Project Charter TSTH SAP ECC 6.0 Implmenation

Project Charter
Version 1.0
for
TATA STEEL (THAILAND) PLC.
SAP ERP 6.0 IMPLEMENTATION
TATA CONSULTANCY SERVICES
&
TATA TECHNOLOGIES
Sept 2007
DOCUMENT RELEASE NOTICE
Notice No. : TSTH SAP PROJECT CHARTER 1.0
Client: Tata Steel (Thailand) PLC
Project: TSTH SAP Implementation
Document details: Programme Charter
Name Version No. Description

Project Charter 0.1 Project Charter for TSTH SAP
Implementation
Revision details:
Action Preceding New Revision
taken Page No. Page No. Description
Change Register serial numbers covered:
The documents or revised pages are subject to document control.

Please keep them up-to-date using the release notices from the distributor of the
document.
These are confidential documents. Unauthorized access or copying is prohibited.
Approved by: Date:
Authorized by: Date:

DOCUMENT REVISION LIST
Notice No. :
Client: TSTH.
Project: TSTH - SAP Implementation
Document details: Project Charter
Release Notice Reference (for release):
Rev. Revision Revision Page Prev Action Addenda/ Release

No Date Description No. page Taken New page Notice
No reference
PROJECT: YATRA
CONTENTS
1 INTRODUCTION ........................................................................................................................................6
1.1 OVERVIEW .............................................................................................................................................6
1.2 PROJECT SUMMARY ...............................................................................................................................6
1.3 APPROACH & METHODOLOGY ...............................................................................................................6
2 PROJECT OBJECTIVES & BENEFITS...................................................................................................7
2.1 OBJECTIVES ...........................................................................................................................................7
2.2 BENEFITS ...............................................................................................................................................7
2.3 CRITICAL SUCCESS FACTORS .................................................................................................................9
2.4 CONTRACT CONFLICT ............................................................................................................................9
3 PROJECT SCOPE .....................................................................................................................................10
3.1 FUNCTIONAL SCOPE .............................................................................................................................10
3.2 TECHNICAL SCOPE ...............................................................................................................................14
4 PROJECT PLAN AND METHODOLOGY OVERVIEW .....................................................................15
4.1 IMPLEMENTATION METHODOLOGY ......................................................................................................15
4.2 PROJECT DELIVERABLES ......................................................................................................................17
4.3 PROJECT PLAN .....................................................................................................................................19
5 PROGRAMME MANAGEMENT............................................................................................................20
5.1 PROJECT TEAM ROLES .........................................................................................................................21
5.1.1 Corporate Steering Committee.......................................................................................................21
5.1.2 Steering Committee ........................................................................................................................21
5.1.3 TSTH Project Manager ..................................................................................................................21
5.1.4 TSTH Business Process Owners.....................................................................................................21
5.1.5 TSTH Power Users .........................................................................................................................22
5.1.6 TSTH IT Team ................................................................................................................................22
5.1.7 Suggested Power User of TSTH .....................................................................................................22
5.1.8 TCS/TTL Project Manager .............................................................................................................23
5.1.9 TCS/TTL Functional Team .............................................................................................................23
5.1.10 TCS/TTL Technical Team ..........................................................................................................24
5.1.11 Team Responsibility Matrix .......................................................................................................24
5.2 CHANGE MANAGEMENT STRATEGY .....................................................................................................25
5.3 SCOPE MANAGEMENT ..........................................................................................................................27
5.4 ISSUE MANAGEMENT ...........................................................................................................................28
5.5 COMPLEXITY MANAGEMENT ...............................................................................................................28
5.6 PROJECT PLANNING AND MONITORING (REVIEW MEETINGS)..............................................................28
5.7 QUALITY MANAGEMENT .....................................................................................................................29
5.8 TRAINING .............................................................................................................................................31
5.8.1 Training Plan .................................................................................................................................31
5.8.2 Training Methodology ....................................................................................................................31
5.8.3 Knowledge Transfer .......................................................................................................................32
6 PROJECT MANAGEMENT STANDARDS AND PROCEDURES .....................................................33
6.1 PROJECT MONITORING .........................................................................................................................33
6.2 COMMUNICATION PLAN .......................................................................................................................33
7 SYSTEM LANDSCAPE STRATEGY......................................................................................................34
For Internal use only Page 4 of 37

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TATA CONSULTANCY SERVICES/TATA Project Charter Version No: 01

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8 SYSTEM AUTHORIZATION STANDARDS .........................................................................................35
8.1 SYSTEM AUTHORIZATION PROBLEMS AND ERROR HANDLING.............................................................35
8.2 SYSTEM ENHANCEMENT AND MODIFICATIONS APPROVAL ..................................................................36
9 SIGN OFF – CHARTER APPROVAL.....................................................................................................37

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1 INTRODUCTION
1.1 Overview
Tata Steel (Thailand) PLC (“TSTH”) have made the decision to replace the existing systems
with mySAP ERP 2005 (ECC 6.0) or SAP ERP 6.0 integrated software. The objective of this
charter is to agree the foundation of the project by documenting the objectives,
implementation strategy, project organization and roles, and the project plans necessary to
achieve TSTH's objective. Signing off this charter gives approval for the SAP project to proceed.
1.2 Project Summary

TSTH has decided to implement SAP at TSTH as part of their strategy to have integrated
system.
TSTH has an objective is to become a truly business centric and cost effective business
organisation realising maximum value to its stakeholders.
The overall objective of this initiative is to ensure that TSTH has competitive advantage
through:
• Integrate all the Business Processes
• Standardise the business functionality as much as possible across all the Plants.
• Improve and simplify business processes.
• Rationalization of multiple systems to a single common solution
• Continuous improvement to provide a fully integrated and flexible solution which allows
TSTH to change and evolve processes and structures without technical constraints (A
culture of continuous improvement)
• TPM
• Comply with all involved Thai and international laws and maintain corporate governance
1.3 Approach & Methodology

The project shall adopt the Accelerated SAP (ASAP) implementation methodology. The implementation
strategy for the project defines timelines for project phases, as well as how the SAP system will be
implemented.
Refer to the latest version of preliminary project plan on TSTH for milestones of the
project.
The approved Project Charter shall be treated as the baseline for the entire project during its lifecycle.

