vivek ranjan crm

8/3/2019 Vivek Ranjan Crm

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SUBMITTED TO

RESP. MRS. SHWETA SHARMA MAM

FACULTY

IPM, MEERUT

SUBMITTED BYVIVEK RANJAN

PGDM

BATCH-2010:2012

REPORT ON CRM


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2 INSTITUTE OF PRODUCTIVITY & MANAGEMENT, MEERUT

ACKNOWLEDGEMENT

I would like to show my gratitude and respect to Mrs. Shweta Sharma

Ma'am, for providing me with the golden opportunity to prepare an

intellectual report on Customer Relationship Management. It is a great

experience to go through in depth study of the customer service and support

of Ericsson.

I am grateful to Resp. Mrs. Shweta Sharma Ma'am, for guiding methroughout the preparation of report, without her kind support it would have

been difficult for me to complete the report so meaningful and interesting in

a short period of time.

I thank her whole heartily for her consent encouragement, warm response

and for filling every gap in my personal development and knowledgeenlightens and valuable idea that made this assignment successful.

I personally feel that this kind of project work would help us in future to

understand the customers need in the market place and help me to

contribute in the success of the organization.


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C R M

INTRODUCTION

In todays competitive market driven economy it is not only sufficient to

provide your customers with the best service levels and customer experience

over the short-term, but also analyze the transactional information to

develop better services and products for your customer over the long run

through the discovery of not-so-obvious insights into customers wants and

needs.


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WHAT IS CRM?

CRM stands for Customer Relationship Management. It is a process or

methodology used to learn more about customers' needs and behaviors in

order to develop stronger relationships with them. There are many

technological components to CRM, but thinking about CRM in primarily

technological terms is a mistake

The more useful way to think about CRM is as a process that will help bring

together lots of pieces of information about customers, sales, marketing

effectiveness responsiveness and marketing.

ADVANTAGES OF CRM

Shared or distributed data Cost reduction Better Customer Service Increased Customer Satisfaction Better Customer Retention Loyal customers More repeat business More new business More Profit

DISADVANTAGES OF CRM

Lack of formalization of the procedures. Lack of the employees' interest.

HOW TO IMPRESS CUSTOMERS

Focus on at least one key benefit


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Listen to your customers Gaining new customers Test everything you do for effectiveness Treat your staff with extreme care and attention.

REASON TO FAIL CRM

CRM initiatives launched without a strategy. The CRM strategy is not integral to the business strategy The CRM toolset is based on someone elses success. CRM is launched with no regard for enterprise or customer interfaces. CRM is launched without customer input. CRM is considered an IT project not business initiatives leveraging

technology.

CRM is launched without defined metrics and objectives CRM is considered a one-time event. Assume you have a customer-centric culture because you have

customers

No top down leadership and employee buy-in for CRM.CRM SERVICE OFFERING

CONSULTING

Feasibility Analysis Technology Evaluation & Selection Project Scoping Metrics Reporting & ROI Proof-of-Concept development Application Audit & Health Check


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IMPLEMENTATION

Implementation Strategy Functionality Mapping &Gap Analysis Data Migration, Conference Room Pilot & Training Full Cycle Implementations &Deployment Global Rollouts Release Management

CUSTOMIZATION & INTEGRATION

Custom Object Development Custom Reports Development Integration - Data, Process level - EAI / CTI


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UPGRADE SERVICES

Application/Product Upgrade Database Upgrade Data Conversion and Migration Object Migration

QA AND TESTING SERVICES

Testing Process Consulting Manual, System and Integration Testing Load Testing Fail Over and Availability Testing Test Cases Automation Reporting Services

BUSINESS INTELLIGENCE AND ANALYTICS

Need Analysis Data Load/ETL Custom View & Report Development

CUSTOMER DATA INTEGRATION

Unification of Customer Data Multiple Version Integration Real Time/Batch Data Cleansing

SUPPORT AND MAINTENANCE

Application Support Customization Support Database Administration


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Application Administration Performance Tuning

WHY CHOOSE CRM

CRM (Customer Relationship Management) software aids in increasing

efficiency, serves to aid the sales department in all of its efforts, manages to

boost sales, and fundamentally contributes to the overall development of the

company. It also manages to work towards organizational goals. This is

achieved through a concise study of potential customers.

