Table of Content

1. Acknowledgement………………………………………..

2. Certificate of Training……………………………………

3. Company Profile………………………………………….

4. Technology……………………………………………….

a. Introduction………………………………………...

b. History and Features……………………………….

c. Application/Usage………………………………….

5. Modules of Training………………………………………

6. Daily Diary………………………………………………..

7. Summary………………………………………………….

8. References…………………………………………………
 COMPANY PROFILE

Indian Railways (reporting mark IR) is a State owned national transporter, and responsible for
rail transport in India. It is owned and operated by the Government of India through the Ministry
of Railways. It is the fourth largest railway network in the world comprising 119,630 kilometres
(74,330 mi) of total track and 92,081 km (57,216 mi) of running track over a route of 66,687 km
(41,437 mi) with 7,216 stations at the end of 2015-16. In 2015-16, IR carried 8.107 billion
passengers annually or more than 22 million passengers a day and 1.101 billion tons of freight
annually. As of the end of 2015-16, of the total 68,525 km (42,579 mi) route length, 28,327 km
(17,602 mi) or 45% were electrified and 28,371 km (17,629 mi) or 37% were double or multiple
line routes. The railway network is predominantly a broad gauge network. Small stretches of the
network use metre and narrow gauges. All the electrified lines use 25 kV AC electric traction.

IR operates both long distance and suburban rail systems. IR ran on average 13,313 passenger
trains daily in 2015-16. The trains have a five-digit numbering system. Mail or express trains, the
most common types, run at an average speed of 50.9 km/hr. As of the end of 2015-16, IR's
rolling stock comprised over 254,006 freight wagons, 70,241 passenger coaches and 11,122
locomotives (39 powered by steam, 5,869 by diesel fuel and 5,214 by electricity). It also owns
locomotive and coach production facilities at several places in India.

IR is the world's eighth biggest employer and had 1.331 million employees at the end of 2015-
16.[3] In 2015–2016, IR had revenues of ₹1.683 trillion (US$26 billion), consisting of ₹1.069
trillion (US$17 billion) freight earnings and ₹442.83 billion (US$6.9 billion) passengers
earnings.[2] It had an operating ratio of 90.5% in 2015-16.

Indian Railway Catering and Tourism Corporation Ltd. has been set up by the Ministry of
Railways with the basic purpose of hiving off entire catering and tourism activity of the railways
to the new Corporation so as to professionalise and upgrade these services with public-private
participation. Rail based Tourism in India will be the specific vehicle for achieving high growth
in coordination with state agencies, tour operators, travel agents and the hospitality industry. A
dynamic marketing strategy in association with public and private agencies, tour operators,
transporters, hoteliers and local tour promoters is on the anvil. Indian Railways span global
volumes in hospitality and catering sectors with services provided to 13 million passengers
everyday.

Objectives

(1) To be a customer friendly company through constant innovation, technology driven and
human resource development.
(2) Optimise resources, increase manpower productivity through quality product vending and
innovative marketing strategies.
(3) Upgrade and consolidate catering services in the organized sector.
(4) Expand areas of core competencies, enhance business opportunities through efficient public -
private partnerships to maximise generation of resources.
(5) Imbibe strong and ethical work culture through teamwork, build and reposition Indian
Railways in the emerging services sector.
(6) Evolve high standards of business ethics, quality management and effective cost control
measures.
(7) Concern for the environment and heritage

Tourism
Railway Tourism has seen excellent growth in India.Right from IRCTC's inception , we have
undertaken dynamic marketing strategy with major tour operators and State Tourism as our
partners for providing exclusive tour packages across the country. IRCTC arranges for full train
charters,coaches as well as reserved berth programmes through regular trains for tourism
purposes. During this short period we have been able to provide such facilities to over 50,000
persons.

Internet Rail Reservation

There has been a latent demand in the country for ticket availability at the door-step. IRCTC has
already developed this facility at Delhi, Chennai,Bangalore,Kolkata and Mumbai. Very soon the
facility will spread to Hyderabad,Pune and Ahmedabad. After consolidation at these centres,
further development in the major towns will take place. IRCTC web enabled reservation site is
www.irctc.co.in

Non Railway Segment

IRCTC is diversifying into Non Railway Segment which includes Budget Hotels, Food Kiosk,
Food Parks, Catering Service, Facility Management Service, Guest House and Hostel
management etc.

