeling), GE Money decided to improve its reporting capabilities using SAS.

    Customer needs: A business success directly depends on the availability and timeliness of

    reporting, and so reporting must clearly inform as to the well-being of every aspect of the business,

    including which part of the business is successful and which may be stagnant. In the past, reporting

    in GE Money took an excessively long time, was ineffective and time-consuming. At GE Money,

    weve searched for a solution with presentation layers that would enable not only static but also

    dynamic reporting. We needed a solution that would be accepted by business users as well as by

    more experienced and professional users who could further edit and work with reports. For

    example, users would need to be able to filter and sort the data, create graphs, etc.

    Implementation process: Before using the SAS Enterprise BI Server, reports at GE Money were

    through ad hoc requests to data warehouses, and presentation was only available as a manual cut

    and paste into Excel, PowerPoint or in static HTML sites. Analysts were forced to continually

    submit SQL requests to data warehouses and then manually copy the results. The IT department was

    responsible for creating reports in the entire bank (approximately 100 reports) on a daily, weekly or

    monthly basis. The bank was unable to create any dynamic reports, and users could not further edit

    and work with reports. The delivery process could take as long as two months even though there

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    were four full-time employees devoted to the task. This situation was unacceptable for marketing or

    general management.

    In October 2007, GE Money resolved that it was time to change the reporting situation after

    working on a single report for about one month and were facing two ways out: request the report

    from IT, which meant a long delivery time, or outsource the reporting to an external supplier. The

    latter raised additional budgetary requirements. We were in a vicious circle. We decided to act with

    help from SAS.

    With SAS, business users can access reports through a simple Web interface without help from IT,

    and users can browse or edit reports according to skill level or need. The reports show who has

    worked on campaigns and provide detailed information on individual clients. This information

    helps the business user work with customers directly and individually without further help or

    requests to IT.

    The SAS Enterprise BI Server allows GE Money total independence of business from IT. Since its

    implementing, the time spent on reporting has decreased significantly. Bringing up the same reports,

    which took about a month before, does not take us more than a half day, nowadays.

    Benefits: These are few of the benefits GE Money after the implementation of SAS

    1. There is only one version or one common platform for all departments because information

    is stored in one place.

    2. Promptness (users dont spend more than a week to craft the most complicated reports).

    3. The system represents an intelligent superstructure over the IT interface and business, and it

    clearly shows the line between these two areas.

    4. Simple, user-friendly environment.

    5. Transition from static to dynamic reporting.

    6. Easy export to PDF, Excel or other office applications.

    7. Easy to count bonuses for salesmen based on these reports.

    8. Simple configuration and delegation of access rights: Users see only what they should see.

    9. Short installation time.

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    Future vision: At present, the system covers around 60 percent of GE Money reports. The

    institution plans to extend the system to an additional 30-40 users in GE Money Banks retail

    division. Possible extension of the reporting system to regional branch offices, which has not yet

    been decided upon by top management, would result in more than 200 additional users. GE Money

    estimates the return on its project investment to be measured by manpower savings and

    improvement in business performance and competitive strengths within 1 1/2 to two years.

    Another important application of SAS is putting a stop to fraud services followed by GE

    Consumer & Industrial (C&I) relies on thousands of service providers to handle more than 1 million

    service claims in the appliance group each year. Before using SAS, GE's Consumer Home Services

    Division audited a portion of claims that fell within certain parameters. With SAS, GE now audits100 percent of the claims for suspicious activity. "It really helps our auditors work smarter," says

    Gary Hewes, General Manager of Service Support Operations. "You don't eliminate the person, you

    help them pick which claims we should look at, and for what reason."

    In the Home Services Division, claims typically come from technicians who make repairs on

    warrantied consumer products, including stoves, refrigerators, washers and dryers. Auditors are

    looking for service providers who present suspect facts about the services performed. These facts

    can be related to many things, including the product, customer, complaint or work completed.

    "One of the biggest problems with our old process was that it was difficult to see patterns. With the

    volume of data, no one auditor could see unusual behavior emerging," says Richard Miller, Program

    Manager, Field Service Solutions. "We needed a tool that didn't require us to go fishing for the data.

    It needed to surface problems automatically." The company also wanted a hosted solution that

    would interface with GE's existing process.

    Passing the test: The GE team had the perfect scenario in which to test the SAS solution. The

    company was tipped off to some service providers committing fraud.

