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FOUNDED 2007
Simonson CFO
WEBSITE
nokiasiemensnetworks.com
is a telecommunications solutions supplier which was created
as the result of a merger between division (minus its Enterprise
Ê Nokia Siemens Networks then began full operations r"# $ and has its
headquarters and three of its five divisions are based in Munich, Germany. The
and Vodafone and the company has offices in the United States, Germany,
Ê NSN Munich
OBS Services
Ê The customer base of NSN includes 1400 Customers in 150 Countries &#' (
)'* + ,&- #+ #* &+ - .#+ /+ - /
'%
Ê About 1 billion people are connected through its switches. The major
manufacturing sites in China, Finland, Germany and India. It has around 60000
employees.
the largest telecommunications hardware, software and services companies in the world.
We serve more than 600 customers around the world ± Communications Service
Providers (CSPs) who face a multitude of challenges as they focus on capturing greater
value through business model innovation, reducing the complexity within their
businesses and networks, growing their customer base and minimizing subscriber churn.
It is our aim to play the vital role of an enabler, someone who helps CSPs build stronger,
enhancing the efficiency and sustainability of their business practices, and in turn help
Our initiatives aim to foster .#. "&& which increase profitability
and demonstrate the broad impact of the telecommunications industry on other sectors.
One such initiative is our participation in the WWF Climate Savers program under which
we have pledged to undertake a number of steps that reduce our annual CO2 emissions
by approximately two million tons. One of our key commitments is to improve the
to 40 percent by 2012. Our Flexi Base Station has the lowest energy consumption in the
market, and has been recognized as the world¶s most progressive mobile network
technology at GSMA Global Mobile Awards 2009. In addition, we recently launched the
industry¶s most comprehensive energy solutions offering, which includes the innovative
Green Energy Control. Currently we have more than 390 sites across 25 countries which
run on renewable energy. By 2011, renewable energy will be our preferred source of
power supply for every remote base station site that we install.
Our vast and market-leading portfolio of offerings aptly reflects our emphasis on thought
Centers which drive the world¶s most efficient networks. We also enjoy leadership in
several other areas, including * #& where we are the industry¶s fastest
growing vendor, & solutions where we power the conversations of more than one-
fourth of the world¶s population, 3G where we have more than 160 1 radio references,
and '"#0 where we enjoy the largest market share. As a leader in
starting in 2010, and offer an end-to-end solution which provides a future-proof, easy and
-'-'
Until now, development in our industry has mainly been a matter of delivering
connections ± more, faster, cheaper, and more efficient. This is still important. The
connectivity explosion continues, and by 2015 we know that 5 billion people and further
billions of devices will be connected. So, we must continue applying our expertise in
Today, however, we are also focusing like never before on delivering quality ± quality
experience. We can see that a more open, collaborative and customer-centric way of
working could bring so much more value to billions of individuals, and to millions of
businesses. We at Nokia Siemens Networks must drive that change by leaving the closed
and proprietary mindset behind, and leading the way in a new spirit of openness and
collaboration.
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Our customers, Communications Service Providers (CSPs), face challenges on all fronts:
the need to increase efficiency keeps pressure on capital and operational costs; the
dramatic rise in traffic due to the proliferation of internet applications demands new
business models for monetization; and an ever fiercer competitive climate is challenging
CSPs to prove they can retain the customers they have and win back any they might have
lost. Nokia Siemens Networks will play a vital role in helping CSPs meet these
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We have built value by addressing efficiency, and we continue to do that. But we also
need to address the customer¶s need for a better experience, because it¶s experience that
We believe that CSPs can ultimately enable and deliver a ³segment of one´ ± where they
can define and enhance the service experience for each and every individual. Customers
whose communications experience fits and works for them don¶t change operators. And
operators who can devote themselves to enriching the customer¶s experience build
service provider can deliver to their customer, and so it¶s the greatest value we can
-'-'
The future of service is largely network-based. Internet applications hosted in the µcloud¶
(email, social networking sites, corporate service and communication tools, etc.), already
account for a large proportion of the services people access every day. Every day,
therefore, quality of network experience has more and more to do with quality of life.
Ultimately every service is delivered to an individual. And those individuals will benefit
from the services being delivered in a way that fits their personal needs and desires. This
experience cannot be the privilege of the few. It must be as true for customers in
emerging countries with just a dollar to spend, as for businesses in developed countries
with greater resources, and for the trillions of devices that make up the Internet of Things.
Our vision acknowledges that communications service providers need to manage this
complexity wisely, ensuring the necessary security and authentication for users, while
Our vision guides our mission, and our mission is to build more valuable customer
relationships.
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Starting January 1, 2010, Nokia Siemens Networks has been realigned around the three
key areas of Business Solutions, Network Systems and Global Services. This re-
organization has been designed to usher in the next phase of our business growth and will
enable us to improve our relationships with customers ± engage with them better and
Today it is imperative for us to extend services and offer comprehensive solutions which
assist our customers¶ transformation and help them realize the opportunities presented by
new business models. It is also the call of the day to empower our customers to provide a
Our new organizational structure will help us adapt to this market need and enable us to
become truly customer-oriented, faster, simpler and a more responsive solutions partner.