IRCTC is banking on newly started catering and facility management division through which it
provides a one window solution for catering, front office, housekeeping, security, laundry, ITES
and horticulture services to government organizations, corporate and educational institutions.
This segment also includes taking up of hospitality project on turnkey basis. Setting up of
IRCTC brand Food Kiosks at DMRC stations is also planned. Non Railway Segment has a
potential to contribute around 30% to its total revenue in coming years. IRCTC has commenced
65 units from 2010 to 2012 in Non Railway Segment across India.

Food Plazas
IRCTC has firmed up plans to set up over 50 multi-cuisine food plazas at major railway stations
throughout the country during the current year. The Food plazas will have contemporary decor ,
air conditioned ambience and round the clock operation to suit passenger convenience with
market driven competitve pricing.

Call Center
IRCTC has recently inaugurated a Call Center. A customer can dial 139 from anywhere in the
country and get all information from Indian Railways.
 INTRODUCTION
As ERP implementation is information systems usage in organizations to help integrating all
the functions to enhance the organizations performance, ERP planning is not only a software
installation problem, but also, a decision-oriented managerial issue. We need to explore and
understand principles in areas of decision sciences and organizational sciences to understand
ERP implementation. Therefore, in this chapter, we reviewed relevant scholarly articles,
books and other sources (dissertations and conference proceedings) as well as business
newsletters related to the topic of ERP implementation, ERP research models, constructs and
measurements, decision rules in decision making and methodologies for planning for
Management Information Systems (MIS).

Background:

ERP is an integrated set of software modules linked to a common database, handling basic
corporate functions. It attempts to integrate all departments and functions across a company
into a single computer system that serves different departments' particular needs such as
planning, manufacturing, accounting, distribution, sales, human resource, inventory
management, service and maintenance, transportation and e-business. ERP can be viewed as
a software solution that addresses the enterprise needs taking the process view of the
organization, to meet the organizational goals tightly integrating all functions of an enterprise.

Enterprise Resources Planning (ERP) can be dated back to 1970’s. It starts from Materials
Requirements Planning (MRP) as a new computer-based approach for organizations to
planning and scheduling of material requirements and inventory, featuring the time-phased
order point. Following MRP, during 1980’s to 1990’s, when labor and machine (resources)
planning were incorporated into MRP, it became known as Management Resource Planning
(MRPII). MRP II included distribution management, project management, finance, human
resource and engineering. At the beginning of 1990’s, MRPII evolved to Enterprise
Resources Planning (ERP) with new features of enterprise-wide inter-functional
coordination and integrating. With the evolution of ERP, software vendors added more
modules functions to core modules of ERP, including advanced planning and scheduling
(APS) and e-business solutions such as customer relationship management (CRM) and
supply chain management (SCM). ERP realized the seamless integration of all information
flows (Umble 2003), including financial and accounting information, human resource
information, supply chain information and customer information.
About ERP – it is a business management software—usually a suite of integrated applications
—that a company can use to store and manage data from every stage of business, including:
· Product planning, cost and development
· Manufacturing
· Marketing and sales
· Inventory management
· Shipping and payment
ERP provides an integrated real-time view of core business processes, using common databases
maintained by a database management system. ERP systems track business resources—cash, raw
materials, production capacity—and the status of business commitments: orders, purchase
orders, and payroll. ERP facilitates information flow between all business functions, and
manages connections to outside stakeholders.
It facilitates error-free transactions and production. However, ERP system development is
different from traditional systems development. ERP systems run on a variety of computer
hardware and network configurations, typically using a database as an information repository

When ERP is successfully implemented, it promises significant business breakthrough doing

away with inconsistent data, incomparable formats, and uncooperative applications. It
(Robey, Ross, and Boudreau 2002) reduces operating costs, increases productivity and
improves customer services and inventory control. ERP is “integrated instead of
fragmented”. Umble (2003) stated that ERP allows organizations to have a more convergent
view of real-time information by integrating processes across functional departments; and it
also provides organizations an enterprise database where “all business transactions are
entered, recorded, processed, monitored and reported.” In addition, it increases departmental
corporation and coordination.