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2 PROJECT OBJECTIVES & BENEFITS
2.1 Objectives
In order to deliver the project within budget, schedule and quality the following
project objectives has been adopted. These Project objectives shall be adhered to
during the execution of the project.
• Provide an integrated, enterprise wide system where the transaction would be

recorded with a series of modules that communicate with each other
seamlessly, augmenting current business processes with best practices
• Unification and streamlining of processes;
• Recommendation of industry standard products;
• Maximise usage of out-of-the-box features of SAP;
• Ease of implementation and maintenance;
• Minimise learning curve;
• Ensuring that all interfaces are robust and secure;
• Follow SAP’s best practice recommendations for implementation.
2.2 Benefits
The focus of benefits will be to provide common business systems across TSTH that will:
• Enable more effective use of resources
• Support business growth
• Leverage administration costs

The primary benefits expected to accrue from the SAP implementation are:
• Elimination of non value adding activities such as data entry duplication
• Adoption of best practices where possible
• Simple and shortened close at month, quarter and year end
• Commercial benefits of having a single source for financial information
• Capturing your most of the business transactions in one location
• Easily review inventory, customer and vendor activity
• Inventory reduction at least 5% of current inventory other than Scrap

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• Cycle Time Reduction at least 10% (Pr-->Gr), will save safety stock and
manpower
• Interface cost reduction with other application 20% (Materials Management)
• Standardisation of material code across the organisation
• Better control & visibility of stock (Optimized management of inventory )
• Increasing sale volume from increasing DDP and reduced Stock Out
• Easy maintenance and support, reducing costs (Maintenance Department)
• PM– OEE, MTTR( Mean Time To Repair) & MTBF( Mean Time between Failure)
• Track & Analyze the history up to root cause level & up to component level
• Support of information sharing and access Simple and easy to use

interfaces
• Significant simplification and superior reporting .Enables the sharing of

data and business practices throughout the organization;
• Automates workflow chains from one department to the next;
• Improves decision making by providing timely and accurate information;
• Enhances productivity by increasing business process efficiency
• Standardization of TSTH HR Group
• Planning for Budgeting - Compensation planning & Management
• Strategic Planning
• Workforce Cost Planning and Budgeting , Workforce Analytics to measure,

Workforce Analytics to Plan , Workforce Planning
• Complete data of employee & Generate analytical employee data in

diversity report. Access to employee data base in every time -Can receive
immediately faster than the old system & reduce cost
• Create more satisfaction of employee
• Link HR process together & Develop HR management to worldwide
• Optimize SCM processes by integrating with SCM solution of I2
• Initiate new marketing processes in the organization
• Standardize business processes and system with ARIS platforms
• Product costing - So that more accurate Actual costs for better Planning &
decision Making

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• Cost Centre Planning for better Control of Overheads
• Reduce Non value Add Activity
2.3 Critical Success Factors

The critical success factors of this engagement are:
• Senior management commitment and support and involvement

at all levels;
• Proper Communication with key stake holders and all users;
• Alignment of expectations to project scope;
• Empowered project Power User to make decisions as well as existence of

forums to support a rapid decision making process;
• Organisational readiness and ability to change with strong focus on

organisational change management;
• Full incorporation of redesigned processes for increased efficiency,

effectiveness and alignment with SAP Best Practices and keeping
customisation to the minimum;
• Minimisation of unique or local requirements within each division and

adoption of standard business practices;
• Effective planning and scope management to ensure adherence to project

schedules;
• Adequate involvement from all business stake holders and users during
user requirements study, documentation, integration testing, review &
acceptance;
• Accurate & timely data migration / data creation;
• Resource availability and full-time dedication to project;
• Strong team environment within the Project Team.
2.4 Contract Conflict

The signed-off Contract Purchase Order & Agreement with TCS/TTL is the definitive
contractual arrangement agreed between TCS/TTL and TSTH. Where disputes arise
with regard to scope items or implementation guarantees, the Contract shall be
treated as the baseline. All other areas such as the project schedule, project
organisation, and resource mobilisation and implementation approach shall be
superseded by this project charter.

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3 PROJECT SCOPE
The project scope is defined in the following domains:
• Functional Scope - defined by the business functions (processes) proposed

for implementation.
• Geographic and Organisational Scope –

TCS/TTL will execute this Project centrally from TSTH RASA TOWER II, Bangkok,
Thailand, where the Development will be hosted. Business activities of the
following locations will be covered;
Plants SISCO, NTS and SCSC -- located in Saraburi, Chonburi, and

Rayong Provinces respectively
TSTH, Corporate office at Bangkok, Thailand.
However depending on project exigencies and to cater to the scheduled delivery

deadlines, development of certain components may be done in parallel from the
Development Centre at Kolkata. In this regard, the development license of TSTH
SAP software may have to be installed in Kolkata if required and TSTH will arrange
for the requisite permission for installation of the same.
• Technical Scope – defined by training, implementation and project

management consulting that TSTH shall receive from TCS/TTL.
3.1 Functional Scope

SAP MODULES SCOPE
The following functions will be implemented under the TSTH SAP implementation
project:
• Financial Accounting (FI) & Asset Accounting
• Controlling (CO)
• HR and Payroll
• Materials Management (MM)
• Sales & Distribution (SD)
• Production Planning & Control (PP)
• Plant Maintenance (PM)
• Quality Management (QM)
• Workflow
• BIW

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SAP MODULE FUNCTIONS COVERED
Financial 1. General Ledger

2. New General Ledger
Accounting &
3. Account Receivable
Asset Accounting 4. Account Payable
5. Country Thailand Version
(FI)
6. Fixed Asset (Asset Management)
7. Bank (Bank Accounting and reconciliation)
Controlling (CO) 1. Cost Element Accounting

2. Profit Center Accounting
3. Cost Center Accounting
4. Profitability Analysis
5. Internal Order
6. Product Costing
9 Product Cost Controlling

9 Product Cost Planning
9 Cost Object Controlling
9 Actual Costing/Material Ledger
Materials 1. Master Data

2. Purchasing
Management
3. Inventory Management
(MM) 4. Logistics Invoice Verification
5. Physical Inventory verification
6. Valuation
7. ROP (Reorder Point )
8. Contract Management
9. Service Management

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Sales and 1. Master Data

2. Sales Support
Distribution (SD)
3. Sales
4. Distribution
5. Shipping and Transportation
6. Billing
7. Credit Management
9. Sales Information System
Production 1. Master Data

2. MRP
Planning &
3. Production Control
Control (PP) 4. Product Costing
5. Production Information System
1. Inspection of Raw Material, Semi Finished and Finished

Quality
Goods.
Management

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Plant 1. Equipment and Technical Objects (Master Data)