    Problem: Fraud is a complex phenomenon, but there are leads and indicators on every claim

    that can assist in identifying suspect claims. In a blind test with an unfamiliar set of data, SAS

    performed analysis to provide answers to GE's test.

    Today, GE claims data is uploaded to the fraud detection software, where 26 claim-level sets of

    analyses are automatically calculated for each claim. Claims are flagged for audit when multiple

    elements are out of the ordinary, compared to averages. Once flagged, auditors at GE receive

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    reports of suspicious claims to investigate.

    Future savings: GE expects the amount of fraud SAS will help it find will decrease as time

    goes on and that's OK. "Service providers are watching themselves because they know we have

    new processes. Some of the service providers have gone back and found problems in their own

    shops," Miller says. "We hope it will become a deterrent tool."

    GE also plans to expand the use of SAS to not just catch fraudulent claims, but also find service

    providers who might not be as efficient at repairing appliances and electronics as they could be

    then offering them additional training.

    Julie Tisera, Consumer Experience Manager for GE C&I, says this success is just the beginning.

    "We've seen a lot of great results with business analytics," says Tisera. "Now that we're addressing

    suspicious claims activity, we're looking for other ways to use analytics to improve the consumer

    experience."

    At GE, Tisera recognizes that fraud detection is really just the tip of the iceberg. "Our goal is to

    provide a positive experience for our consumers at every touch point, and applying analytics will

    help us understand where we need to focus our efforts."

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    2. HSBC

    INTRODUCTION OF SAS

    HSBC has deployed SAS Fraud Management as the foundation for its real-time fraud detection and

    ongoing fraud management across its global network. The solution is live in the US, Europe and

    Asia, protecting 100 percent of credit card transactions in real time. HSBC envisions expanding

    these initiatives to encompass fraud across multiple lines of business and multiple sales channels.

    HSBC is expanding its SAS deployment to monitor multiple transactions across different channels

    to obtain a customer-centric view of fraud threats. Rather than have separate, isolated teams looking

    at online bill payments, debit-card transactions and credit-card purchases, HSBC will be using SAS

    to look at that data in the aggregate.

    HSBC Holdings plc is one of the worlds largest banking and financial services organizations,serving more than 100 million customers through 10,000 offices in 86 countries and territories.

    Head of Group Fraud Risk, Global Security and Fraud Risk for HSBC, the bank has extensive anti-

    fraud policies that span the entire enterprise. A big part of a banks relationship with customers is

    giving them confidence that you are protecting them against fraud, and balancing that with their

    need to have access to your services. "Fraud losses are true operating costs that go directly to the

    bottom line and affect our ratios, he said. So, its an incredibly important focus for HSBC.

    BENEFITS-

    SAS help to develop the requirements and have some meaningful interest in the direction

    that the product has taken.

    SAS is very stable and very fast.

    SAS provides a wealth of up-to-date information about the performance of our fraud

    defenses and allows us to adapt, as needed, to battle changing threats.

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    HSBC Hong Kong will be the first to use the new integrated system from SAS. The system

    will screen all of a customers non-card transactions and put all forms of payment

    transactions through the same solution and a single database.

    HSBC also closes up one loophole, thieves devise new threats to exploit other potential

    vulnerabilities.

    3. JPMorgan-

    INTRODUCTION OF SAS

    JPMorgan Asset Management serves institutions, financial intermediaries and individual investors

    worldwide. Over 650 investment professionals in every major world market provide more than 200

    different strategies that cover all asset classes including equity, fixed income, cash liquidity,

    currency, real estate, hedge funds and private equity. The company prides itself on managing its

    clients assets in the most effective ways and delivering strong risk-adjusted returns.

    It is essential for JPMorgan to keep a tight control on costs to support profitability. A former user of

    Oros activity-based costing (ABC) software, JPMorgan upgraded to SAS Activity-Based

    Management to improve efficiency and controls. By analysing and allocating costs relating to

    specific activities, the company can better understand and manage profitability as it relates to

    products, processes, customers and intermediaries.

    JPMorgan has an opportunity to identify then drive costs out of both front and back office activities.

    The company had used Oros from 2000 as the basis for its ABC model. Over time, however, it

    became clear that Oros struggled to handle the complexity of the business.

    SAS Professional Services has made recommendations on how JPMorgan can use the

    multidimensionality features effectively, an ongoing focus for the profitability team, while post-

    implementation workshops at SAS enabled the team to review its model and identify where

    improvements could be made. Whitman says, SAS Customer Support has been very responsive

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    throughout - weve had a good relationship with SAS.