Research in ERP Implementation

To understand ERP, it is suggested to remember “integration”, which is ERP's true ambition.

Umble (2003) mentioned that the ultimate goal of ERP implementation is to improve
business performance, rather than the software installation. The ERP implementation is
viewed as a part of the company to help realize efficient and effective business performance.

The implementation should be directed by business requirements and objective.

ERP is a project; nonetheless, it has some special features comparing with other projects.
Licker (1997) listed six special features of ERP including (1) high cost, (2) delayed benefits,
(3) intangible products at all stages of development, (4) rapidly changing technology, (5)
high risk of obsolescence, and (6) rapid turnover of systems professionals. Robey, Ross and
Boudreau (2002) stated that organizations often adjust slowly to ERP and ERP investments
are risky. Besson and Rowe (2001) claimed that the risks associated with information
systems project are always related to (1) the project’s size (number of people and sub-teams
requiring coordination), (2) the technical difficulties involved, (3) the ease with which it can
be integrated into a firm’s existing management system, (4) the diversity of the various
functions involved (its scope), and (5) the diversity of the competencies that its
implementation requires.
In addition, ERP is not just a technology installation; rather, it encompasses wider behavioral
factors. It is not entirely the same in different countries and areas. Differences stemmed from
the different history background, social context, cultural recognition, and unbalance of
technologies. In order to deal with change effectively, Esteves and Pastor (1999)
recommended that company establish a “change vision” in the given technical, social, and
organizational context.

Benefits

· ERP can greatly improve quality and efficiency of the business. By keeping a company's
internal business process running smoothly, ERP can lead to better outputs that benefit
the company, such as customer service and manufacturing.
· ERP supports upper level management, providing critical decision making information.
This decision support lets upper management make managerial choices that enhance the
business.
· ERP creates a more agile company that better adapts to change. ERP makes a company
more flexible and less rigidly structured .
· ERP can improve data security. A common control system, such as the kind offered by
ERP systems, allows organizations the ability to more easily ensure key company data is
not compromised.
· ERP provides increased opportunities for collaboration. Data takes many forms in the
modern enterprise. Documents, files, forms, audio and video, emails.

Because of those potential benefits, most of the manufacturing companies invested time and
money for ERP implementation to replace the legacy systems, with the expectation of high
efficiency, competitive power and more profits. However, business world had witnessed
many failure stories in past years. The ERP failures include that companies are unable to (1)
accomplish process reengineering, (2) meet user needs, (3) achieve functional requirements,
(4) finish project by deadline, (5) spend within budget, and (6) receive expected return on
investment (ROI). ERP can yield high return on investment when successfully implemented,
nevertheless, like a two-edged sword, the ERP failure is devastating to companies.
Most companies started the ERP project in such a rush without second thought. However,
the ERP project is not as easy as people imagine to control. Scholars (Umble 2003, Jenster
1987, Lederer 1998, Segars 1999, Bingi 1999) sought the causes of ERP failures. They
claimed that the failures of ERP are due to the poor implementation planning. Umble (2003)
stated that the main reasons are (1) poor planning and/or poor management, (2) change in
business goals during the project, and (3) lack of business management support. Kensner
(1988) claimed that the “true winners” are those organizations that are “far-sighted enough
to manage the introduction of new MIS products and services as part of their long-term
strategic planning process.” Barker and Frolick (2003) claimed that if the company wants to
yield the benefits of the ERP, “it must first develop a plan for success”. The quality of the
strategic planning has direct impacts on the implementation result. How the strategy is
developed will affect the outcome of the implementation. The smooth and successful
information systems implementation needs careful thinking, precise planning and
negotiations with departments and divisions from a strategic viewpoint.
With regard to planning for information systems, Jenster (1987) stated that the information
systems planning processes include identification, selection and monitoring of information
related to the strategic performance. Segards and Grover (1998) stated that the planning for
information systems requires substantial resources of both managerial time and budget.
Although widely discussed, the process of information systems planning is more difficult
and complex than description.