2. Classification of Equipments
Maintenance
3. Maintenance Notification
(PM) 4. Breakdown Maintenance
5. Corrective Maintenance
6. Preventive Maintenance
7. Shutdown Maintenance
8. Maintenance Order Management
9. Maintenance Costing and Report
10. Refurbishment Process
11. Catalogue Maintenance
12. Calibration Maintenance
13. Spare Planning
14. Drawing and Document
15. Breakdown Analysis Report
HR – Payroll 1. Enterprise Structure

2. Organization Structure
3. Personnel Administration
4. Recruitment
5. Personnel Education
6. Payroll Administration
7. Interface with FI
Workflow 1. Create task profile

2. Execute rules for work items
3. Workflow for object type
4. Work item per task
5. Work item processing duration
6. Work item with monitor deadlines
7. Workflow outbox
BIW 1. Maximum of development of 10 reports

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Basic Automation is limited to the integration with the weighbridge. Any further
integration with any other devices (e.g. PLC, SCADA etc) is beyond the scope. However,
if required by TSTH, TCS/TTL can provide services for the integration on a separate Time
& Material basis.
During the Blueprinting phase the modules / business process components to be enabled
in Enterprise Portal (EP) will be documented. The EP implementation, when required by
TSTH, will be provided by TCS / TTL on a separate Time & Material basis.
Media clearing in FI, FDE (Fast Data Entry) in SD will be a part of Financial Application
Multi-GAAP accounting will be a part of the current scope. Warehouse will be considered
as Plants and Materials will be handled by MM module.
The e Procurement solution currently being used by Tata Steel Limited, India will be
integrated with SAP.
3.2 Technical Scope

TSTH will consider all options available in SAP in order to avoid customisation and
development outside SAP. Only when a requirement cannot be met by the above method,
development / customisation will be considered. Customized components are components
developed outside standard SAP or SAP components customized for TSTH. Customized
components include output documents, reports and queries (printed or screen based),
data capture developments, and interfaces. TCS/TTL as the Implementation partner will
work closely with TSTH in carrying out the following activities as well:
• Preparation of training plans
• Training of TSTH Key Users
• Mapping of major business flows into SAP to achieve business

objectives
• Organisational structure mapping into SAP
• Configuration of SAP based on business blueprint
• SAP Landscape design, procedure set up and implementation
• Deployment of Package Implementation Processes, Tools,

Technique and Testing Procedures
• Definition of Master Data Requirement
• Create unit test scripts and system test plans
• Create user manuals
• Post Go-Live support for 10 WEEKS after go-live.

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4 PROJECT PLAN AND METHODOLOGY OVERVIEW

TSTH has engaged TCS/TTL as its partner to execute SAP Implementation at TSTH.
TCS/TTL will follow ASAP methodology for implementation of this project.
4.1 Implementation Methodology

ASAP is known to be a proven method of ensuring faster implementation of SAP. This
invariably leads to on-time systems implementation and quality deliverables.
The key stages of implementation in this methodology are as follows:
Figure 1: Implementation Stages
The advantages in using this methodology are:
9 Rapid Implementation approach
9 Reduced time and efficient use of resources
9 Reusability
This methodology will leverage on the complementary set of tools, methodologies,

content and programs developed by SAP, which is designed to help implementing the SAP
solution in complex environments.
The diagram below depicts the activities in each of the phases.

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1 2 3 4 5
Project Business Final Go Live and
Realization
Preparation Blueprint Preparation Support
Project Refine Project Configure SAP End User Monitor
Planning Objectives System as per Training System
Scope Performance
Technical Define and Production
Requirements Firm up Scope Reports and System Hand Holding
Planning Interface Management and Issue
Define
Development Plan Resolution
Establish Change
A Project management Develop Test Refine Carry out
C Organisation Requirements Plans Cutover and Post-Rollout
Perform Data Activity
T Training Define Set up QA and
Migration
Planning Reports and Production Ensure
I Interface Environments Define Continuous
Finalise
V Project Scope Requirements Conduct Unit, Production Improvement
Support Plan
I Project Kick Set up System and
Off Development Integration
T
Environment Testing
I
E Programme Management
S
Change Management, Training, Communication, Team Building Motivation etc.
Quality Assurance
Figure 2: Phase wise Activities
Stage 1: Project Preparation

Preparing the Project organization and standards
Clarifying the scope of your implementation
Defining the overall project schedule and implementation sequence
Establishing the project organization and committees
Preparing the project charter
Identifying and Assigning resources
Training to project team
Technical requirements planning for development servers and PCs for the project
team
Stage 2: Business Blueprint

Develop System Environment - Install Quality Assurance System
Define Business Organization Structure

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Business Process Definition / Documentation and sign-off
List Reports, Layouts, Enhancements, Conversions, etc.
Stage 3: Realization
Project Team Training – Configuration
Final Configuration and confirmation
Develop Conversion Programs
Develop Enhancements
Establish Authorization Concept
Final Integration Test
End User Documentation and Training Material
Stage 4: Final Preparation

Final Preparation for go-live
End User Training
Installation and commissioning of Production server
Data Migration and Cut Over
Establish internal help desk
Stage 5: Go Live and Support

Post Go-Live Activities
Continuous Improvement
4.2 Project Deliverables

Following are the project milestones and deliverables identified at different stages of the project. All
the deliverables shall be reviewed and signed off by appropriate authorities.
Mile-stone Deliverables Prerequisites from TSTH

from Tata
Technologies
5 Detailed Project Plan 5 Project Charter Document
1: Project
5 Training Strategy for 5 Set-up of Project Infrastructure
Preparation
Power User member. (Development server, PCs connected
5 Consultants for all SAP in LAN environment, sitting
modules to be arrangements for project team etc.)
implemented 5 Identification of Power User
Members for full time deployment to
the project
5 Development System 5 Development System Set-up
2: Business
Set-up (Installation, (Installation, OS & RDBMS hardware
Blueprint
SAP system, SAPGUI and network connectivity set up)
installation at clients) 5 Sign-off on all deliverables of Project
5 Business Blueprint Preparation milestone