Their preferences are taken into consideration and used to coordinate and

implement a customer centric business strategy that focuses primarily on

the customer, yields to recording the importance of his ideas and

suggestions and results in increased customer retention.

OPT FOR CRM

Why CRM? CRM solution helps to reduce the time required for sales cycles

while hanging onto potential sales leads. Customer retention is also

maximized. Sales orders and sales revenues increase as a matter of

increased organization growth.

CRM facilitates growth in that it aids the reduction of costs and the increased

availability of information to the organization - that can be used according to

customer information requirements. This information is increasingly

important to an organization and can prove to make the difference between

success and failure.


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CRM IS REWARDING

The benefits of CRM are enormous.The marketing department is yet another

department that stands to gain enormously as CRM aids in marketing

functions. The customer centred strategy that provides information on

potential customers, boosts the marketing function by providing the

marketing department with a clear idea of what the customer needs are and

enables them to work accordingly.

PRIVACY AND DATA SECURITY

One of the primary functions of CRM software is to collect information about

customers. When gathering data as part of a CRM solution, a company must

consider the desire for Customer Privacy and data security, as well as and

legislative and cultural norms. Some customers prefer assurances that their

data will not be shared with third parties without their prior consent and that

safeguards are in place to prevent illegal access by third parties.


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MARKET STRUCTURE

The following table lists the top CRM software vendors in 2006-2007 (figures

in millions of US dollars) published in Gartner study

Vendor2007

Revenue

2007

Share (%)

2006

Revenue

2006

Share (%)

'06-'07

Growth (%)

SAP 2,050.8 25.3 1,681.7 26.6 22.0

Oracle 1,319.8 15.3 1,016.8 15.5 29.8

Salesforce.com 676.5 8.3 451.7 6.9 49.8

Amdocs

421.0 5.2 365.9 5.6 15.1

Microsoft 332.1 4.1 176.1 2.7 88.6

Others 3,289.1 40.6 2,881.6 43.7 14.1

Total 8,089.3 100 6,573.8 100 23.1


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ERICSSON

Company Introduction

A world leader in the telecommunication industry since 1876

Ericsson is a global telecom corporation providing communication networks,

global telecom services and multimedia solutions to telecom operators

throughout the world. The company was founded 1876 in Stockholm, where

also the headquarters are based. Ericsson has over 78 000 Employees and

net sales of SEK 209 billion (2008). The vision of Ericsson is To be the

prime driver in an all-communicating world and the company aims at

making its customers successful through innovative end-to-end solutions,

evolution and enhancement of their networks, cost-efficient management of

these networks and responsiveness to the customers needs.

Ericsson perceives their competitive advantage to be technology leadership,

innovative end-to-end solutions, strong, long-term customer relationships,and the largest customer base within the telecom business world-wide and

operational excellence.Ericsson has always been a leader in driving

technology forward, switching from telegraph to telephone all the way to the

roll out of 4G. Ericsson has helped form the industry's standards, from NMT

and GSM to LTE. Ericsson also has one of the richest telecom heritages and

was one of the first companies to establish operations overseas. Even when

the company was in its infancy, the founder decided to open a productionfacility in St. Petersburg, Russia And today Ericsson has continued to expand

and innovate to make telecom services affordable and available to all, just

as Lars Magnus Ericsson set out to do in 1878 when he sold his first phones.

As the business environment is constantly evolving there is the need for


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solutions that takes care of the needs of the customers without increasing

the costs. The enterprise services of Ericsson helps the enterprises to get the

maximum value from the communications solutions. The company takes

charge of all the network as well as service operations thereby allowing the

customer to focus on the core business.