We have pushed the conventional boundaries of being organized by product areas and are
The three areas around which the company¶s new structure is now aligned are:
# : Focused on helping our customers generate new revenue and
enhance billing and charging capability; automate and simplify processes; address the
challenges of convergence and tap into rich subscriber data to deliver a unique customer
experience.
0: Aimed at addressing needs at the network layer ± both fixed and
mobile network infrastructure, including our innovative Flexi base stations, packet core
outsourcing non-core activities; supporting and managing their networks with robust
customer care offerings and ensuring fast and cost-effective implementation of new
We have established three dedicated sales units covering these areas, with the heads of
those units reporting directly to & , our Chief of Customer Operations, in
We have also established three new Business Units to reflect this customer-focused
structure: the heads ± 4( # (Business Solutions), & (Network
Systems) and -- -'-0 (Global Services) ± report directly to our CEO,
These changes are all geared to restore our market momentum and add value to customer
business. We are steadily working towards achieving this target by ensuring that we work
Quality isn¶t an attribute that falls in your lap and stays with you forever. On the contrary,
--
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We believe that quality is about meeting and exceeding customer expectations. It is not
only the quality of our environmentally and socially sustainable products, services and
solutions, but also how we deliver them, and our attitude and relationship with our
strategies, daily decisions, actions and our normal way of working ± and it¶s everyone¶s
'- (7
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At Nokia Siemens Networks, quality is not just a strategy or theory, but is a mindset that
we put in practice every single day ± in all our decisions and actions. Quality is part of
The extent of emphasis laid on ensuring we all ³live´ quality is also demonstrated by our
annual Nokia Siemens Networks Quality Award, with over two hundred teams or more
Examples:
Ê Innovation not just in technology but also in business models in supporting the
Ê Excelling in new product introductions, on time and with virtually zero software
""
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The scope of Corporate Responsibility has expanded in recent times. Our aim is to stay
current in a fast changing world, a world that demands companies to be responsible and
playing our part. As a starting point we have chosen to highlight the following areas
below.
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We want to go further than merely addressing corporate responsibility (CR) risks and
impacts. Our industry has a unique opportunity to contribute to society and our plan aims
Read more
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We aim to connect the world in a way that creates a net positive impact to the
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The prices of 3G devices are falling sharply. Global demand for broadband and Internet
access is booming. Every market is now ready for 3G. Read more
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In our corporate responsibility activities, we essentially seek to ³do the right thing´ by
three key stakeholders: our employees, our customers, and the planet. We want to
maintain an active and open dialogue with many more entities to improve our
performance and find new and better ways to serve our key stakeholders.
We want our corporate responsibility actions and our motives for doing them to be honest
and transparent. Our primary responsibility is to target growth and profitability; we need
responsibility and our business ± either to support our existing business objectives, or
even to make new business with it. When we run a successful business, we can extend
our sustainability thinking also outside of our company; to our customers, our industry
and beyond.
is to respect all relevant laws and regulations and international standards, and
Ê Minimize our environmental impact: reduce our footprint and help our customers
reduce theirs.
Ê Maximize our positive impact: use our core competencies beyond our industry
Code of conduct
The Nokia Siemens Networks Code of Conduct outlines our commitment to high ethical
standards.
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We will respect the rights laid down by the United Nations¶ Universal Declaration of
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We are committed to the highest standards of ethical conduct and full compliance with all
Ê Labor conditions
intellectual property
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We are committed to provide a safe and healthy workplace where all employees are
treated with respect and provided with equal opportunities for development.
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We have strict zero tolerance on corruption. Employees must avoid any activity that can
Ê Political donations.
We require our business partners and suppliers to comply with all applicable laws and
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How the Code is implemented in practice, how potential violations are reported and
investigated.
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NSN have one of the world¶s largest and most experienced service teams at service,
ready to work with, to help improve your business. NSN have a third of their people
dedicated to customer services. Combine this commitment with both experience and an
networks.
them
experience
for them.
Today, telecom service providers most often ask for solutions and services for business
transformation, revenue growth, efficiency and connectivity. From our broad services
portfolio, we have chosen the top items that best match these needs.
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By 2015, Nokia Siemens Networks believes that we will live in a world where five
billion people will be connected, mostly via broadband from virtually any place on the
globe.
Broadband Everywhere
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Deliver material/ equipments and value added services in order to fulfill customer
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Due to unique code against each items,everyone has the same understanding of the items
There are less possibilities of any mistakes during PO generation .All circles use the same
Inventory tracking within circlr and also among the circles.Due to common code,its
easier to compare excess and shortage in different circles. More common Inventory
If all warehouse activities are based on oracle codes than it is easier to keep a trace of PO
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2.Ê IDEA
3.Ê BSNL
4.Ê VODAFONE
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Every business moves on the frame lines of "& *#'. The efficiency of
services is '" ' entirely upon how well the process # are "# '.
Logistics too survives on customer satisfaction through * and &. * ( services.
Thus it becomes necessary to outstand in process techniques. Thus the whole project is
the . &" 0 providing with a strong focus on (& and ""#0 -
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Let¶s look at the theoretical aspect of the process prevailing in NSN in a simpler way.