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from Tata
Technologies
Document. This is to 5 Formation / Identification of Steering
include: Committee, Process Owners, Project
o Organization Sponsor, Executive Committee
structure definition 5 Hardware and Infrastructure for
o List of critical Development Environment ready
Reports, Layouts & 5 AS-IS Business Process document
other 5 TO-BE business processes are on
enhancements ARIS software and visible on server
o List of interfaces
o Data Migration
strategy
5 Training for Power
User members based
on project scope and
TSTH Requirements –
Level 1 Training
5 Level 2 Training for
TSTH Power User
(Functional, Basis)
5 Document of all
training
5 All processes are on
ARIS software and
visible on server
5 Base-Line 5 Sign-off on deliverables of Business
3: Realization
Configuration Blueprint milestone and Base line
completed configuration
5 Unit Testing cases and 5 Hardware and Infrastructure for
results Training Environment
5 Integration test plans 5 Building interfaces in third party
and test cases systems
5 Data transfer 5 Identification of business roles and
procedure business authorization profiles
5 Enhancement 5 End user training strategy and plan
programs developed 5 Data for testing
5 Established 5 Joint responsibility for test
authorization scenarios, test scripts and testing
procedure and
management
5 Draft Cut over plan
5 Go-Live and Cutover 5 Sign-off deliverables of Realization
4: Final
plans milestone
Preparation
5 Production System 5 Identification of users mapped to
and Go-Live
Set-up business roles and business
5 SAP System Operating authorization profiles
Manual for Basis 5 Stress/ Volume Test on production
administration system
5 Production support 5 Connectivity to all identified go-live
(internal helpdesk) sites established and tested
plan 5 Requisite hardware (PC, Printers,

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from Tata
Technologies
5 Customizing setting & Routers, LAN, etc.) and software
repository object (Antivirus, SAPGUI, etc.) are
transported from installed and tested for all end-users
Development to 5 Completion of End User training
Production System 5 End-user documents and manuals
5 Data Backup and 5 User IDs and authorizations created
Recovery procedures 5 Live system in production
environment
4.3 Project Plan

The indicative project plan is provided below. This will be firmed up during Project Preparation and will
reflect in the work plan:

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5 PROGRAMME MANAGEMENT
The organisation structure for the programme is hierarchical in nature and provides for
responsibilities and task based roles. Communications, monitoring and control will be
facilitated by the responsibility based roles in the programme organisation hierarchy and
will be accountable to the 'Steering Committee' comprising of both TSTH officials and
TCS/TTL management representatives. Following is the tentative Organization Structure.
Corporate Steering
Committee
Executive Sponsor
Executive Steering Committee
TSTH TCS /TTL

Project Project
Manager Manager
TSTH Tata Steel India

Team Implementation
Team
TCS / TTL
Team
Note : IDS-Scheer team will join the teams of TSTH and TCS/TTL to set up and support
the ARIS software for process modelling and the software will be deployed to incorporate
with SAP solution manager as the SAP configuration route.

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5.1 Project Team Roles
5.1.1 Corporate Steering Committee
The Corporate Steering Committee shall consist of representatives from the top
management of TSTH and Contractor.
5.1.2 Steering Committee

The Steering Committee shall consist of representatives from the senior management of
TSTH and Contractor. The Executive Sponsor from TSTH will chair the Steering
Committee. This team will be responsible for providing directions and authorizing all the
outcomes of the engagement. It will also review project progress.
5.1.3 TSTH Project Manager

The TSTH Project Manager will initiate the engagements between TSTH and TCS/TTL
teams. The manager will coordinate the meetings and communicate the objectives of the
project with the TSTH team. The project manager of TSTH will be responsible for co-
ordination of project activities. He is expected to be available when required. It will be
joint responsibility of the TSTH Project Manager and the TCS/TTL Project Manger to
ensure that there is adequate interaction between TCS/TTL and TSTH during the
execution to the proposed assignment. He will be the main interface between TCS/TTL
and System Users. He will also monitor project progress on a continuous basis. The
Project Manager assigned by TSTH should be associated with the project during the entire
implementation. If there is any change in the TSTH staffing, TSTH has to ensure that the
knowledge transfer is complete.
Preferred Profile:
• Senior Management Officer with Project Management Skills
• Should have holistic view of TSTH overall business process and procedures,
especially with respect to TSTH related activities.
• Should have systems oriented approach towards problem solving
• Dynamic and Open minded
• Flair for Information Technology
• Should be a Team Player and widely accepted by Team Members
5.1.4 TSTH Business Process Owners

The process owner will most likely be the department head. He will help in providing
details of the AS-IS process and framing of the TO-BE process. He will also help in
explaining the functioning of his department and in identification of deficiencies, if any.
He will be required to work very closely with TSTH/TCS/TTL Power Users. He will organize
collection of all necessary data that would be required during the course of the
implementation to ensure its purity. The Process Owner will be required to be available as
and when required.
Preferred Profile:
• Preferably be a Department Head or an Officer of equivalent rank

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• Should possess a through knowledge of the working of the departments and
interfaces with other departments
• Dynamic and open minded
• Flair for Information Technology
• Should be a team player
5.1.5 TSTH Power Users

The Power User will consist of Officers from various departments, Officers of IT
department, domain experts of various applications and users from various functional
departments. This team will help in finalization of the processes, mapping to SAP,
finalization of gaps. This team should be available during all the phases of the
implementation. The team will also be involved in acceptance testing. If there is any
change in the TSTH staffing, TSTH will ensure that knowledge transfer is complete.
Prerequisite skill set for the Power User: Basic knowledge of computers, Database
Management System, Software Quality Assurance, Basic knowledge of Business Process,
Functional Skills of respective departments.
5.1.6 TSTH IT Team

TSTH IT team will consist of persons from IT department. This team will acquire
knowledge of system administration and technical issues during the course of the project.
The team will be responsible for facilitating the IT related components of the assignment
and we envisage a near full time involvement of the key members in the assignment.
The members of the IT team will proactively involve themselves during the course of the
Implementation and develop skill sets which will enable them takeover reporting
requirements and other development related activities which is essentially required for
sustaining operation in the business and system.
Prerequisite skill set for the IT Team: Basic knowledge of computers, Network
Management, Security Procedures, SAP Architecture knowledge, Database Concepts,
Backup Procedures, OS Concepts, Client-Server Architecture.
5.1.7 Suggested Power User of TSTH

Project Manager (Full Time) – 1
Master Data Team – Material Master, Vendor Master, Customer Master, BOM, Routing,
Work Centre, Chart of Accounts) – 1 each from functional areas (i.e. – Procurement, Sales,
Production, Finance) – 4
Power User representative from all the locations
• Materials
• Sales & Distribution
• Finance/Costing
• Production
• Plant Maintenance
• Quality Management
Other – Interaction with Top Management during Blueprinting and signoff of blueprint

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• MD
• VP (of all Functions)
• Head (of all Functions)
5.1.8 TCS/TTL Project Manager