There has been an increase in the telecom operators arena in the past few

years. It is important that the operators are aware of the strategic choices

and how to manage the network. Ericsson has also acquired the expertise to

work with different operators so as to create the best possible market

proposition.

Ericsson has offices and operations in more than 180 countries, with more

than 17,700 staff in Sweden, and also significant presences in, for example,

Brazil, China, Finland, India, Ireland, Italy, Hungary, the UK and the USA.

In the early 20th century, Ericsson dominated the world market for

manual telephone exchanges but was late to introduce automatic

equipment. The world's largest ever manual telephone exchange, serving

60,000 lines, was installed by Ericsson in Moscow in 1916. Throughout the

1990s, Ericsson held a 35-40% market share of installed cellular

telephone systems. Like most of the telecommunications industry, Ericsson

suffered heavy losses after the telecommunications crash in the early 2000s,

and had to lay off tens of thousands of staff worldwide in an attempt to

manage the financial situation, returning to profit by the mid-2000s.

Ericsson is currently the world's largest mobile telecommunications

equipment vendor with a market share of 35%.

Ericsson has the following segments: the Systems division that manages the

fixed line as well as mobile telephone networks. There is the Phones division

that is engaged in the distribution of the mobile handsets. The Other


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operations division focuses on miscellaneous operations including Ericsson

Enterprise, Power Modules, Mobile Platforms and many more The

telecommunications crash that happened in the 2000s dealt a heavy blow to

the company and it had to cut down on its workforce. However the company

came together with Sony to introduce the Sony Ericsson handsets. The

company is a leading provider of handsets as well as a supplier for a number

of wireless technologies. It has a big contribution towards modernizing the

existing copper lines so as to be able to provide broadband services.


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Ericsson Customer Relationship Management through SAP

Application

SAP CRM is the customer relationship management software that facilitates

the user to focus on the customer value, loyalty, and profitability across the

entire value chain using the front-office

FEATURES & FUNCTIONS

SAP Customer Relationship Management (SAP CRM) includes features and

functions that support core business processes in the following areas:

Marketing Analyze, plan, develop, and execute all marketingactivities through all customer interaction points. This central

marketing platform empowers marketers with complete business


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insights enabling you to make intelligent business decisions and to

drive end-to-end marketing processes.

Sales Maintain focus on productive activity to acquire, grow, andretain profitable relationships with functionality for sales planning and

forecasting, territories, accounts, contacts, activities, opportunities,

quotations, orders, product configuration, pricing, billing, and

contracts.

Service Reduce the cost of service while enhancing customersatisfaction with support for sales and marketing for service; service

contract management; customer service and support; return and

depot repair; field service management; warranty and claim

management; installation and maintenance; parts logistics and

finance; and service analytics. Call centers, channel service, and e-

service provide multiple channels for service delivery.

Partner channel management Attain a more profitable and loyalindirect channel by managing partner relationships and empowering

channel partners. Improve processes for partner recruitment, partner

management, communications, channel marketing, channelforecasting, collaborative selling, partner order management, channel

service, and analytics for partners and channel managers.

Interaction center Maximize customer loyalty, reduce costs, andboost revenue by transforming your interaction center into a strategic

delivery channel for marketing, sales, and service efforts across all

contact channels. Activities such as telemarketing, telesales, customer

service, multifunctional shared service, and interaction centermanagement are supported.

Web channel Increase sales and reduce transaction costs by turningthe Internet into a valuable sales, marketing, and service channel for

businesses and consumers. Increase profitability and reach new


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markets with functionality for e-marketing, e-commerce, e-service,

andWeb channel analytics. Deploy these capabilities directly against

the SAP ERP application or with SAP CRM as a fully integrated

customer channel.

