on SAP ERP implementation in NTPC Submitted By: Group-3 MOHANA GOEL (12DM077) MOHIT BHOLA (12DM078) MOHIT RAJ CHOUDHARY (12DM079) MOHIT VASHISHT (12DM081) MRINAL A (12DM082) MUDABIR AMIN BHAT (12DM083) Table of Content Report on SAP ERP implementation in NTPC 1 Table of Content 2 NTPC Profile 4 Organizational Structure 4 Location of Plants 5 Multi-Pronged Growth Strategy 5 Projects under Construction 5 SAP & SSIL 6 Offered Solution 6 ERP Implementation in NTPC-
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ERP Implementation Challenges for Rolls-Royce Rolls Royce is a company that has been utilizing various different systems before implementing the ERP‚ those were mostly elaborated internally. These systems did not provide viable business solutions and did not help the company grow or develop due to their lack of capacity to adapt to the constant business changes‚ do to this the company decided to outsourced the IT department to a company called EDS this company was chosen for “were chosen because
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changes in the corporation due to implementation of ERP applications‚ including SAP? Objectives Amend problems regarding shipment delays that causes customer dissatisfaction. Improve the implementation of SAP for more organized and on-time order-delivery cycle and to regain customer loyalty. Areas of Consideration Changes in the company’s strategies due to the desire to match with the competitors’ prices. Sudden implementation of SAP (pursuing SAP implementation during the long holiday weekend
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1. ERP projects are expensive and risky. Why did Keda decide to embark on an ERP implementation project? Strong competition within the industry Lack of internal integration Pressure from Chinese government agencies Lack of inventory management Suboptimal utilization of resources and facilities The existing Manufacturing Resource Planning (MRP-II) system did not support multi-plant operation 2. What are the major processes of implementing an off-the-shelf ERP system? Classify the core
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UNIVERSITY OF THE WESTERN CAPE FACULTY : SCHOOL OF BUSINESS & FINANCE COURSE NAME : BUSINESS INFORMATION SYSTEMS ASSIGNMENT : IMPLEMENTATION OF SAP TO REDUCE RISK AND DISSEMINATE INFROMATION AT PPC LIMITED COURSE CODE : MAN 747 LECTURER : BRIAN ABDOLL HAND IN DATE : 10 SEPTEMBER 2013 Plagiarism Declaration I declare that the work attached is my own‚ original work. I acknowledge that copying someone else’s assignment or essay‚ or part thereof‚ is wrong‚ and declare
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NIBCO’s “Big Bang”: SAP Implementation In 1994‚ after a significant strategic planning effort took place‚ NIBCO Inc.‚ decided to implement a plan to‚ “Go Live” with a new SAP program. (Brown‚ Dehayes‚ Hoffer‚ Martin & Perkins. 2012) The reasons behind NIBCO’s decision to implement and ERP System are those that are familiar to other companies who have made the same decision. One of the key conclusions from the strategic planning that led to the ERP implementation was that the organization
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impact of maintenance‚ repairs and operational (MRO) spares can have a severe impact on a company the size of TH. During the 2013/14 financial year the TH group spend R1 030 billion on MRO spares‚ 15% of this‚ R159 million‚ was spend by THS. (SAP Implementation‚
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but this would be a cultural integration. The challenges involved reining in a new set of users‚ 10 new manufacturing units and offices. The different IT structures at Shaw Wallace brought in process differences and integrating the two entities on SAP‚ would need all of the team’s skills‚ and some more. Reader ROI * Change management in a new entity * Value of fine-tuning existing business processes * User management "There are processes at United Spirits that have been automated
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KEDA’S SAP IMPLEMENTATION CASE STUDY Summary This case introduced that KEDA Industrial Company Ltd.‚ which is a Chinese ceramic machinery manufacturer company founded in 1992. Due to the Keda had a good running on its R&D function‚ inventory management‚ and procedure of production‚ Keda soon became one of the top 10 materials machinery enterprises in the world in a few years. Keda also has the high degree of autonomy and flexible culture that enables Keda to have a freewheeling environment in
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Risks to your ERP-SAP implementation 1. Inadequate “as is” documentation Symptoms: You are the implementation Project Manager for a consulting firm and you have a client that just selected an ERP system. You (the project manager) and your team start gathering requirements from end users through focus groups‚ workshops‚ sessions with SMEs‚ etc. After gathering information from end users you erroneously conclude that you have all the necessary information and requirements to successfully implement
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