The first step distribution is- Nokia Siemens Network Pvt. Ltd. gets Purchase Order (PO)
from the customer. They get this PO from its customer i.e. â
After receiving the PO, it is sent to Site Engineering team to provide BOQ i.e. Bill of
Quantity, which describes different Line Items which concludes a single order.
This ³BOQ´ is sent to CMPRO team as well as to the vendor (for reserving the desired
CMPRO team initiates Purchase Orders for different Line Items to different vendors.
These PO¶s are routed to vendors through CT Logistics team. Initially, PO is sent as a
soft copy but within one week signed PO is sent to the logistics for record purpose.
One PO is sent to the vendor, it is expected that vendor will revert back with Ready for
Shipment (RFS) date. These dates are captured in a tracker updated online on group
drive.
Upon successful production and packing of material, vendors sends invoice, packing list
& LR (Lorry Receipt) as soft copy to NSN. NSN logistics team books the purchases in
This sales invoice is sent to vendor for him to use this to establish cr # before
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Vendor will deliver the material at customer warehouse or direct at the site (as per the
guidelines), and takes POD (Proof of Delivery) on LR (Lorry Receipt) and the same is
submitted to NSN for vendor billing process and same POD will be sent to our customer
Handling of paper work, follow up with vendors for invoices, keeping track of material
dispatched via the date of Proof of Delivery (POD), data entry in Modular Logistic
System (MLS), maintaining different sheets in excel etc. all these are a part of job which
The main Key Duties and responsibilities of Logistic Coordinator (the position which I
was also
assigned) are: -
central team
Ê Sharing shipment readiness v/s order issued date with relevant Project
warehouse.
Ê Escalating issues in case of delays to relevant Central Logistics
Coordinator.
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]Ê Central MIS coordinator receives the PO and puts a stamp with the received date
mentioned on it.
]Ê Performa invoices are sent to the customer (for BTS, and shops) by the logistics
coordinator (LC)
]Ê Config files gives the bill of material,i.e the components to be ordered the item
code.
]Ê Once the config file is received from the solution team, the logistics coordinator a
]Ê Plant takes the orders as a committed figure orders only after the orders gets
reflected in SAP.
]Ê DHL sends the MLS and SAP orders nos to be LC along with the RFS dates
shipment can be effected only after the customer open an LC and we receive a
DMC.
]Ê All equipments used for TRANSMISSION (like BTS and Antennes) requires a
WPC (wireless planning commission) import customes takes the WPC licence
from dept.of tele communication , customer would require the PO copy and our
]Ê LC updates the MLS PO details and RFS detail ,on a DCS (delivery control
sheet)
]Ê One week prior to the committed RFS state prepares a SR (shipment request)
]Ê one PO can have multiple SRS. all our subsequent shipment tracking would be
based on SR nos.
]Ê On the date of RFS, DMC provides the draft invoices and packing MST.
]Ê Draft invoice and packing list is sent to the customer for approval.
the airline.
]Ê DMC does the sales recognition based on the value of the invoice upon receipt
]Ê Warehouse confirms the receipt of goods in the DCS by mentioning the date of
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]Ê Timely updation of MDL (must delivery list ) and sending the same to
MIS team.
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]Ê To provide the circle priorities to cop for ordering (common ordering proof)
]Ê To carry out allocation in case of any allocation request from DMC/delivery
manager/PAM.
]Ê To sit with respective circle LCS and do a weekly review of pack and hold
situations and send remarks for all P and H cases above decided days.
]Ê Circle LC would forward the details to COP for handling cube complaints.
]Ê COP would maintain a cube complain tracker ,which would be a database on all
open and closed cube complain.
]Ê Cop would send weekly updates to LC/ALM on the status of the cubes.
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]Ê Ordering in MLS.
]Ê SR handling
]Ê Draft creation
]Ê Dispatch of documents
]Ê Mls reporting
]Ê Scheduling
]Ê Attending meetings
]Ê M.L.S reporting
' Time in logistics
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A small order of a pre-existing item may only have a few hours lead time, but a larger
order of custom-made parts may have a lead time of weeks, months or even longer. It all
depends on a number of factors, from the time it takes to create the machinery to the
speed of the delivery system. Lead time may change according to seasons or holidays or
Manufacturers are always looking for ways to improve the lead time on their products.
Lead time can mean the difference between making the sale and watching a competitor
sign the contract. If a company can deliver the product weeks ahead of the competition, it
stands a better chance of receiving future orders. Because of this, management and labor
"
In the 1960s and 70s, manufacturers competed on the basis of cost efficiency. In the
1980s, quality was the rage and Zero Defects and Six Sigma came into vogue. Cost and
quality are still crucial to world-class operations, but today, the focus is squarely on
speed. Nearly all manufacturers today are under pressure from customers to cut lead
#'
refers to the time span between customer ordering and customer receipt. *& (
#' refers to the time span from material availability at the first processing
*& (#'
refers to the time span from material availability at the first processing operation to
The following guidelines will help you to reduce lead times in your organization:
Ê & #' ' " (% Lead times, as
important as they are, are not measured in most organizations. People may have a
sense as to the planning horizon, but can't say how long it took for individual
products to cross the value stream. Things that are not measured cannot be
improved.