Business communications management Improve contact center andcommunication-dependent business process effectiveness and reduce

costs through SAP Business Communications Management an all-

software, IP-based communications solution, natively integrated with

SAP CRM. Whether customers contact your company by phone, e-mail,

chat, text message, or fax, SAP Business Communications

Management routes the contact to the right person with the right

skills, whether the person is in the office or working remotely all

without the need for costly, cumbersome hardware-based

communications systems, significantly reducing total cost of

ownership.

Real-time offer management Advanced recommendation engine thatoptimizes any decision-making process across all customer interaction

channels, enabling you to take the most appropriate next action toenhance customer relationships and maximize your customers' lifetime

value.

SAP CRM also supports several industry-specific processes with functionality

designed to meet the individual needs of diverse industry groups, for

example:

Trade promotion management Empowers account and trademanagers to improve control and visibility of the entire trade

promotion process. The end-to-end solution enables managers to

accurately plan, maximize profitability and increase brand presence

with trade activities.


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FEATURES & FUNCTIONS OF SAP CRMERICSSON (E-COMMERCE)

SAP CRM provides an e-commerce application that enables you to turn the

Internet into both a profitable sales channel and an interaction channel for

business customers and consumers. With SAP CRM, you can empower your

customers with a personalizedWeb experience and convenient self-services.

Plus, the application delivers a fully integrated Web channel, helping you

strengthen sales and service operations while reducing transaction costs and

customer service calls.

SAP CRM enables a complete range of e-commerce processes, including:

E-MARKETING

Support demand generation and customer loyalty processes via theInternet.

Personalize your customers'Web experiences with the most relevantand convenient online interactions and information.

Generate additional revenue through a Web-based channel viacomprehensive support for catalog management, content

management, campaign execution, customer segmentation,

personalization, and a store locator.

E-SELLING

Run business-to-business (B2B) or business-to-consumer (B2C) sellingprocesses on the Internet.

Enable a full range of e-selling processes, including quote and ordermanagement, pricing and contracts, interactive selling and

configuration, web auctions, and selling via partners.

Streamline sales and fulfillment operations with an end-to-end order-to-cash process.


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E-SERVICE

Offer your customers an intuitive channel to perform service tasks,from requesting a service visit to logging a complaint or registering a

product.

Enable customers to perform service-related tasks such as checkingorder status, obtaining order tracking information, managing accounts

and payments, and researching and resolving product problems.

Service complex products that require sophisticated maintenance.

E-ANALYTICS

Gain insight into, analyze, and act on e-business trends. Measure and optimize the success of your Web shop and online

content.

Perform analysis across the breadth of marketing, sales, and servicefrom a Web perspective and track and use Web behavior to target

customers and drive future marketing activities.

FLEXIBLEIMPLEMENTATION OPTIONS FOR ERICSSONS CUSTOMERS

SAP gives an easy way to leverage your existing SAP functionality and IT

investments to build an e-commerce presence. You can implement the SAP

E-Commerce application with your existing SAP ERP application for an entry-

level solution to quickly turn the Web into a profitable sales and interaction

channel. The application supports end-to-end, order-to-cash processes with

easy-to-use, interactive selling and self-services and provides an easyupgrade path to the complete SAP CRM application.

In addition, customizable Web shop templates for different industries and

business models, including B2B and B2C models, can speed the


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implementation of both SAP E-Commerce for SAP ERP and SAP E-Commerce

for SAP CRM.


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ERICSSON: CUSTOMER RELATIONSHIP MANAGEMENT

Ericsson is the largest supplier of mobile systems in the world with

locations in 140 countries.

Ericsson's customers are amongst the world's 10 largest mobile operators

and approximately 40 percent of all mobile calls are made through Ericsson

systems

Ericsson's strategy is to achieve high performance in the services business,

an area which has boosted financial performance for the company. Ericsson

recognized the need to capitalize on this rapidly growing business. One of

the company's first priorities was to move its Customer Service Request

(CSR) handling process into one central solution. Ericsson selected SAP CRM

because it had the functionality needed to revamp the CSR process.

Ericsson's subsequent development releases included an upgrade to mySAP

CRM 4.0.