    BENEFITS-

    SAS Activity-Based Management to cope with the complex and multidimensional product

    lines and volumes.

    ABC and ABM approaches are designed to provide a far fuller picture of the costs and

    profits associated with doing business compared to traditional cost accounting.

    This approach also supported areas: for example, under-pricing in a low margin business.

    JPMorgan can undertake these activities and many more, improving the speed,

    sophistication and accuracy of its approaches.

    SAS Activity-Based Management has added a degree of automation to internal cross-

    charging processes to support further efficiency gains.

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    4. HYUNDAI

    INTRODUCTION OF SAS

    In its 30 years of operation, Hyundai Motor Company (HMC) has risen to become the top-ranked

    automaker among its domestic competitors, as well as one of the world's largest automotive

    producers. HMC's business strategy revolves around a continuous focus on customer satisfaction,advanced technology, top quality, humanism, and reliability-with the goal of becoming the top auto

    producer for the 21st century.

    With more than 47,000 employees and capital exceeding US$350 million, Hyundai Motor

    Company currently has the largest independent manufacturing plant in Korea, located in Ulsan,

    South Korea.

    Hyundai Motor Company has locations in Tokyo, Peking, Detroit, and Frankfurt, and subsidiariessuch as Hyundai Motor America, Hyundai Auto Technical Inc Hyundai Motor Finance Company,

    and Hyundai Motor India.

    The company's Enterprise Information and Management System (EIMS) is the first executive

    information system built with SAS software in Korea. Created in three months for the current

    domestic automotive market, the EIMS is not just a corporate-wide business management system,

    but also supports and facilitates executive decision-making.

    For data extraction, Hyundai Motor Company chose to use SAS/Warehouse Administrator software,

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    which provides a single point of control for managing the company's data warehouse-a repository of

    decision support information.

    BENEFITS

    A warning system allows executives to view all levels of sales and production volumes and to

    locate low levels of performance by comparing these figures with a previously defined warning

    point.

    A goal-oriented system keeps executives informed on the progression toward long-term goals.

    A decision support system provides timely access to management-level information.

    Reports produced from the EIMS are delivered directly to the company's executives. The EIMS

    warehouses information from a wide range of departments in Hyundai Motor Company, such as:

    4. Human Resources, which includes organizational charts, personnel records, and staff counts.

    5. Domestic Sales, including daily and monthly sales, market share, and

    Market analysis (according to grade).

    6. Foreign Sales, consisting of foreign exports, daily exports, local sales, inventory, and competitive

    analysis.

    7. Production, including production per factory and per model, target achievement, and factory

    operation.

    8. Hyundai has found that the best way to protect its current capital investments is to invest further

    into managing its most valuable asset information. The EIMS gives the company freedom to be

    proactive and innovative instead of always reacting to market movements, helping drive Hyundai

    ahead of its competitors.

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    5. SHOPPERS STOP

    INTRODUCTION OF SAS

    India's growing retail sector is the fifth largest in the world. In recent years, the sector has

    experienced rapid growth and sophistication to address swelling market demand and ever-changing

    customer preferences. Growth in the sector has created a highly competitive retail environment, inwhich innovative retailers like Shoppers Stop Limited are using analytics to increase customer

    loyalty, satisfaction and profitability, while improving overall operations.

    Established in 1991, Shoppers Stop is India's largest retail chain of large-format department stores.

    Owned by K. Raheja Corp Group, Shoppers Stop offers customers a world-class shopping

    experience through its 30 stores across 13 cities spread over 1.9 million square feet of retail space.

    The company sells a range of domestic and international premium brands in categories such as

    apparel, accessories, cosmetics, home, bed and bath. Shoppers Stop also operates Crossword Book

    Stores and has a 19 percent stake in HyperCity, a large format hypermarket chain.

    Faced with ever-growing customer aspirations, Shoppers Stop needed to advance customer

    satisfaction and loyalty, increase its breadth of merchandise and expand store operations into new

    markets -- all while retaining profitability.

    'First-of-a-kind solution'All of this required access to standardized, timely and accurate data from its

    DRISHTI (Insight) data warehouse project, along with flexible reporting functionality and deep

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    analytical capabilities to help drive business objectives.

    SAS Consulting earns praiseGupta credits the expertise of the SAS consultants who supported his

    team throughout the implementation process. The project was carried out in phases, allowing users

    to get their hands on the solution early and have their requirements addressed quickly throughout

    the project.