Responsible for the day-to-day operations of the engagement and is responsible for work
allocation and completing the engagement on time. In addition, they will be responsible
for establishing QA process in the project and ensure the quality of deliverables.
Responsibilities:
• Overall responsibility for the project
• Responsible for staff allocation and performance
• Responsible for ensuring that project schedules are met
• Managing the flow of work
• Coordinating with TSTH for delivery, testing, acceptance schedules
• Ensuring the project standards are adhered to
• Ensuring the quality of deliverables including document of all given training
courses to ensure that the repetitive knowledge transfer can be complete.
• Monitoring man-power and machine resources
• Planning for and responding to any contingencies
• Monitoring/reviewing progress of the project and weekly report to TSTH project
manager
• Monitoring quality of program/system test
5.1.9 TCS/TTL Functional Team

The Process Team of TCS/TTL will basically comprise of project leaders and consultants
having an exhaustive knowledge of business processes. The team will typically consist of
• Business Consultants and Functional Consultants along with the Project Leader
would be responsible for defining the Business case, KPI & CSF
• Project Leaders will be responsible for the overall coordination and administration
of the project
Responsibilities include:
• Provide expert advice on SAP functionality
• Gather customer requirements on the following:
o Business processes and parameters
o Determine reporting requirements
o Determine printed forms requirements
• Assist in development of business process descriptions
• Suggest solutions to customer based on best business practices
• Assist in data transfer mapping
• Configure the system as per customer requirement
• Conduct unit tests based on customer defined scenarios
• Conduct implementation and training workshops for process owners and key users
• Provide guidance on end user documentation
• Provide guidance on test plan
• Implement the system on the production server
• Support to implement Thai language in SAP system as required
• Work with TSTH team as one team and support one another

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5.1.10 TCS/TTL Technical Team
The Technical Analysts will take the requirements for the custom components from the
functional consultants, develop the custom extensions and hand it over to the Functional
Consultants. Apart from technical analysts resident at TSTH premises, there will be a
centralized common team of SAP Technical Experts (based out at SAP Center at Kolkata)
to carry out design and development of custom components and interfaces for the
project. This centralized presence will reduce the Development Overhead and improve
Resource Utilization by quick introduction of specialized technical skills at different phases
in the project.
The role of the Database Administrator of TCS/TTL will be installing the package,
application of patches, database tuning related activities etc.
5.1.11 Team Responsibility Matrix
The lead roles and the names of the responsible persons are listed as below.
Role Name Organisation
Executive Steering Committee Mr. Aditya Roy Choudhury, TSTH/TCS/TTL
Mr. Parsons Promstit
Mr. Sudhir Mallick
Mr. Rajesh Patnaik
Mr. Patrick Mcgoldrick
Mr. Seshadri Krishnan
Steering Committee Mr. Aditya Roy Choudhury, TSTH/TCS/TTL
Mr. Parsons Promstit
All the BPOs
Mr. Rajesh Patnaik
Mr. Seshadri Krishnan
Program Sponsor Mr. Aditya Roy Choudhary TSTH
Project Manager Mr. Parsons Promstit TSTH
Program/Project Manager Mr. Seshadri Krishnan Mr. TTL

Rajesh Patnaik TCS
Business Change Implementation Mr. Soumendra Dash TCS/TTL

Manager

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Role Name Organisation
Lead Business Process Experts All the concerned Module TSTH

BPOs
Lead SAP Consultants TCS/TTL Lead Consultants for TCS/TTL

every Module
5.2 Change Management Strategy

The magnitude and complexity of changes TSTH would undergo during SAP Implementation will be in
the following areas:
• Processes: The Business Processes or the workflows that exist today get impacted by the
SAP processes. This needs to be identified, understood, and mapped. SAP Best Practices
would form a base to design the future processes.
• Roles: Changes in roles will be necessitated due to change in the process flow of the unit or
the changes in the accountability matrix or changes in the philosophy of the work process.
This will get manifested in evolution of
¾ New roles,
¾ Changes in the existing roles, and
¾ Redundancies in some of the existing roles.
• Accountability across levels: The additional data enabled by SAP as well as its on-line
functionality enhances the level of measurement of performance of individuals and teams and
decreases the time frame on the monitoring mechanism.
• Manner of documenting transactions: The way of documenting and viewing the data post
go-live would be quite different from the way TSTH personnel are used to enter and use data
today. This calls far greater accuracy, timeliness and understanding of the flow and the part
played by individual.
• Control Mechanisms: While SAP provides excellent inherent control mechanisms, it would
provide some of the information in a way that is quite different from the current practice.
Need for understanding the control mechanisms and making it more robust would call for new
skills.
Apart from these, impact will also be felt in the areas of a) Boundaries and Structures, b) Inter-
relationships and c) Mind set.
To understand, assess and plan ways of handling such changes across TSTH and implementing them
smoothly will be handled by the structure below:

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Steering Committee
Change Employees/Business Partners

Sign-off Teams Management Group impacted
Project Management
Functional/Technical
Streams
Figure 3: Change management Structure
Roles of Change Management Group:
1. Strategy Definition (based on inputs from the Project Organisation)
• Identify change in organisational structure
• Identification of new modules/divisions/activity
• Identification of key processes that will change under each module/division/activity &
related areas
• Draw up a paper on impact of change on people/infrastructure/facilities
• Draw up of sign off document to agree on change management processes/issues/

post change structure
• Agreement on strategy to implement change management – senior management buy

in.
2. Roadmap Definition:
Develop road map including assessment, guidelines, templates & checklists including:
• Master Change management plan
• Time lines
• Communication plans
• Training plan
• Resistance management plan
• Reward & Recognition plans

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3. Implementation:
• Change management implementation
• Collect & analyse feedback
• Diagnose gaps & manage resistance
• Implement corrections
5.3 Scope Management