Accenture collaborated with Ericsson to transform the CSR handling process

into one central service management solutiona global effort to consolidate

functionality that had been regionally developed and supported. Accenture

helped design the new solution and build the call center functionality.

Accenture also developed the key performance indicator reporting solution,

built on the SAP Business Information Warehouse technology.

The new service management solution is helping Ericsson on its journey to

achieve high performance. Ericsson's services business now has one centralsolution for the handling of approximately 100,000 CSRs annually by 8,000

service engineers. This implementationone of the largest to-date on the

mySAP CRM platformhas enabled Ericsson to capitalize on one standard


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process with clear reporting information to achieve high performance in the

services business.


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This client success story is one of several featured in Accenture's SAP Global

Capabilities brochure. Ericsson's business is project based, comprising of

designing and installing telecom infrastructure like radio base stations,

switches and mini-links across the entire country. To minimize the "Time to

Customer" from order receipt to site installation and handover, Ericsson uses

SAP-PS extensively and in a very integrated manner. SAP-PS is also used for

managing investments on in-house and R&D projects. Ericsson uses SAP-CS

and PM to handle the Repair Center functions, customer field support

services, warranty support, in-house maintenance, and training functionality.

Study of the As-Is business processes and collecting UserRequirements. Mapping the MUS (Market Unit Solution) template to

meet end-user requirements.

Development of the Business Blueprint covering the choice offunctionality and explanations of enhancements to cover the

requirement gaps with respect to the template.

Development of prototypes to demonstrate the functionalities in thebusiness blue print and obtaining the user acceptance for these

prototypes.

Configuring the PS, PM and CS module as apart of the realizationphase.

Interaction with ABAP/4 consultants for functional specifications anddevelopments like Stock Peek Report, Aid to Cost Planning, Interface

with Web based Site Tracking Project Management tools and Non

Valuated Project Stock View reports.

Development of customized PS, PM and CS reports to meet end userrequirements

Planning and implementing the Tasks and Roles for all PS/PM/CS Userswithin the security guidelines and business requirements at each

Ericsson Company.


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Documentation of the User training manuals and coordinating andconducting end user training.

Migration of legacy project and sales data, including WBS Elements,Networks, Sales Orders, Task Lists, Contracts, Equipment, Functional

Locations, Service Orders and Materials on network activities.

Providing cross-functional (SD, PM, CS, PS, MM, CO, CATS) post-golive support for all Project and Service related Business scenarios.

SAP-PS, IM and Interface Functionality Implemented: Ericsson uses SAP-

Project Systems very extensively for all infrastructure projects for its

customers, as well as for its own in-house R&D projects and capital

investments. The implementation involved full integration functionalities

of the Project Systems module with Sales and Distribution, Materials

Management, Finance, Investment Management and Controlling. Some

examples of using the PS and IM modules for improving lead time and

saving cost at Ericsson are -

The creation of Sales Orders triggers the creation of networks from astandard template, which schedules the project activities and does

preliminary cost planning immediately. Capacity planning and Resource planning are used to accurately assess

the manpower available for fulfilling project requirements and assign

specific personnel to the various project activities.

Budgeting and availability control is implemented to allocate funds toperform site activities, and send a mail to the project manager in the

event of the budgets being exceeded.

Material requirements for a project are established using a separateconfigurator. These materials are then assigned to the network using

an interface, which has been developed to save, time and cost.


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Project MRP is used to procure materials directly to the project, whichmeans lower stock levels and minimization of obsolescence in the

warehouse.

Milestone billing is used to trigger invoicing as soon as certainactivities were confirmed on projects.

CATS (Cross Application Time Sheet) is used to accurately capturework done on each project. This enables easily differentiating

productive time spent on projects, vis--vis time spent outside of

project activities. CATS is linked by an interface that has been

developed, with the payroll software.