Disadvantages

· Customization is problematic.
· Re-engineering business processes to fit the ERP system may damage competitiveness or
divert focus from other critical activities.
· ERP can cost more than less integrated or less comprehensive solutions.
· Overcoming resistance to sharing sensitive information between departments can divert
management attention.
· Integration of truly independent businesses can create unnecessary dependencies.
· Extensive training requirements take resources from daily operations.
· Harmonization of ERP systems can be a mammoth task (especially for big companies)
and requires a lot of time, planning, and money.

APPLICATIONS
IRCTC has customized ERP (Oracle 11i ) that serves the organization in 4 different areas i.e.-

· HRMS and payroll- The Oracle Human Resource Management Systems (HRMS) helps
to achieve a well-managed human resource system, turning HR management into a
strategic advantage. HRMS is an e-business way of transforming the people management
role with Internet technology.
· Accounts Receivable- -Oracle Receivables provides three integrated workbenches that
you can use to perform most of your day–to–day Accounts Receivable operations

▪ You can use the Receipts Workbench to perform most of your receipt–related tasks.
For example, to create receipt batches and enter, apply, reverse, reapply and delete
individual receipts. You can also use this workbench to create chargeback and
adjustments.
▪ The Transactions Workbench is used to create new and update existing invoices,
debit memos, credit memos, on–account credits, chargeback, and adjustments. This
workbench can also be used to enter, review, or complete transaction, copy invoices,
create adjustments, credit transactions and review invoice installments.
▪ The Collections Workbench lets you review customer accounts and perform
collection activities, such as recording customer calls and printing dunning letters.
 · Accounts Payables- Account Payables is a function for making payments. Anyone who
needs to be paid, an external vendor, internal employee or customer, will be defined as
supplier. Payables module interacts with other modules, such as Purchasing for matching
invoices to Purchase Orders or Receipts.
· General ledger- Oracle General Ledger enables universal accounting data management
and is a comprehensive financial management solution that enhances financial controls,
data collection, information access, and financial reporting throughout the enterprise.
General Ledger is the central repository of accounting information, receiving transactions
from sub-ledgers.

MODULES OF TRAINING

ERP SOFTWARES FOR ORGANISATIONS

SOME OF THE ERP SOFTWARE PACKAGES MADE BY DIFFERENT ORGANISATIONS

FOR PROFESSIONAL USE IN COMPANIES.
· Access SupplyChain from the Access · Activant acquired by Epicor
Group
· BatchMaster ERP from BatchMaster · Cimnet Systems from Consona
Software Corporation

· DEACOM ERP from Deacom · EFACS from Exel Computer

Systems and RAD Software.

· Encompix ERP from Consona · ENFOS

Corporation

· Epicor ERP from Epicor · Retail ERP from Erply

· Epicor Enterprise from Epicor · Exact MAX from Exact Software

· Exact Macola ES from Exact Software · Exact Globe Next from Exact

Software
· Exact Online from Exact Software · Infor10 Barcode from Infor Global
Solutions

· Infor10 Discrete iEnterprise (XA) · Infor10 Distribution Business (aka

(aka MAPICS) from Infor Global SX.Enterprise) from Infor Global
Solutions Solutions

· Infor10 Distribution Express (aka · Infor10 ERP Business (aka SyteLine)

FACTS) from Infor Global Solutions from Infor Global Solutions

· Infor10 ERP Ln (formerly Baan · Infor VISUAL (formerly known as

ERP, Baan IV and Triton) from Infor VISUAL Manufacturing, VISUAL
Global Solutions Enterprise, Infor

· SYSPRO from Syspro · VISUAL ERP) from Infor Global

Solutions
· Infor10 ERP Process Business (aka · Infor ERP Blending (aka
Adage) from Infor Global Solution BLENDING) from Infor Global
Solutions

· JD Edwards EnterpriseOne · JD Edwards World from Oracle

from Oracle

· Maximo (MRO) from IBM · Microsoft Dynamics AX (formerly

Axapta) from Microsoft

· Microsoft Dynamics GP (formerly · Microsoft Dynamics NAV (formerly

Great Plains) from Microsoft Navision) from Microsoft

· Microsoft Dynamics SL (formerly · Momentum from CGI Group

Solomon) from Microsoft
 · mySAP from SAP · NetSuite from NetSuite Inc.