TCS/TTL believes in strict adherence to the Scope management procedures as defined in TCS/TTL
QMS process for success of any project. TCS/TTL can also adopt any of TSTH procedures, after
ensuring that the procedures cover all the required aspects of the scope management.
During the Business Blueprint phase the requirements/ gaps of the different processes at TSTH are
identified, mapped and finalized. These processes or the sub processes becomes the baseline for the
SAP configuration, interface development and the enhancements should there need be.
The cost / impact of changes to these baselines would depend the current phase/ stage of the project.
Should the current phase is in the prototype development, the cost/ impact on the baselines would be
reasonably minimum, however should the current phase be any thing other than this the cost/ impact
would grow exponential phase by phase.
As part of scope management, TCS/TTL would not accept any major scope changes after the Business
blue print stage. The minor changes would be accepted and implemented, however the cumulate
effort of implementing these minor changes should not exceed the predefined or mutually accepted
threshold limit. During the project start up phase the threshold limit would be discussed with the TSTH
project manager and would be mutually agreed.
To ensure the smooth, cost effective and timely completion of the project TCS/TTL would suggest a
Scope Review Board (SRB). When scope change requirements arise the procedure adopted would be
as follows:
• Should there be any desire to change/ modify the processes/ sub process during the
implementation or during the post production support a Scope change request (SCR) would
raised and routed to Scope Review Board (SRB) for the approval.
• SRB would review the SCR and may approve or reject based on the nature of the SCR.
• The approved SCRs would be routed to TCS/TTL project manager for the evaluation of the
SCR.
• TCS/TTL team would do an impact analysis for these SCR’s and arrives at the effort estimate.
• Should the SCR call for a major change or effort, the same would be discussed with the TSTH
project manager and would not be taken up by the TCS/TTL team.
• Should the effort be minor, TCS/TTL would accept the SCR however based on the priority and
the status of the current stage the implementation schedule would be drawn and the TSTH
project manager would be informed.

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5.4 Issue Management

TCS/TTL Programme Managers and TSTH Project Director will be single point of contacts for
escalation of issues between TCS/TTL and TSTH. Project Steering Committee shall be escalated with
issues beyond the management authority of TCS/TTL Programme Managers and TSTH Project
Director.
All issues shall be tracked through an Issue Log and from testing phase Issue Management will be
done using SAP Solution Manager.
5.5 Complexity Management

The implementation of the SAP System at TSTH will be kept as simple as possible. This means not
only sticking to standard SAP by limiting customisations and ABAP development but also using SAP as
simply as possible. All members of the project team need to be vigilant in keeping project complexity
as low as possible. All issues raised during management of complexity needs to be dealt through Issue
Management.
5.6 Project Planning and Monitoring (Review Meetings)

This section defines the types of review meetings and reporting, which will occur, as well as their
purpose and their frequency:
Reporting will include:
• Tracking of the status of the Programme, identifying key milestone

reached against plan;
• General progress status;
• Financial spend against budget;
• Quality control;
• Risks register/logs and issue logs;
• Other financial/resource requirements spend and forecasting.
TCS/TTL Project Meetings
There will be project progress review meeting held every week or at a mutually decided frequency
attended by the project managers and all the team members. Work status, technical and managerial
issues will be discussed and solutions will be sought. TCS/TTL Project Onsite and Offshore Delivery
Managers shall coordinate the meeting.
Weekly Activity Meeting
The weekly activity chart will be the detailed Project Plan, in lieu of individual Weekly Allocation Sheet,
and given to the Team members at the start of every week giving the details of his/ her activities for
the week.

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Project Management Meeting
The meeting shall be between TSTH Executive Sponsor, TCS/TTL- Programme Manager, TSTH
Programme Director, TSTH Team Leads and TSTH Business Change Manager. This team shall meet
fortnightly to discuss progress, issues and strategies way forward.
Steering Committee Meeting
The meeting shall be between Project Management Team and Power User. This team shall meet twice
in a month to discuss progress, issues and strategies way forward.
Regular reports include:
• Weekly project management report, and project plan status review
• Bi-Monthly project management report, and project plan status review
This report will contain the following:
o Activities completed during the reporting period/ planned during

the reporting period but not completed (Slipped activities will be
reported in bold)
o Activities scheduled for the next reporting period
o Issues and Concerns
Escalation Mechanism
The teams will escalate all pending decisions related to conflict areas / process requirement finalisation
to the next level if they are not resolved within 2 working days.
In case the project managers do not resolve the issues as well, a steering committee meeting shall be
called in 3-4 days to resolve the same. If an agreement is not reached during the steering committee
meeting, the issue will be immediately escalated to project sponsor.
The escalation path will be as follows: Consultant / Power User Æ Project Managers Æ Steering
Committee Æ Project Sponsor.
5.7 Quality Management
The quality assurance process for the project will be two-tiered with internal quality assurance using
the ASAP methodology, and external quality assurance by TCS/TTL SAP specialist consultants outside
the project team. In short, the quality assurance support will provide:
• A comprehensive project health check at milestones
• Greater awareness of potential implementation issues and risks
• Recommendations for alternate implementation options
• Consistent reporting across all phases of the project
• Increased confidence in project delivery by both the project team and TSTH management
• An audit trail of the project decision process

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Internal QA
An Internal Quality reviewer will review the developments/ enhancements in SAP. The reviewer shall
be identified from the TCS/TTL Project Team for individual deliverable. The objectives of the review
will be to ensure that:
• The process requirements are met
• No errors have been introduced
• Standards of all documents (configuration, user, training) are adhered to
• Testing at all phases has been adequate
• Defect prevention and defect containment are achieved
¾ Project Management Team and project teams (Both TSTH & TCS/TTL) will review the
Project Charter, Business Blueprint
¾ The project team, project management, user community, will review user
documentation
¾ Training programme – review by project team
¾ Integration test plan – review by project team
¾ Acceptance test plan – review by project team
A checklist will be prepared by the quality assurance team containing the list of items to be checked
during the review. Some of the entries in the checklist will be adherence to standards, level of
documentation and flags for identifying changes. The list will be prepared on the basis of analysis of
common errors.
Each review is planned in detail and sufficient time is given for pre-review activities. Typically each
review is composed of the following activities:
• Pre-review activities
• Review meetings
• Post-review activities
External QA
• TSIL (Tata Steel Limited, India) will review all the BBP documents and the realization
document
• External QA reviews to be performed by TCS/TTL Consultants outside the project team at the
indicated project milestones.
• TCS/TTL QAG will conduct reviews to ensure adherence to SEI CMM Level 5.
• Special developments require specific attention to ensure that the performance of the system
is not degraded in any way. All special developments will be subjected to rigorous reviews for
performance and compliance with the recommended standards.
• Possible reviews of organisational readiness, fit for purpose, risk assessment or other specific
QA reviews as required by TSTH
SAP Product Release Testing
During implementation/ post-implementation, SAP may modify/ supplement the functionality of its
modules by providing ‘patches’. Depending on the requirement of TSTH, these patches are applied by
the BASIS/ technical consultants after analysing the impact on the current configuration.
SAP Development Testing
TCS/TTL would adopt the development of a working prototype. The prototype would undergo a
testing at a unit test level with a skeleton integration testing.
Any new programs developed during the course of implementation, would under go unit testing.
The programs developed for the purpose of interfacing the legacy system with SAP would undergo the
unit testing, integration testing and as well as the system testing.