Integration with Controlling includes Results Analysis, Settlement,Incoming Orders and Earned Value Analysis (Progress Analysis)

Internal projects are monitored and controlled using the InvestmentManagement functionalities of Program budgets and Investment

measures. This provides a good control of the use of corporate funds

in R&D and other projects.

Overhead costing sheets are used to plan indirect costs on projectsand book these costs incurred on the various cost centers to theprojects.

Ericsson had a legacy system that used procurement to stock. Since procurement to project stock does not take existing stocks into

consideration, a report has been developed which peeks into plant

stocks and project returns before initiation of project related

procurement.

SAP-Plant Maintenance and Customer Service FunctionalityImplemented:

Ericsson uses SAP PM and CS for handling service contracts and adhocsupport services that it provides to all internal and external customers

after project completion. CS and PM are also used to handle customer-


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training functions. Some examples of SAP - PM and CS functionalities

implemented at Ericsson are

Functional Locations and Equipment to handle the installed base ofcustomers

Notifications (Work Requests, Malfunction Reports, Queries) to log incustomer calls

Task lists to record standard work instructions for use in service orders CS Contracts to handle Warranty Contracts, General Service Contracts

and Resource Related Billing Contracts.

Sales of Services (Sales Orders) to handle and Spare Parts sales,adhoc support, periodic billing and free of charge services.

PMWork Orders and Service Orders to collect costs incurred in supportto be settled to a cost center or to a sales order or a contract

CATS for time recording on service Orders and PMWork Orders. Period End Closing, including Results Analysis and Settlement.


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ERICSSON MAINTAINS 360 DEGREECRM


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1.SAP-R/3 (4.0B)- Web Interface - Implementation at Mahindra &Mahindra: Jul 2000 to Feb 2001

Business Analyst and Consultant, SAP R/3 and Internet Technologies,Responsible for designing Dealer and Supplier Connect web

applications to reduce supply and procurement lead times.

Modules: MM/SD Implementers: Mahindra Consulting Ltd Mahindra & Mahindra Ltd. is India's leading manufacturer of medium

utility vehicles and tractors and has implemented SAP R/3 for their

manufacturing facilities. With over 500 dealers across the country and

over 2000 suppliers, internet technologies offered excellent

opportunities to reduce costs by reducing lead time and improving

efficiencies by bridging the communication gap along the supply chain.

As a Business Analyst and Consultant, his role included Developing the specifications for data inflow and outflow between SAP-

R/3 database and the database server for the internet application

Designing the functionalities of the web application, including -

For Dealer Connect: Order Placement; Order Status reporting;Payment position and Credit position; Delivery and Invoicing.

For Supplier Connect: Request for Quotation; PO placement; PO Amendment; Delivery Schedules; Receiving and Inspection Reports

and Payment position;

Testing the prototype and getting approvals from the business


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2.SAP-R/3 (4.0B)- Implementation at Bharat Petroleum: Jan 2000to Jul 2000

Consultant, SAP R/3 PS, PM and IM module, and responsible for the"Internal Projects" business process for petroleum refinery projects

and franchisee gas stations.

Modules: PS, IM, SD, MM, PP, FI, CO, PMTeam Size: 6 (Project Systems)

Implementers: SAP India Bharat Petroleum, is India's second largest oil company in terms of

market share, and has a turnover exceeding USD 6.5 billion. The

company produces a diverse range of products, from Petrochemicals

and Solvents to aircraft fuel and specialty lubricants and markets them

through over 4500 Petrol Stations and over 1300 LPG distributors,

besides supplying fuel directly to hundreds of industries, and several

international and domestic airlines

Bharat Petroleum uses SAP-PS and IM to manage their internal projects, viz. setting up gas stations, capital investments in therefineries and major maintenance overhauls. Investment Management

functionality is used in conjunction with Project Systems to monitor

and control corporate investment budgets.

Bharat Petroleum uses SAP-PM to manage the Preventive and RepairMaintenance of its machinery.