Ê - ( - ( @ * * & # "'&
located close to each other. These product-focused groups are called work cells or
Ê 9 "# " # - &## . * " *
% Drive accountability for product cost, quality and delivery down to the
proximity, transfer batches can be smaller and WIP inventories can be minimized.
Ê #&# &-'# ( . &##% Visual shop floor scheduling
tools, like kanban systems, can be used to minimize WIP between cells and to
By employing these principles, many world-class manufacturers have shrunk lead times
by 50-80%, gained market share, improved profitability and increased employee morale
A more conventional definition of Lead Time in the Supply Chain Management realms is
the time from the moment the supplier receives an order to the moment it ships it in the
takes to actually manufacture the order without any inventory other than raw materials or
supply parts.
In the manufacturing environment, Lead Time has the same definition as that of Supply
Chain Management, but it includes the time required to ship the product to the purchaser.
The shipping time is included because the manufacturing company needs to know when
the parts will be available for Material requirements planning. It is also possible for lead
time to include the time it takes for a company to process and have the part ready for
manufacturing once it has been received. The time it takes a company to unload a product
from a truck, inspect it, and move it into storage is non-trivial. With tight manufacturing
supply chain to know how long their own internal processes take.
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Company A needs a part that can be manufactured in two days once Company B has
received an order. It takes three days for company A to receive the part once shipped, and
Ê If Company A's Supply Chain calls Company B they will be quoted a lead time of
Ê If Company A's Manufacturing division asks the Supply Chain division what the
lead time is, they will be quoted 5 days since shipping will be included.
Ê If a line worker asks the Manufacturing Division boss what the lead time is before
the part is ready to be used, it will be 6 days because setup time will be included.
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1.Ê Our Customer¶s i.e. ³Bharti´ is satisfied with the services provided.
2.Ê So far NSN hasn¶t faced any problem of delays during distribution.
5.Ê Vendor¶s satisfaction with NSN Policies e.g. KUEHNE NAGEL is highly
satisfied.
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1.Ê , < ,#0 6= which has all data regarding site of delivery &
material to be dispatched is not provided/mailed at right time which lead to
inconvenience like efficiency decrease, quality of work and wastage of time too at
vendors end.
3.Ê NSN¶s engineers are sometime
#.# at the delivery site. This problem is
mainly faced in NCR delivery cases.
7.Ê Various '#*
' invoice are mainly not mentioned on PO¶s of NSN
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Ê The Canadian & Global Economies run on Logistics i.e. these Canadian Firms
Ê The transportation and logistics industry is evolving to meet the 21st century
global economy
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ERP modules may be able to interface with an organization's own software with varying
degrees of effort, and, depending on the software, ERP modules may be alterable via the
vendor's proprietary tools as well as proprietary or standard programming languages.
Enterprise Resource Planning systems (ERP) integrate (or attempt to integrate) all data
and processes of an organization into a unified system. A typical ERP system will use
multiple components of computer software and hardware to achieve the integration. A
key ingredient of most ERP systems is the use of a unified database to store data for the
various system modules.
ÊERP is intended to facilitate information sharing, business planning, and decision making
on an enterprise-wide basis. ERP enjoyed a great deal of popularity among large
manufacturers in the mid-to late-1990s. Most early ERP systems consisted of mainframe
computers and software programs that integrated the various smaller systems used in
different parts of a company. Since the early ERP systems could cost up to $2 million and
take as long as four years to implement, the main market for the systems was Fortune
1000 companies.
ERP are often incorrectly called back office systems indicating that customers and the
general public are not directly involved. This is contrasted with front office systems like
customer relationship management (CRM) systems that deal directly with the customers,
or the E-business systems such as E-Commerce, E-Government, E -Telecom, and E-
Finance, or supplier relationship management (SRM) systems.
The key feature of an ERP system is it uses a single or unified database to store data for
the various system modules.
Think of ERP as the glue that binds the different computer systems for a large
organization. Typically each department would have their own system optimized for that
division's particular tasks. With ERP, each department still has their own system, but they
can communicate and share information easier with the rest of the company.
After ERP
ERP software, among other things, combined the data of formerly separate applications.
This made the worry of keeping numbers in synchronization across multiple systems
disappears. It standardized and reduced the number of software specialties required
within larger organizations.
]Ê Integrated systems
]Ê Consistent interface
]Ê One database
]Ê Multinational capabilities
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method.
Prior to the concept of ERP systems, departments within an organization (for example,
the Human Resources (HR) department, the Payroll (PR) department, and the Financials
department) would have their own computer systems. The HR computer system (Often
called HRMS or HRIS) would typically contain information on the department, reporting
structure, and personal details of employees. The PR department would typically
calculate and store paycheck information. The Financials department would typically
store financial transactions for the organization. Each system would have to rely on a set
of common data to communicate with each other. For the HRIS to send salary
information to the PR system, an employee number would need to be assigned and
remain static between the two systems to accurately identify an employee. The Financials
system was not interested in the employee level data, but only the payouts made by the
PR systems, such as the Tax payments to various authorities, payments for employee
benefits to providers, and so on. This provided complications. For instance, a person
could not be paid in the Payroll system without an employee number.
sales.
