Submitted By:Ananda Dasgupta D011Sudeep Ojha D044Tushar Pandey D046Viswanath Srinivas Pendyala D048Eshan Gupta E023Ashwin Kondadi E032

• Overview of Coca – Cola• Problem statement• Project objective• Coke One• Vendor Selection• Goals of Implementation• ERP Planning phase• ERP Implementation• Change Management• Benefits and Limitation of the ERP • Lessons Learned

Presentation Outline

Introduction

Brands in 200+ countries

700000+ employees worldwide

1.8 Billion servings everyday

3500+ brands worldwide

Receives $18B as franchisee fees from bottlers and $90B business

Over 10000 SKUs

Problem Statement

A legacy IT architecture in place

Multiple software systems in place: sales and distribution, finance, HR, PR and other home grown applications

Each of the bottlers were using their own versions of SAP for finance, manufacturing and administration

Lack of integration and unavailability of company-wide business information

Non-existent business process standardization and high inventory costs

Project Objectives/Business Case

Localization of global SAP Business Suite for Coke bottlers to improve flexibility

Faster process innovation cycle - implement differentiating new business processes on top of SAP Business Suite

Provide end-to-end business tools that will allow the bottlers to standardize all systems & processes

Introduce more effective methods to optimize productivity and performance

To provide excellent customer service by improving customer-centric procedures such as inventory management & invoicing accuracy

Business developers get access to critical info: transaction history, Promotion Activities, Product Availability

Coca Cola Bottler Services

Roadmap for Coke One

How Coke One enables Vision 2020

Departments

Vendor selection

After-implementation support level

Reputation – Nb Of installations in industry and area –Successful track record of its partners

Compatibility with the existing infrastructure

Modularity – Customization Possibilities - % of processes covered – Best Practices of Industry

Technology

Vendor

Support

Costs

ERP Market ShareFunctionality

Goals of implementation

SAP is a complete end-to-end business tool that will allow CCH to standardize all systems & processes applying the same technology in all divisions.

Significant investment in SAP, introducing new and more effective methods to optimize productivity and performance throughout the organization.

SAP Platform allows CCHellenic to provide excellent customer service by improving our customer-centric procedures such as inventory management and invoicing accuracy.

With the installation of SAP Wave 2, business developers have access to various critical customer information such as:

Transaction History Promotion Activities Product Availability

…through their handheld devices that enable more competitive customer service.

Projected benefits$53 - $109

million

Key AccountWholesaler plan

Field salesplan

EquipmentMonitoring

CustomerProfitability

Promotion Evaluation

SurveyMonitoring

Field SalesMonitoring

Equipmentdemand planning

Equipment Placement

EquipmentMaintenance

EquipmentRefurbishment/Disposal

BusinessPlanning

DemandPlanning

Supply NetworkPlanning

FinancialPlanning

CapitalBudget

TreasuryCash Mgmnt

FinancialAccounting

Period End Closing

OperationalReporting / KBI

GroupReporting / KBI

Product & CustomerSegmentation Financial

Management

Controlling

Channel / CategoryPlan and

Promotion Plan

SettlementBilling

DistributionMgmnt

In StoreExecution

Territory/Visit Plg.

AccountsPayableRFA

Process

ReceivingMgmnt

ProcurementMgmnt

VendorMgmnt

Market-to-Cash

Forecast-to-Deploy

Procure-to-Pay

Asset Management

Weekly Dem. &Supply Mgmnt

ProductionExecution.

ProductQuality

Fleet Mainten.

Haulage

Warehousemanagement

Integr. OrderMgmnt

Strategic RoutePlanning

VendorMonitoring

HumanResourcePlanning

Recruit-ment

Org.Mgmt& Admin

Compen-sation

PeoplePerformance

& DevelopmentRecruit-To-Retain

Pricing

TreasuryCash Mgmnt

FinancialAccounting

Period End Closing

FinancialManagement

Controlling

Corporate & Management

Reporting

Sales, Marketing & Distribution

Manufacturing & Haulage

Procurement

Asset Management

Human Resource Management

Fin

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ce M

an

ag

em

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t

Co

rpo

rate

Re

po

rtin

g(B

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ss I

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Enterprise Process Map

ERP Architecture

Prepare Set up Project Team

Define Project Plan

Define and finalize Scope

Establish Milestones

Assess Evaluate Solution

Define Key Users / Critical

personnel

Gap Analysis / Change Requests

Assess / Approve changes

ImplementAllocate external

& internal resources

Monitor Implementation

Test solution provided

Provide Feedback

Roll – out Halt change process

Define cut-off period and

Phase in

Define Contingency Plan

(in case of failure)

Minimize functionality

until stabilization

Implementation Process

Project Implementation Timeline

Go Live

The go-live eventis both an end

and a beginning.

Recovery

Immediately after going live,

performance,productivity and morale usually

declines as people adapt to the new

system and processes.

Once peoplebecome

comfortable usingthe system and all

the bugs areworked out, thenthe environment

stabilizes.

With a stable environment,

the benefits of SAP can be

obtained, such asefficiency,

effectivenessand

transformation.

Preparation Phase

Much work to prepare

for new systems andbusiness processes.

Document processes

Define Gaps

Assess / Implement

Build knowledge

Transfer knowledge

Use knowledge

Change Management Planning

• Standardization of Business Process across business units

• Faster access to Sales data• Reduced Inventory Levels• Improvements in Production

scheduling • Improvements in Forecasting• Eliminate Manual Processes

(Financial Statements)

• Faster and accurate decision making

• Improved customer service

• Faster Replenishment of shelves in retail outlets

• Increase in Revenues• Better Compliance• High Reliability• Low cost of

ownership• Better Security

BENEFITS/ADVANTAGES

High Training Costs

Complexity in Implementation which lead to phased approach

Legacy systems and new systems should run parallel

Database Migration Limitations as DB2 supports unsorted exports

LIMITATIONS/DISADVANTAGES

• The major lesson learned during the course of implementation were– Stages : very important, that implementation is done in stages. Trying

to implement everything at once will lead to a lot of confusion and chaos.

– Buy in: employee buy in is of paramount importance when you are planning to implement in stages and then scale up

– Requirement analysis: the success or failure of the implementation totally depends on how well has the planning team analysed the requirements

– Communication: there should be a continuous channel open for evaluation of the project as ERP systems are very integrated and change to one may affect other related modules

– Training: there should be a continuous training program enabling in smooth transition

– Customization: tailor fit the ERP/BPM modules to your organisation; it will help reduce costs and time on a longer run

Lessons learned

Conclusion

In the Czech Republic, Slovakia, Italy and Bulgaria, hand-

held electronic devices allow the delivery drivers to

produce customer invoices at the time of delivery, reducing

invoice inquiries and improving cash flow.

In Poland, Bulgaria and Romania, automated dispatching of

products results in faster delivery and optimized route

planning, to help meet specific customer requirements.

In Austria and Italy, a SAP-driven vendor management

inventory system allows exchanging electronic inventory

information with large customers and plan the

replenishment of their warehouses.

In Bulgaria, a specialized customer order entry process and

keyboard have helped Customer Service specialists reduce

the time required to take a product order by 25%-30%.