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3.SAP-R/3 Implementation at Siemens: May 1999 to Nov 1999 Consultant, SAP R/3 PS and CS module, and Project Leader for

Implementation of SAP R/3 for Projects business.

Modules: PS, SD, MM, PP, FI, CO, PM, QM Implementers: IBM Global Services Siemens uses SAP - Plant Maintenance to monitor and maintain the

equipment in its factories and Customer Service Management while

providing Warranty, Service Contract and Breakdown service support

to Customers where Medical Equipment or projects have been

installed. Siemens uses Project Management for Execution of Projects

ranging from Power Control Consoles for heavy engineering industry to

Large Thermal Power plants.

The functionalities implemented at Siemens in Plant Maintenance andService Management included -

Structuring of Objects, Serial Number Management for creation ofequipment, Notifications, Service Orders, Maintenance Plans,

W

arranties, Resource Related Billing and Costing of Service Orders. The functionalities implemented at Siemens in Project Management

included -

Project structuring using WBS Elements and Networks, ProjectPlanning for Cost and Time, Budgeting, Confirmations and Reporting.

As the Project leader for implementation of SAP R/3 for ProjectsBusinesses of SIEMENS, and PS module team lead, his role included:

Interaction with the users and the management develop a prototypedemonstrating the functionalities of legacy system using SAP

Analysis of Fit-Gap and development of work-arounds, includingwriting functional specifications for enhancements.


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Interaction with ABAP/4 consultants for functional specifications anddevelopments

Documentation of the User training manuals and coordinating andconducting end user training.

Providing post-go live support, customizing maintenance, etc.


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4.SAP-R/3 (3.1h) Implementation at Asea Brown Boveri: Sep, 1998to Apr, 1999

Consultant, SAP R/3 PS module, and responsible for the "TurnkeyProject Implementation" and "Control Console Manufacturing" business

processes.

Modules: PS, SD, MM, FI, CO, MM, HR, PP, QM Team Size: 3, forProject Systems

Implementers: IBM Global Services, India The pilot sites (Nasik & Kalkaji locations) for SAP implementation

included Power Generation Segment for Project business scenario and

Transmission and Distribution Segment for made to order scenario.

The product range for the made to order scenario includes medium

and high voltage switchgear, substations and network protection

systems. It also offers turnkey solutions, life extension and retrofit

services.

5.SAP-R/3 Implementation at Mahindra & Mahindra: Aug, 1997 -Aug, 1998

Consultant, SAP R/3 PM module, and responsible for the "PlantMaintenance" business processes - Aug '97 to Jan '98; Consultant, SAP

R/3 PS module, and responsible for the "Asset Management and

Capital Purchase" business processes - Jan '98 to Aug '98

Modules: PS, PM, SD, MM, FI, CO, MM, HR, PP, QM Team Size: 3, forPS, 3 for PM

Implementers: SAP Germany together with Mahindra ASYST

Mahindra & Mahindra Ltd. is India's leading manufacturer of mediumutility vehicles and tractors and has implemented SAP R/3 for their

manufacturing facilities. The Project Systems module was used to

manage capital purchases, R&D projects and establishment of new


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construction projects. The Plant Maintenance Module is used in

Mahindra and Mahindra, for the planned preventive maintenance and

repair maintenance of Plant and Machinery. The various functionalities

of Plant Maintenance implemented at Mahindra and Mahindra are -

Structuring of Technical Objects Master Data..Work Centers, Material Master, Bill of Materials

(Equipment Spare Parts), Measurement Points

Maintenance Notifications (Work Requests, Malfunction Reports,Queries) and Maintenance Order Processing

Preventive Maintenance Planning and Scheduling using MaintenanceTask Lists and Maintenance Plans

Materials Requirement Planning and Capacity RequirementsPlanning

Procurement of external services, service entry sheet with releasestrategy

Maintenance Costing and Order Settlement Plant Maintenance Information System

Overhaul Maintenance Planning, scheduling, Execution andControlling using Project Systems Module

vivek ranjan crm

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