]Ê Can take weeks or months to obtain info about customers, or where systems
System automatically
]Ê Schedules shipping
]Ê Reserves material
]Ê Schedules assembly
lÊ Commission
lÊ Travel account
Benefits of Erp
When the idea was first introduced, ERP was an attractive solution for many large
companies because it offered so many potential uses. For example, the same system
could be used to forecast demand for a product, order the necessary raw materials,
establish production schedules, track inventory, allocate costs, and project key financial
measures. ERP "acts as a planning backbone for a company's core business processes,"
Gary Forger wrote in Modern Materials Handling. "In addition to directing many of
them, the system also ties together these varied processes using data from across the
company. For instance, a typical ERP system manages functions and activities as
different as the bills of materials, order entry, purchasing, accounts payable, human
resources, and inventory control, to name just a few of the 60 modules available. As
needed, ERP is also able to share the data from these processes with other corporate
software systems." Another important benefit of ERP systems was that they allowed
companies to replace a tangle of complex computer applications with a single, integrated
system.
Drawbacks OF ERP
Despite these potential benefits, however, traditional ERP systems also had a number of
drawbacks. For instance, the early systems tended to be large, complicated, and
expensive. Implementation required an enormous time commitment from a company's
information technology department or outside professionals. In addition, because ERP
systems affected most major departments in a company, they tended to create changes in
many business processes. Putting ERP in place thus required new procedures, employee
training, and both managerial and technical support. As a result, many companies found
the changeover to ERP a slow and painful process. Once the implementation phase was
complete, some businesses had trouble quantifying the benefits they gained from ERP.
Advantages
In the absence of an ERP system, a large manufacturer may find itself with many
software applications that do not talk to each other and do not effectively interface. Tasks
that need to interface with one another may involve:
Change how a product is made, in the engineering details, and that is how it will now be
made. Effective dates can be used to control when the switch over will occur from an old
version to the next one, both the date that some ingredients go into effect, and date that
some are discontinued. Part of the change can include labeling to identify version
numbers.
Computer security is included within an ERP to protect against both outsider crime, such
as industrial espionage, and insider crime, such as embezzlement. A data tampering
scenario might involve a terrorist altering a Bill of Materials so as to put poison in food
products, or other sabotage. ERP security helps to prevent abuse as well.
Disadvantages
Many problems organizations have with ERP systems are due to inadequate investment
in ongoing training for involved personnel, including those implementing and testing
changes, as well as a lack of corporate policy protecting the integrity of the data in the
ERP systems and how it is used.
]Ê Personnel turnover; companies can employ new managers lacking education in the
company's ERP system, proposing changes in business practices that are out of
synchronization with the best utilization of the company's selected ERP.
]Ê Customization of the ERP software is limited. Some customization may involve
changing of the ERP software structure which is usually not allowed.
]Ê Re-engineering of business processes to fit the "industry standard" prescribed by the
ERP system may lead to a loss of competitive advantage.
]Ê ERP systems can be very expensive to install often ranging from 30,000 to
500,000,000 for multinational companies.
]Ê ERP vendors can charge sums of money for annual license renewal that is unrelated
to the size of the company using the ERP or its profitability.
]Ê Technical support personnel often give replies to callers that are inappropriate for the
caller's corporate structure. Computer security concerns arise, for example when
telling a non-programmer how to change a database on the fly, at a company that
requires an audit trail of changes so as to meet some regulatory standards.
]Ê ERP are often seen as too rigid and too difficult to adapt to the specific workflow and
business process of some companies²this is cited as one of the main causes of their
failure.
]Ê Systems can be difficult to use.
]Ê Systems are too restrictive and do not allow much flexibility in implementation and
usage.
]Ê The system can suffer from the "weakest link" problem²inefficiency in one
department or at one of the partners may affect other participants.
]Ê Many of the integrated links need high accuracy in other applications to work
effectively. A company can achieve minimum standards, and then over time "dirty
data" will reduce the reliability of some applications.
]Ê Once a system is established, switching costs are very high for any one of the partners
(reducing flexibility and strategic control at the corporate level).
]Ê The blurring of company boundaries can cause problems in accountability, lines of
responsibility, and employee morale.
]Ê Resistance in sharing sensitive internal information between departments can reduce
the effectiveness of the software.
]Ê There are frequent compatibility problems with the various legacy systems of the
partners.
]Ê The system may be over-engineered relative to the actual needs of the customer.
]Ê 4% Other
ERP Requires
]Ê Strong executive support to implement
]Ê Technology change
As sales of ERP systems to large manufacturing companies began to slow, some vendors
changed their focus to smaller companies. According to a survey by AMR research
reported in Modern Materials Handling, the overall market for ERP systems grew 21
percent in 2007, despite the fact that sales to companies with greater than $1 billion in
revenues declined 14 percent during the same period. "ERP applications are no longer
just the stuff of huge corporations. "While billion-dollar manufacturing companies are
now completing their ERP implementations, mid-size customers²witness to the
improved business processes of manufacturing market leaders²are beginning to refine
their own operations«. Invariably the most substantial reason for companies to
implement ERP is that without it, staying competitive is a practical impossibility. The
business world is moving ever closer toward a completely collaborative model, and that
means companies must increasingly share with their suppliers, distributors, and
customers the in-house information that they once so vigorously protected."