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The processes configured in SAP would undergo a very rigorous testing procedure and is as follows:
• Unit testing as a first level by the developer for the Bespoke developed Add-ons to ensure the
processes are working at the functional level.
• Integration testing would be carried to detect and rectify defects in the developed/-configured
product. During this phase the data upload programme would also be executed to ascertain
the completeness of the data migration strategy.
• The second round of business integration testing to be done by Business Users for acceptance
is to ensure that uninterrupted business process testing is done within SAP.
• End-to-End testing would be carried out to ensure the smooth functioning of the interfaces
between SAP and the other legacy systems (if any).
The integration testing would be carried out in a tightly controlled test environment. In this
environment, no configuration changes would be allowed. All the configuration changes would be
carried out in the golden client (development client) and would be transported to the testing
environment using the transport system/ layer.
For every baseline item that is to be delivered, it would undergo multiple rounds of quality checks:
• Self review
• Internal Quality Control (done by a person other than the author, in the same project)
For all the documents that are prepared during the project, a formal technical review technique called
Fagan’s Review Technique is applied. This technique is currently being practiced for configuration/
code walkthrough and has proved to be quite effective. External Quality Control is done using
appropriate sampling criteria.
The testing process that is followed at TCS/TTL is based on the Testing Guidelines document, which is
a part of TCS/TTL’ Quality Management Systems. This document conforms to IEEE standards.
TCS/TTL will use quality assurance procedures such as reviews, inspections, configuration/ code
walkthrough, and testing to:
• Facilitate error/ fault or problem detection at the earliest
• Assure conformance to guidelines/ standards set forth for all deliverables
Each of the deliverables, such as the configuration/ converted/ upgraded programs/ files will undergo
a detailed review. Tools developed to automate any activity will also undergo a thorough review.
5.8 Training
5.8.1 Training Plan
The Level 1 training, Level 2 training and Level 3 Training (Refer to the latest version of
preliminary project plan)
5.8.2 Training Methodology

TCS/TTL would provide comprehensive training as a part of the implementation. The nominated team
members will have sufficient knowledge of their subject areas. The training will not cover basic
concepts in these subject areas. TSTH will ensure that the nominated team members are present for
the training as per the agreed training plan and schedules. In case, some members are unable to
attend the training, the other TSTH Project Team members will train them with document provided by
TCS/TTPL.
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As part of training process TCS/TTL will develop the following in the course of the programme
• A training plan consistent with the timetables set out in the Master
Programme Plan. This will include
o Specify dates for delivery of the Training Services;
o Resource requirements to deliver the Training Services.
• Train the trainer stream of TSTH. For this TCS/TTL will provide training to TSTH Trainer
team which will cover System functions, use of the System, business rules, workflows,
processes and procedures to support the “To Be” environment. This will enable the Tata
Steel , Thailand trainers to effectively deliver the training to TSTH end users
• SAP competency centre stream of TSTH. TCS/TTL will provide all necessary training to the
SAP competency centre to ensure that all the SAP competency centre personnel are able
to fully and properly use SAP solution manager and fully and properly use decision
support and MIS/reporting tools for report writing and tailoring
• Super user training stream of TSTH. TCS/TTL will provide and deliver training to the TSTH
super users that will ensure that the super users achieve the level of understanding and
knowledge of the SAP competency centre staff and provides the super users with a full
understanding of the Solution and the Interfaces.
• Training materials will be provided by TCS/TTPL.
5.8.3 Knowledge Transfer

During the programme, the knowledge transfer to TSTH staff is an important goal.
Transfer of knowledge will occur:
• From the SAP Basis consultants to TSTH technical staff.
• From the SAP product experts to business users, business analysts and
other project team members.
• Business users involved in the project will also return to the workplace
both during and after the project where their detailed knowledge of the
system will be invaluable. They will consciously engage in activities aimed
at spreading knowledge about the system.

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6 PROJECT MANAGEMENT STANDARDS AND

PROCEDURES
6.1 Project Monitoring

The project managers will monitor progress via the ASAP toolkit and the project plan. SAP Solution
Manager and Microsoft Project will be used as planning tools.
6.2 Communication Plan

To effectively manage and handle changes impacted by SAP implementation, TSTH would exploit
‘Communication’ as one of the key factors. The types of formal communication and channels planned
are as below:
Type of Communication Methods of Communication
Information Sharing: Focus here is to keep • News Leafs

the organization engaged in the
implementation. Primarily for all employees • Participation in Specific Functional
Forums and Meets.
Project Status & Key Focus areas: Periodic • Periodic Messages from higher
updates to create a sense of momentum, management
aligning all the members.
• Consolidated decisions on account
of the project from Project Sponsor
Communication related to Decision • Meetings (Senior Management

making/ Buy-in: Sharing the options, Best Forums, Sign-Off Group meetings,
practices and forging decisions specifically called meetings, etc.)
• Circulation of Documents
Knowledge Enhancement: within the • Training

implementation team, across department
teams, other critical groups, Key and End users • Presentations
• Workshops
• Documents
Feedback: on critical options, flows and • Meetings/Forums

changes
• Sign-Off discussions
• Testing cycles

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7 SYSTEM LANDSCAPE STRATEGY

Following figure shows the system landscape strategy
End
End
User
DEVELOPMENT QUALITY PRODUCTION User
SERVER SERVER SERVER
End
User
SOLUTION
ARIS
MANAGER
SERVER
Service.sap.com Remote
IDES – Training User
Server
Figure 4: System Landscape
N.B – It has not finalised, whether to go with two server architecture or three tier architecture
and the server location.