    Insights, improvements, benefitsShoppers Stop achieved a variety of early benefits from the SAS

    Business Analytics solution.

    BENEFITS

    1) 'First-of-a-kind solution'

    SAS provided the retailer with a business analytics framework for reporting and analytics

    using SAS Enterprise BI Server and SAS Enterprise Miner.

    The scalability of the solution analyzes over three years of customer data, in multiple

    formats, which is extremely valuable in understanding churn and share-of-wallet.

    They able to develop focused campaigns and offers as well as study target market

    demographics to assist and influence our merchandising decisions.

    To help drive its growth strategy, Shoppers Stop is employing its reporting and analytics

    capabilities in the areas of merchandising, loyalty management, distribution and logistics,

    sales performance, loss prevention, and financial analysis.

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    Time-to-intelligence has been significantly reduced in areas such as customer segmentation,

    inventory and vendor management, market basket analysis, store and sales performance

    analysis and assortment planning.

    2) Insights, improvements, benefits

    The retailer was able to increase availability by 2 percent for the targeted category, which is

    significant in the early phase of a shopping season when margins are higher.

    The chain can now monitor migration trends and calculate the business effect of openingnew stores in the markets in which it already operates.

    Early benefits came from a study of demographic groups, in which Shoppers Stop analyzed

    customer buying behaviors and drivers in a specific market. The insight resulted in an

    increase in sales from the targeted segment.

    "With the competitive landscape getting tougher, we recognized the need to leverage

    our rich transactional data," Gupta explains. "After carefully examining the market, we

    chose SAS to drive our quest for generating insights. The journey thus far has been

    gratifying with SAS providing the requisite expertise towards moving data to information

    and insights. As we deploy the data warehouse across our other business units, we believe

    that the potential to harness insights is immense."

    3) SAS Consulting earns praise

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    The project was carried out in phases, allowing users to get their hands on the solution early

    and have their requirements addressed quickly throughout the project.

    They helped create a vibe and sustain excitement across the organization for the

    functionality.

    With SAS in place now, we are well poised to further grow our business through the insight

    the analytics provide us.

    IBM- Bottom Line

    IBM deployed SAS BI for its 300mm semiconductor business to leverage existing Base SAS

    software data and provide users with direct access to reports, improving data consistency and

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    visibility while avoiding IT costs.

    ROI: 386%

    Payback: 3.2 months

    THE COMPANY

    IBM is a global technology company with customers in 170 countries. The IBM 300mm

    semiconductor facility in East Fishkill, New York, combines IBMs array of leading-edge chip-

    making technologies with the economies of scale resulting from production of chips on larger,

    300mm diameter silicon wafers.

    THE CHALLENGEThe semiconductor facility makes frequent changes in operations as IBM invests in new

    technologies with different requirements, and making those changes rapidly is key to staying on the

    cutting edge in the semiconductor market. IBM had used Base SAS software at the facility for a

    number of years and a team of programmers was responsible for managing the code and generating

    custom reports on an as needed basis. In 2005, IBM found that the reporting programming team

    was having difficulty keeping up with the reporting requirements for the engineering and

    manufacturing teams, and it wanted to make report creation easier so individual users would have

    more rapid access to the information they needed. IBM also wanted to ensure that it could maintain

    the integrity of the data even if many more users had access to it.

    THE STRATEGY

    IBM considered a number of options and chose SAS Business Intelligence largely because it had

    already had its foundation code in Base SAS software and SAS Business Intelligence would be

    easier to implement over Base SAS software than another solution. IBM installed the software in

    late 2005 and started to ramp up its use in 2006. IBM performed some minor customizations of

    SAS Business Intelligence to make it more appropriate for use at IBM, and deployed to 25 super

    users to test further customizations that were made to support the more than 100 data sources and

    100 gigabytes of data supported by the environment. The report programming team worked with the

    initial power users to develop training materials and conduct the training for the engineering and

    manufacturing teams. Power users received a week of training; other users underwent between a

    few hours and a day of training depending on their skill and usage level, and IBM added 45 to 50

    new users a month to reach its current deployment size. Today, more than 600 users access SAS

    Business Intelligence on a regular basis to generate reports for managing day-to-day operations and

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    decision-making:

    The reporting programmer team develops basic reports that can then be reused and

    customized for individual users needs.

    Power users have learned over time to build their own reports.

    Automated report and presentation generation on a daily basis ensures all managers have

    access to the information they need before the daily plant meeting.

