Monday, 17 June 2013 Presentation by Kamran Rezwanul Hakim AGM, Group R&D Our ERP Odyssey May 2012 to Today & Beyond
Monday, 17 June 2013
Presentat ion byKamran Rezwanul
HakimAGM, Group R&D
Our ERP OdysseyMay 2012 to Today & Beyond
PRESENTATION AGENDA
A brief history of the Hamid Group ERP Project
What changes we can expect after ERP goes live
An overview of how the ERP system will be implemented
PRESENTATION AGENDA
A brief history of the Hamid Group ERP Project
What changes we can expect after ERP goes live
An overview of how the ERP system will be implemented
A very eventful 12 months of research, analyses,
discussions, negotiations, and most
of all, learning.
How this Project came to be…
THE JOURNEY BEGAN WITH THE QUESTION:
What do we need to do to
become a better business?
THIS LED US TO EVALUATE OUR STATUS QUO.
MANUAL PROCESSES
TALLYLINK 3
TROYEE
DATA, DATA EVERYWHERE. AND LOTS OF PAPER, TOO.
Mountains of data in every
company
A paper-dependent
management system
Deep data diving & analytical
reports are not tasks we can
easily do
REPORTS FOR TOP MANAGEMENT ARE OFTEN ERRONEOUS, OUT-OF-DATE, COUNTERFACTUAL
And inaccurate reports are sure
to get bad reviews.BEWARE!
THE CHALLENGES WE FACE ARE MANY, BUT ALL ARE RESOLVABLE.
• Top Management does not have access to accurate and meaningful information
• Project management and procurement functions do not use any software at all
• Reports cannot be prepared in a timely manner and the quality of present data is questionable
• Employee performance cannot be managed against clear performance benchmarks
• The Group cannot achieve economies of scale in its supply chain activities
• Business performance is not tracked according to targets/KPIs and pre-determined budget
• Customer relationships cannot be properly leveraged for cross-selling between business lines
PRESENTATION AGENDA
A brief history of the Hamid Group ERP Project
What changes we can expect after ERP goes live
An overview of how the ERP system will be implemented
IT BASICALLY HAS THREE STEPS
WE WORKED TOGETHER TO DEVISE A LONG-TERM SOLUTION
STEP 1 Instrument to ManageSTEP 2 Integrate to InnovateSTEP 3 Optimize to Transform
A FUNCTIONAL PERSPECTIVE OF CERTAIN EXPECTED CHANGES
Project Management
Sales & Customer Service
Finance & Accounts
Procurement
Human Resources
Managers & Directors
Instrument to Manage
Integrate to Innovate Optimize to Transform
All construction data Project KRAs and KPIs Project Quality Enhancement
Customer lifecycle data Sophisticated CRM Stronger Customer Retention
All transaction data Automated Financial Processing
Standardized Financial KPIs
Group-wide Procurement data
Automated Processing Visibility and Compliance
All HR data Employee Performance & Learning Improvement Talent Management
Improved Dept / Org Visibility
Analytics with Actionable Insight
Decision Models
ERP IS THE TOOL TO ADOPT.
TRANSFORM TO
WE WILL UNDERTAKE A GROUP-WIDE BUSINESS TRANSFORMATION INITIATIVE USING THE ERP SYSTEM AS
THE ANCHOR.
TRANSFORM TO
HERE’S A HIGH-LEVEL SKETCH OF THE SOLUTION.
[PEOPLE + PROCESS]IT = TOTAL SHAREHOLDER SATISFACTION
THE RIGHT PEOPLE IN
THE R I G H T
P L A C E S
ALL GROUP POLICIES IN
PLACE
ALL PROCESSES ACCORDING TO BEST PRACTICE
THE BEST-FIT SOLUTIONS
FOR THE GROUP
THE RIGHT INFRASTRUCT
URE
PRESENTATION AGENDA
A brief history of the Hamid Group ERP Project
What changes we can expect after ERP goes live
An overview of how the ERP system will be implemented
OUR
IMPLEMENTATIONAGENDA
10 MONTHS FOR ERP ROLL-OUTACROSS THREE COMPANIESHAMID REAL ESTATE
CONSTRUCTIONDELCO BUSINESS ASSOCIATEHAMIDCONSTRUCTION
OUR
IMPLEMENTATIONMETHODOLOGY
Phase 1 Project Preparation
• Objective Provide initial planning and preparation for the project
• ActivitiesProject Team TrainingOrder initial hardware
• Key DeliverablesHigh-level Project PlanTownhall MeetingProject CharterProject Team Organization
OUR
IMPLEMENTATIONMETHODOLOGY
Phase 2 Business Blueprint
• Objective To achieve a common understanding of how the Group intends to run Oracle ERP and CRM to support its businesses. The result is the Business Blueprint, a detailed documentation of results gathered during requirements workshops (AS-IS and TO-BE discussions)
• ActivitiesBlueprint workshops and prototypes
• Key DeliverablesThe business process definition / flow diagrams are used as input into configuration during Phase 3
OUR
IMPLEMENTATIONMETHODOLOGY
Phase 3 Build
• Objective To implement all the business process requirements based on the Business Blueprint
• ActivitiesData cleaning, preparation, collection, validation and testingIntegration testUser-acceptance testTrain the Process Owners
• Key DeliverablesFinal User Acceptance
OUR
IMPLEMENTATIONMETHODOLOGY
Phase 4 Go-live Preparation
• Objective To complete the final preparation (including testing, end-user training, system management and cutover activities) to finalize Group’s readiness to go live
To resolve all critical open issues. On succesful completion of this phase, the Group can conduct live operations using Oracle ERP and CRM applications
• ActivitiesFinal system rehearsalEnd-user trainingCutoverHelp-desk support preparation
Key DeliverablesFinal system cutover
This marks the end of the
presentation.
Thank you for your time and
attention!