SAP STANDS FOR :
INTRODUCTION
SAP is the fourth largest software company in the world. It ranks after Microsoft,
IBM and Oracle.
SAP Head quarters are in Walldorf, Germany. SAP was founded in 1972 by five
former IBM engineers.
SAP released SAP R/2 version initially. The architecture of R/2 system is Mainframe
architecture.
Later SAP R/3 is released which is different from R/2 architecture. R stands for Real
time. 3 stands for 3 tier architecture
.
There are over 100,800 installations at more than 35,000 companies. SAP products
are used by 12 million people in more than 120 countries
SAP is the Fourth-largest independent software supplier worldwide and the largest
producer of standard enterprise wise business applications for the client-server
software market. The company's principal business activities are the development and
marketing of an integrated line of computer software for over 1,000 predefined
business processes, from financial accounting, supply chain management, and
business work flow to human resources, sales and distribution, and customer
relationship management. The largest software group in Europe, its business software
applications are used by over 35,000 companies around the world in such industries
as chemicals, high tech, telecommunications, electronics, utilities, oil and gas,
banking, insurance, healthcare, pharmaceuticals, consumer products, automotive, and
retail. Through its 80 international subsidiaries, led by its U.S. subsidiary SAP
America, SAP markets its software and consulting, training, and support services in
more than 120 countries.
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named R/1. (The "R" was for "resource"). This was replaced by R/2 at the end of the
1970s. SAP R/2 was a mainframe based business application software suite that was very
successful in the 1980s and early 1990s. It was particularly popular with large
with multi-currency and multi-language capabilities built in. With the advent of
software called SAP R/3 that was manageable on multiple platforms and operating
systems, such as Microsoft Windows or UNIX since 1999, which opened up SAP to a
whole new customer base. SAP R/3 was officially launched on 6 July 1992. SAP came to
dominate the large business applications market over the next 10 years.
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SAP is the largest software company in Europe and the fourth largest in the world. It
ranks after Microsoft, Google, and IBM in terms of market capitalization. SAP is also the
largest business application and Enterprise Resource Planning (ERP) solution and
software provider in terms of revenue[3].
]Ê Extensive functionality
]Ê International features
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SAP SCREEN ELEMENTS
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: You can use the command field to go to applications directly by
entering the transaction code. You can find the transaction code
Either in the SAP Easy Access menu tree
The menus shown here depend on which application you are working in.
These menus contain cascading menu options.
: The icons in the system function bar are available on all R/3 screens.
Any icons that you cannot use on a particular screen are dimmed. If you leave the cursor
on an icon for a moment, a small flag will appear with the name (or function) of that icon.
You will also see the corresponding function key. The application toolbar shows you
which functions are available in the current application.
The title bar displays your current position and activity in the system.
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Checkboxes allow you to select several options simultaneously within a
group.
The status bar displays information on the current system status, for
example, warning and error messages.
V You can set your font size, list colors, and so on here.
SAP R/3 Technology
SAP R/3 functionality is structured using its own proprietary language called ABAP
(Advanced Business Application Programming). ABAP, or ABAP/4 is a fourth
generation language (4GL), geared towards the creation of simple, yet powerful
programs. R/3 also offers a complete development environment where developers can
either modify existing SAP code to modify existing functionality or develop their own
functions, whether reports or complete transactional systems within the SAP framework.
ABAP's main interaction with the database system is via Open SQL statements. These
statements allow a developer to query, update, or delete information from the database.
Advanced topics include GUI development and advanced integration with other systems.
With the introduction of ABAP Objects, ABAP provides the opportunity to develop
applications with object-oriented programming.
The most difficult part of SAP R/3 is its implementation. Simply because SAP R/3 is
never used the same way in any two places. For instance, Atlas Copco can have a
different implementation of SAP R/3 from Procter & Gamble and so forth. Two primary
issues are the root of the complexity and of the differences:
Due to the complexity of implementation, these companies recruit highly skilled SAP
consultants to do the job. The implementation must consider the company's needs and
resources. Some companies implement only a few modules of SAP while others may
want numerous modules.
SAP has several layers. The 0 (BC) includes the ABAP programming
language, and is the heart (i.e. the base) of operations and should not be visible to higher
level or managerial users. Other customizing and implementation tools exist also. The
heart of the system (from a manager's viewpoint) are the application modules. These
modules may not all be implemented in a typical company but they are all related and are
listed below:
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R/3 Financials
]Ê Financial Accounting
]Ê Controlling.