    IBM began with one processor on the server dedicated to SAS Business Intelligence and has now

    grown to devote five processors to the application to ensure it can support the volume of queries

    from its users.

    KEY BENEFIT AREAS

    Deploying SAS Business Intelligence has enabled IBM to put reporting tools directly into the hands

    of its end users, ensuring consistent access to information for better decision making. Key benefits

    from the solution include:

    Reduced daily presentation time. Now presentations for the daily executive meeting are

    automatically generated, eliminating the technician time so they can spend more time on

    higher-level tasks.

    Reduced report creation time. Managers can access the reports they need and make changes

    and updates as needed, reducing the amount of time spent developing reports and requesting

    data.

    Improved visibility. Because standard reports are updated daily in a dashboard for

    executives, they can quickly identify trends or problems.

    Improved data accuracy. Because users can access the data directly and automatically

    update key reports, they can ensure they always have access to the most up-to-date and

    accurate data.

    Avoided IT staff. Because users can develop and customize their own reports, IBM has been

    able to significantly grow its reporting capabilities without adding reporting programmers:

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    since the deployment more than 1,000 new reports have been created without IT

    intervention.

    KEY COST AREAS

    Key cost areas for the deployment included personnel, software, and training. Both consulting and

    hardware made up less than 5 percent of overall project costs. Consulting costs were low because

    IBM was able to manage most of the implementation with its own internal staff. Hardware costs

    were low because another group at the facility was discarding a server so the project team was able

    to acquire it for minimal cost.

    LESSONS LEARNED

    As user adoption grew, IBM found that having a clear plan for the volume of data and the types of

    queries generated ensures users dont have problems with system performance. SAS has helped

    IBM over time to fine tune the delivery of the software through the java engine and Web

    applications on the IBM side to improve performance as super users ran more and more complex

    reports.

    CALCULATING THE ROI

    Nucleus calculated the costs of software, hardware, consulting, personnel, training, and other

    investments over a 3-year period to quantify IBMs total investment in SAS Business Intelligence.

    Direct benefits quantified included the avoided cost of hiring additional IT staff that would have

    been needed to support IBMs volume of report generation without the new application. Indirect

    benefits included savings for engineering and manufacturing managers and other employees who

    save between 15 minutes and an hour per day by using the application. Productivity savings were

    quantified based on the time saved and the average fully loaded cost of each group of employees,using a correction factor to account for the inefficient transfer of time between time saved and

    additional time worked. Not quantified are the returns

    IBM receives from making better decisions through greater visibility into day-today operations.

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    QUESTIONNAIRE / SECONDARY DATA ANALYSIS

    QUES1. Which of the following software tools do you consider part of BI/perfo -rmancemanagement?

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    Software Tools BI/ Performance Management

    Tools

    Analytics

    Dashboards

    Query

    Enterprise Reporting

    Data Integration

    OLAP

    Packaged Analytical Applications

    Microsoft Excel

    Scorecards

    Planning/Budgeting

    ConsolidationOther software tools

    QUES2. In which of the following areas did or will your company first implement aBI/performance management tool/solution?

    Area Ranking At Once

    Executive ManagementSales

    IT

    Finance

    Marketing

    Customer Support

    Other Area

    QUES3. Which of the following key benefits does your company currently derive or would

    you expect to derive from BI/performance management tools?Key Benefits Yes/No

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    Improving the decision-making process (Relevance of decisions)

    Producing a single, unified view of enterprise wide information

    Better aligning resources with strategies

    Speeding up the decision-making process

    Responding to user needs for availability of data on a timely basis

    Realizing cost efficiencies

    Sharing information with a wider internal audience (casual users)

    Increasing revenues

    Maintaining regulatory compliance

    Synchronizing financial and operational strategies

    Sharing information with external users (customers, suppliers)

    QUES4. What are the key technology or business challenges your company has faced orexpects to face in implementing BI/performance management tools/solutions?

    Business Challenges Yes/No

    Data integration with multiple source systems

    Data quality

    Ability to handle complex queries and a large user population

    Administration and security

    Integration with the rest of companys enterprise applications

    Users lack necessary skills

    Difficulty in learning to use

    Metadata management

    Lack of corporate strategy for this solution

    ROI justification

    It takes too long to deliver relevant information

    Other challenge

    QUES5. For 2010-11, will your companys expenditures for BI and performance management

    tools/solutions likely increase, decrease or stay the same as in 2009-10?