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8 SYSTEM AUTHORIZATION STANDARDS

This documentation pertains to ASAP Methodology Structure, which refers to the System Authorization
Standards for the Project Team to be adopted for the SAP Implementation at TSTH.
The purpose of this task is to define standards and policies for creating user master records for project
team members. An appropriate authorization concept should be worked out for the implementation
efforts in the system, both to allow the users access to all necessary activities in the system and to
prevent users from making unintentional or unskilled changes in other system areas.
When the development system is first installed configurations or customizing, developers, system
administrators, trainees, and other project members comprise the bulk of the SAP users.
1. Initial State: Immediately after Installation of the Development System, all TCS/TTL team
members will have a customized Role, which allows configuration of all modules as there is
bound to be cross application customizing in each module but without administration
Authorizations.
2. Level 1: Only two super users will be there with SAP_ALL authorization as TCS/TTL Technical
Consultant and the TSTH Technical Consultant.
3. Level 2: Using profile generator, Roles will be created relevant to individual function modules
for all Core Users who would be trying out transactions in the Development System in a
separate client as defined in the Client Strategy Document.
4. Level 3: Functional Consultants after having discussions with their Core Users will provide the
Authorization for their Core Users, which will be built up as Roles using the profile generator
by the Basis Administrator and associated with the respective User Master Records.
5. Level 4: We will register minimum of two ABAP Developers in the system and they will be
given Authorization for Development Workbench and other relevant Authorizations. They will
be given access to test programs and create transactions in another client as defined in Client
Strategy Document. Authorization for newly developed objects will be given to users in close
co-ordination with the TCS/TTL Functional Consultant and TSTH Functional Consultant.
6. Level 5: An authorization Request template document will be prepared which will be used to
document any changes in Authorization for users and will be approved by the Project Manager
of TCS/TTL and TSTH. Basis consultant will make the necessary changes only on receipt of
approved request form. No changes will be done for any user on verbal request even by the
highest authority of both TCS/TTL and TSTH.
8.1 System Authorization Problems and Error Handling

Following steps will be performed to handle System Authorisation Problems
¾ Keep the Role Testing template handy.
¾ Enter the transaction code you are testing in SAPGUI and see whether it goes through. A
complete cycle of transaction is required to be completed for testing, not just whether the t-
code is accepted or not.
¾ In case the transaction is completed, enter “P” in the role testing template.

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¾ If the transaction code access itself fails, inform the basis admin immediately.
¾ If it fails, generate a su53 screen shot immediately when the authorization error is reported.
Save the image in a word file.
¾ In the Help->Create Support message and generate a ticket in Solution Manager. Give a
description indicating the TRANSACTION CODE.
¾ Attach the document containing su53 screen shot to the support message and post it.
¾ You will get a ticket number; note it down for future reference.
¾ Inform the Basis Administrator about the ticket generated (it is not mandatory to do so; but if
you do, immediate response will be made available).
¾ Once you are informed about the closure of the ticket, proceed further with the testing of the
role.
¾ If additional t-codes are to be added to the role, send an email to the basis admin.
¾ Once the new t-code is added, repeat the testing the role.
¾ Once the role is complete in all aspects, print out the role testing form sign along
the line and return the hard copy to the basis team.
8.2 System Enhancement and Modifications Approval

System modifications will be subject to project management approval via the change control process.
This documentation pertains to ASAP Methodology Structure that refers to the System Enhancement
and Modification Approval to be adopted for this Project Implementation both by the SW Core
Members and TCS/TTL Team Members.
This includes the definition of
¾ An approval procedure for allowing changes to standard system functions required by the
Business Blueprint document
¾ A quality check and signoff procedure, after performing changes to system objects
¾ Functional design, technical design and code review and signoff processes. Technical and
functional templates are designed for the purpose
¾ Development standards to ensure a proper development process, including quality assurance

testing and documentation is depicted in the document ABAP Development Workbench
Standard.

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9 SIGN OFF – CHARTER APPROVAL

Signing this document records your agreement on the contents of the project charter,
and confirms the order of how to proceed with the remainder of the project.
Resource Title Date Signature
Parsons Promstit Enterprise Business

IT Manager
Aditya Roy Choudhury Vice President
Business Analysis

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Project Charter TSTH SAP ECC 6.0 Implmenation

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Project Charter

TATA STEEL (THAILAND) PLC.

SAP ERP 6.0 IMPLEMENTATION

TATA CONSULTANCY SERVICES

Notice No. : TSTH SAP PROJECT CHARTER 1.0

Client: Tata Steel (Thailand) PLC

Project: TSTH SAP Implementation

Document details: Programme Charter

Name Version No. Description

Change Register serial numbers covered:

The documents or revised pages are subject to document control.

These are confidential documents. Unauthorized access or copying is prohibited.

Approved by: Date:

Authorized by: Date:

Project: TSTH - SAP Implementation

Document details: Project Charter

Release Notice Reference (for release):

Rev. Revision Revision Page Prev Action Addenda/ Release

For Internal use only Page 4 of 37

TATA CONSULTANCY SERVICES/TATA Project Charter Version No: 01

For Internal use only Page 5 of 37

TATA CONSULTANCY SERVICES/TATA Project Charter Version No: 01

1.2 Project Summary

• Integrate all the Business Processes

• Improve and simplify business processes.

• Rationalization of multiple systems to a single common solution

1.3 Approach & Methodology

For Internal use only Page 6 of 37

TATA CONSULTANCY SERVICES/TATA Project Charter Version No: 01

2 PROJECT OBJECTIVES & BENEFITS

• Provide an integrated, enterprise wide system where the transaction would be

• Unification and streamlining of processes;

• Recommendation of industry standard products;

• Maximise usage of out-of-the-box features of SAP;

• Ease of implementation and maintenance;

• Minimise learning curve;

• Ensuring that all interfaces are robust and secure;

• Follow SAP’s best practice recommendations for implementation.

• Support business growth

• Leverage administration costs

• Adoption of best practices where possible

• Simple and shortened close at month, quarter and year end

• Commercial benefits of having a single source for financial information

• Capturing your most of the business transactions in one location

• Easily review inventory, customer and vendor activity

• Inventory reduction at least 5% of current inventory other than Scrap

For Internal use only Page 7 of 37

TATA CONSULTANCY SERVICES/TATA Project Charter Version No: 01

• Interface cost reduction with other application 20% (Materials Management)

• Standardisation of material code across the organisation

• Better control & visibility of stock (Optimized management of inventory )

• Easy maintenance and support, reducing costs (Maintenance Department)

• Support of information sharing and access Simple and easy to use

• Significant simplification and superior reporting .Enables the sharing of

• Automates workflow chains from one department to the next;

• Improves decision making by providing timely and accurate information;

• Enhances productivity by increasing business process efficiency

• Standardization of TSTH HR Group

• Planning for Budgeting - Compensation planning & Management

• Workforce Cost Planning and Budgeting , Workforce Analytics to measure,

• Complete data of employee & Generate analytical employee data in

• Create more satisfaction of employee

• Link HR process together & Develop HR management to worldwide

• Optimize SCM processes by integrating with SCM solution of I2

Plants SISCO, NTS and SCSC -- located in Saraburi, Chonburi, and