]Ê Treasury
]Ê Capital Investment
R/3 Logistics
]Ê Production Planning
]Ê Materials Management
]Ê Plant Maintenance
]Ê Quality Management
]Ê Procurement
]Ê Payroll accounting
]Ê Shift management
]Ê Employee attendance
]Ê Trip costs
]Ê Training
]Ê Recruitment
]Ê Personal management
]Ê The R/3 System architecture allows you to separate application from the
presentation and the database. This is the prerequisite for distributing load onto
several application servers in client/server configurations. Therefore, the system
can be distributed, in hardware terms, at three different levels.
]Ê This architecture means that the installed host service can be adjusted without any
problems (scalability), especially where load profiles have changed as a result of
increasing user numbers, or because additional components have been used. R/3
System scalability provides you with flexibility when choosing hardware and
software.
]Ê An R/3 transaction is a sequence of dialog steps that are consistent in a business
context and that belong together logically. When an R/3 transaction is executed,
all individual dialog steps are performed and the data entered in the transaction is
updated in the database. From the viewpoint of the database, this is a conversion
from one consistent state to the next.
]Ê After a user accesses a transaction, the R/3 System starts a query from the
application level to the database level. The query is performed in SQL (Structured
Query Language), the language compatible with most database systems. The
scope of SQL enables the full functionality of the database system, including all
vendor-specific enhancements, to be used.
]Ê All data and programs in the SAP R/3 System are stored in the database.
for the business process consultants and numerous technical guidebooks and
checklists.
streamline R/3 projects. Accelerated SAP optimizes time, quality and efficient use
of resources. ASAP integrates three components, the ASAP Roadmap, Tools, and
R/3 Service and Training, which work in conjunction to support the rapid and
]Ê Accelerated SAP Roadmap delivers a process - oriented, clear and concise project
improvement.
]Ê R/3 Services and Training includes all consulting, training, and support services,
for example, Hotline, Early Watch, Remote Upgrade or Archiving Service, etc.
possible.
" " 9The primary focus of Phase 2 is to understand the business
goals of the company and to determine the business requirements needed to support those
goals.
# 9 The purpose of this phase is to implement all the business and
process requirements based on the Business Blueprint. You customize the system step by
$% 9The purpose of this phase is to complete testing, end-
user training, system management and cut over activities. Critical open issues are
resolved. Upon the successful completion of this phase, you will be ready to run your
MY SAP. COM
]Ê MySAP.com places the Internet at the center of SAP's activities. It leverages all of
SAP's key assets, including its extensive product portfolio, customer base, partner
solutions on demand
SAP R/3 is the former name of the main ERP software produced by SAP. Its new name is
mySAP ERP . In February 1999 SAP executives arrived at a new strategy to deploy in
time for the New Millennium. The result was mySAP.com, a web-enabled platform that
combined enterprise resource planning (similar to that of R/3) with a series of specialty
business software applications such as supply chain management and customer
relationship management. Viewed through a role-based, customized web browser
window, mySAP.com applications were developer-friendly and capable of integrating
with other vendors' databases, applications, operating systems, and hardware. The new
platform also extended to electronic business (e-business) marketplaces and corporate
web portals, which further linked partner companies together and enabled them to
collaborate and conduct transactions with one another whether they were using SAP or
non-SAP applications.
The concept of mySAP.com at first proved unclear to customers, even after a $50 million
advertising campaign. When crucial U.S. revenues dropped in the first quarter of 2000,
management responded with drastic measures. A reorganization of the company's
development staff working on product lines was the first step in transforming an
internally focused corporate culture into one more customer-centric and better suited for
competition in U.S. markets, where business-to-business Internet sales were predicted to
skyrocket to $2.7 trillion by 2004. To ensure that products were developed with
maximum customer input, SAP America enlisted 100 customers to help write code.
Further, SAP's entire marketing department was relocated from Germany to Manhattan.
New alliances also helped to strengthen SAP's venture into e-commerce territory. In one
such alliance, SAP joined forces with Commerce One to develop e-marketplaces or
online trading exchanges where goods and services could be bought or sold. Following
the formation of SAP Portals in 2001, SAP teamed up with Yahoo! to develop
customized enterprise portals; SAP further bolstered its strength in the enterprise portal
market through its acquisition of Top Tier Software.
Through its new mySAP.com platform, particularly its specialty applications in supply
chain and customer relationship management, SAP appeared to have successfully
positioned itself to capitalize on the flourishing e-business market. By nimbly responding
to competitive challenges and technological advances, and learning to better market its
products, SAP would no doubt remain a formidable presence in the global business
software market.
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]Ê R/3 ERP
SAP's products focus on Enterprise resource planning (ERP), which it helped to pioneer.
The company's main product is mySAP ERP. The name of its predecessor, SAP R/3
gives a clue to its functionality: the "R" stands for realtime data processing and the
number 3 relates to a 3-tier architecture: database, application server and client (SAPgui).
R/2, which ran on a Mainframe architecture, was the first SAP version.
Other major product offerings include Advanced Planner and Optimizer (APO), Business
Information Warehouse (BW), Customer Relationship Management (CRM), Supply
Chain Management (SCM), Supplier Relationship Management (SRM), Human Resource
Management Systems (HRMS), Product Lifecycle Management (PLM), Exchange
Infrastructure (XI), Enterprise Portal (EP) and SAP Knowledge Warehouse (KW).