    1. Increase ______

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    2. Decrease ______

    3. Stay the same ______

    4. Unsure/Dont know ______

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    ANALYSIS

    QUES1. Which of the following software tools do you consider part of BI/perfo -rmancemanagement?

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    Analysis: From above graph we can see that the mainly used software tools are analytics,

    dashboards, query, enterprise reporting and dataintegration.

    QUES2. In which of the following areas did or will your company first implement aBI/performance management tool/solution?

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    Analysis: From above graph we can find out that executive management along with sales are the

    priority area in which SAS has been implimented. Followed by IT and finance.

    QUES3. Which of the following key benefits does your company currently derive or wouldyou expect to derive from BI/performance management tools?

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    Key Benefits Yes/No

    Improving the decision-making process (Relevance of decisions) 1A

    Producing a single, unified view of enterprise wide information 2A

    Better aligning resources with strategies 3A

    Speeding up the decision-making process 4A

    Responding to user needs for availability of data on a timely basis 5A

    Realizing cost efficiencies 6A

    Sharing information with a wider internal audience (casual users) 7A

    Increasing revenues 8A

    Maintaining regulatory compliance 9A

    Synchronizing financial and operational strategies 10A

    Sharing information with external users (customers, suppliers) 11A

    Analysis: From above graph we can find out that most important key benefits are Improving the

    decision-making process (Relevance of decisions) and followed by Producing a single, unified view

    of enterprise wide information and Better aligning resources with strategies.

    QUES4. What are the key technology or business challenges your company has faced orexpects to face in implementing BI/performance management tools/solutions?

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    Business Challenges

    Data integration with multiple source systems 1A

    Data quality 2A

    Ability to handle complex queries and a large user population 3A

    Administration and security 4A

    Integration with the rest of companys enterprise applications 5A

    Users lack necessary skills 6A

    Difficulty in learning to use 7A

    Metadata management 8A

    Lack of corporate strategy for this solution 9A

    ROI justification 10A

    It takes too long to deliver relevant information 11A

    Other challenge 12A

    Analysis: From above graph we can find out that most important business challenges are Data

    integration with multiple source systems followed by Data quality.

    QUES5. For 2010-11, will your companys expenditures for BI and performance management

    tools/solutions likely increase, decrease or stay the same as in 2009-10?

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    Analysis: From above graph we can find out that 65% corporates feels that they will increase their

    expenditures for BI and performance management tools/solutions likely increase in 2010-11. While

    25% are unsure about that.

    CONCLUSION :

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    From the study we able to conclude that 65% corporates feels that they will increase their

    expenditures for BI and performance management tools/solutions likely increase in 2010-11. While

    25% are unsure about that.

    The most important key benefits are Improving the decision-making process (Relevance of

    decisions) and followed by Producing a single, unified view of enterprise wide information and

    Better aligning resources with strategies.

    And the most important business challenges are Data integration with multiple source

    systems followed by Data quality.

    REFERENCES:

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    www.sas.com/products/stat/index.html

    support.sas.com

    en.wikipedia.org/wiki/SAS_(software)

    www.stat.berkeley.edu/classes/s100/sas

    www.sas.com/resources/brochure/predictive-analytics-suite-overview

    www.pauldickman.com/teaching/sas/sas_tips

    http://www.sas.com/news/preleases/enterprise-financial-crimes-framework.html

    www.sas.com/reprints/nucleus_ibm

    http://www.sas.com/news/preleases/IDCTopAnalytics

    http://www.sas.com/products/stat/index.htmlhttp://www.sas.com/products/stat/index.htmlhttp://www.sas.com/products/stat/index.htmlhttp://www.sas.com/products/stat/index.htmlhttp://www.sas.com/products/stat/index.htmlhttp://www.stat.berkeley.edu/classes/s100/sashttp://www.stat.berkeley.edu/classes/s100/sashttp://www.stat.berkeley.edu/classes/s100/sashttp://www.stat.berkeley.edu/classes/s100/sashttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.sas.com/news/preleases/enterprise-financial-crimes-framework.htmlhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/news/preleases/IDCTopAnalyticshttp://www.sas.com/products/stat/index.htmlhttp://www.stat.berkeley.edu/classes/s100/sashttp://www.sas.com/resources/brochure/predictive-analytics-suite-overviewhttp://www.pauldickman.com/teaching/sas/sas_tipshttp://www.sas.com/news/preleases/enterprise-financial-crimes-framework.htmlhttp://www.sas.com/reprints/nucleus_ibmhttp://www.sas.com/news/preleases/IDCTopAnalytics