· Oracle E-Business Suite from Oracle · Oracle Fusion from Oracle

· OSAS from Open Systems · PeopleSoft from Oracle

Accounting Software

· Prophet 21 from Epicor · Sage PFW ERP from Sage Group

SUMMARY

ERP implementation process, managers

view success as earning benefit from system, the software vendors view success as running
data smoothly to realize module functions, project leaders view success as completing
project on time and within budget, while those who adopt information systems and use them
tend to emphasize having a smooth transition to stable operations with the new system,
achieving intended business improvements like inventory reductions, and gaining improved
decision support capabilities.
ERP  is a business management software—usually a suite of integrated applications—that a
company can use to collect, store, manage and interpret data from many business activities ERP
provides an integrated view of core business processes, often in real-time, using common
databases maintained by a database management system. ERP systems track business resources
—cash, raw materials, production capacity—and the status of business commitments: orders,
purchase orders, and payroll.
Organizations consider the ERP system a vital organizational tool because it integrates varied
organizational systems and facilitates error-free transactions and production. 

Enterprise Resources Planning (ERP) can be dated back to 1970’s. It starts from Materials
Requirements Planning (MRP) as a new computer-based approach for organizations to planning
and scheduling of material requirements and inventory, featuring the time-phased order point. In
1990, Gartner Group  first used the acronym ERP as an extension of material requirements
planning (MRP), later manufacturing resource planning and computer-integrated manufacturing.
Without replacing these terms, ERP came to represent a larger whole that reflects the evolution
of application integration beyond manufacturing. Not all ERP packages developed from a
manufacturing core. Vendors variously began with accounting, maintenance, and human
resources. By the mid–1990s ERP systems addressed all core enterprise functions. Governments
and non–profit organizations also began to use ERP systems

REFERENCES
· Al-Mashari, M., Al-Mudimigh, A. and Zairi, M. (2003). Enterprise resource planning:
A taxonomy of critical factors. European Journal of Operational Research, 15

· Besson, P., and Rowe, F. (2001). ERP project dynamics and enacted dialogue:
perceived understanding, perceived leeway, and the nature of task-related
conflicts. Database For Advances in Infomraiton Systems. 32(4). 13.

· Bingi, P., Sharma, M. and Godla, J. (1999). Critical Issues Affecting an ERP
Implementation,Information Systems Management, 16(3), 14

· Esteves, J. M. and Pastor, J. A. (1999) An ERP life-cycle-based research agenda. First

 International workshop in Enterprise Management and Resource Planning: Methods,
Tools and Architectures, 13-15.

· Jenster, P. V. (1987). Using Critical Factors in Planning. Long Range Planning, 20(4).
14.

· Kenser, R. M. (1999) IT planning and procedurement-the underlying architectural

process.Information Strategy, Fall, 14

· Lederer, A.L. and Sethi, V. (1998). The Implementation of Strategic Information

Systems Planning Methodologies, MIS Quarterly, Sep, 14

· Licker, P. S. (1997). Management information systems: A strategic leadership

approach. The Dryden Press, Harcourt Brace College Publishers: Orlando, 13.
 · Markus, M.L.and Tanis,C.(2000), The enterprise system experience: from adoption to

success’’, in Zmud, R.W. (Ed.), Framing the Domains of IT Management: Projecting the

Future Through the Past, Pinnaflex Educational Sources, Inc., Cincinnatti, OH

· Robey, D., Ross, J. W. and Boudreau, M.C. (2002). Learning to implement enterprise

systems: an exploratory study of the dialectics of change. Journal of Management

Information Systems, 12-13.

· Segars, A. H. and Grover, V. (1999). Profiles of strategic information systems

planning,Information System Research, 10(3), 14.

· Umble. E. J., Haft, R. R. and Umble, M. M. (2003). Enterprise resource planning:

Implementation procedures and critical success factors. European Journal of

Operational Research, 12-13.