The APO name has been retired and rolled into SCM. The BW name (Business
Warehouse) has now been rolled into the SAP NetWeaver BI (Business Intelligence)
suite and functions as the reporting module.
The company also offers a new technology platform, named SAP NetWeaver which
replaces SAP Business Connector for Integration/middleware capabilities[4]. While its
original products are typically used by Fortune 500 companies, SAP is now also actively
targeting small and medium sized enterprises (SME) with its SAP Business One and SAP
All-in-One. SAP R/3 is arranged into distinct functional modules, covering the typical
functions in place in an organization. The most widely used modules are Financials and
Controlling (FICO), Human Resources (HR), Materials Management (MM), Sales &
Distribution (SD), and Production Planning (PP). Those modules, as well as the
additional components of SAP R/3, are detailed in the next section.
Each module handles specific business tasks on its own, but is linked to the others where
applicable. For instance, an invoice from the Billing transaction of Sales & Distribution
will pass through to accounting, where it will appear in accounts receivable and cost of
goods sold.
FI -Financial Accounting
Designed for automated management and external reporting of general ledger, accounts
receivable, accounts payable and other sub-ledger accounts with a user defined chart of
accounts. As entries are made relating to sales production and payments journal entries
are automatically posted. This connection means that the "books" are designed to reflect
the real situation.
The FI module has 8 sub modules:
CO- Controlling
Represents the company's flow of cost and revenue. It is a management instrument for
organizational decisions. It too is automatically updated as events occur.
The CO module has following sub modules:
AM -Asset Management
]Ê PS Project System
Designed to support the planning, control and monitoring of long-term, highly
complex projects with defined goals.
]Ê FS Insurance
An integral part of mySAP ERP, SAP for Insurance enables insurance companies to
handle customer and market requirements and simultaneously control profitability
and economic viability.
IS -Industry Solutions
]Ê IS-A Automotive
]Ê IS-B Banking
]Ê IS-BEV Beverage
]Ê IS-CWM Catch Weight Management (Variable Weight Items such as Meats and
Cheeses)
]Ê IS-H Hospital
]Ê IS-M Media
]Ê IS-MIN Mining
]Ê IS-MP Milling
]Ê IS-OIL Oil
]Ê IS-R Retail
]Ê IS-T Telecommunications
]Ê IS-U Utilities
HR- Human Resources
Complete integrated system for supporting the planning and control of personnel
activities and HR module is sometimes equivalently referred as HCM (Human Capital
Management).
QM -Quality Management
A quality control and information system supporting quality planning, inspection,
and control for manufacturing and procurement.
WM -Warehouse Management
Subdivides the "Storage Location", which is used in the MM Module to define
inventory values by location, into "Storage Types" and then into "Storage Bins".
Control of stock to a physical level down to a warehouse bin. Placement and
removal rules can be configured, stock counts can be done.
HUM- Handling Unit Management
Used as a unique ID for each pallet of stock held in the warehouse.
SAP INDIA
SAP, the world's leading provider of business software solutions, started its operations in
India in 1996. Headquartered in Bangalore, SAP India also has offices in Mumbai and
New Delhi, and various marketing associates in Sri Lanka and Bangladesh.
Its Asia Pacific headquarters is in Singapore, with APA offices in Australia, China, Hong
Kong, India, Indonesia, Japan, Korea, Malaysia, New Zealand, Philippines, Taiwan and
Thailand.
With a staff strength of 450 supporting the Indian sub-continent, today SAP India is one
of the fastest growing SAP subsidiaries with more than 650 customers across the region
with strong footprints in India, Sri Lanka and Bangladesh. Powered by the SAP
NetWeaver platform to drive innovation and enable business change, mySAP
Business Suite solutions are helping enterprises around the world improve customer
relationships, enhance partner collaboration and create efficiencies across their supply
chains and business operations. SAP industry solutions support the unique business
processes of more than 25 industry segments, including high tech, retail, public sector
and financial services.
The company is listed on several exchanges, including the Frankfurt stock exchange and
NYSE under the symbol ³SAP.´
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]Ê DELHI
]Ê MUMBAI
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NET WEAVER
SAP NetWeaver is SAP's integrated technology platform and is the technical foundation
for all SAP applications since the SAP Business Suite. SAP NetWeaver is marketed as a
service-oriented application and integration platform. SAP NetWeaver provides the
development and runtime environment for SAP applications and can be used for custom
development and integration with other applications and systems. SAP NetWeaver is
built using open standards and industry de facto standards and can be extended with, and
interoperate with technologies such as Microsoft .NET, Sun Java EE, and IBM
WebSphere.
SAP is fostering relationships with system integrators and independent software vendors,
many of the latter becoming "Powered by SAP Netweaver". The strong momentum
illustrates the power SAP holds over the market for packaged software solutions.
"
NetWeaver is essentially the integrated stack of SAP technology products. The SAP Web
Application Server (sometimes referred to as WebAS) is the runtime environment for the
SAP applications -- all of the mySAP Business Suite solutions (SRM, CRM, SCM, PLM,
ERP) run on SAP WebAS.
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