Implementing the

ERP solutions in
Presented By
Basudev Basak UM15136
Biswajeet Panda UM15137
Charu Singh UM15138

Arvind Mills Chiradip Mukhopadhyay

Dev Mohanty
Diksha Roy Shrivastav
UM15139
UM15140
UM15141
 AGENDA
VMG of Arvind Mills

Industry and Stakeholders Analysis

Business Strategy

Problem Areas - Need for ERP

Implementation Steps

Pros and Cons of Initial ERP and Impact

Why should they go for TAMO ?

TAMO Implementation Steps

TAMO Impact Analysis

Future Roadmap
 Vision Mission & Goals
To consolidate in people and their unlimited potential; in content and in focus
on problem solving; in teams for effective performance, in the power of the
Vision intellect.

To select, train and coach people to obtain higher responsibilities; to nurture

talent, and to build leaders for the corporations of tomorrow; to reward,
Mission celebrate and activate all intellectual business contributions.

Of excellence in all endeavours; of mutual benefit and prosperity; of making

the world a better place to live in.
Goals
Industry & Stakeholder
Analysis
Textile Global textile
exports expected
Industry to increase from
~ $ 500
4% to 7% over
billion next 3 years
~ $ 220
billion
20% YoY Textile Enviorment driven by
CAGR Technology

Economic Trends
~$108
billion Political & Legal trends

Socio Cultural trends

2015 2021 2025 Global Effects

 Stakeholder Analysis
HIGH
Investors - consolidates and builds for Customers - most important
growth - enhancing the productive stakeholders and thus company
asset and resource base and nurturing operations are driven to achieve high
overall corporate reputation levels of operating performance and
cost competitiveness
P
O
W
E
R Employees - committed to creating
Sustainable Development value for its employees by ensuring that
All actions contribute to sustainable its corporate actions positively impact
growth and development the socio-economic and environmental
dimensions
LOW

LOW
INTEREST HIGH
 Business Strategy
Improve cash management
De-risking the business model Improve customer retention
Integration of various units Enable Cross sell capabilities
Product Mix Diversification Enable or Enhance channel partner
effectiveness

Current Competitive
Strategy Strategy

Link Organization with

Management via IT
Corporate Level IT Strategy
Strategy Leverage of national and
Product Portfolio international clients
Optimization Swift order management
Enhance innovativeness Better CRM
Enhance Change management
 Why, Which , Whom?
Production
Inefficiency Modernization CRM Advantage
Planning
Inter- system Enhance Competitive
Interface customer edge over
competitor MTO(made
Need for service by
to order)
No updates better MIS providing
suited
possible real time Better SCM
data

SAP
consultancy

ERP
Solution
Selecting a

PWC Selecting an

R/3
 Implementation Steps - Timeline

1997 Oct -1998 1998 Oct May 1999

Sep 1999-2001
Apr 1999 Feb August 1999
Commissioning of Commissioning of Commissioning of Translating
SAP R/3 in Santej SAP R/3 in Khatrej, SAP R/3 in Ashoka- information
mainly in shirting Exports, Rope Spintex, Cotsyn etc collected into
dimission, bottom Dimission, Arvind and logistics decision making
weights etc International information through data
System mining.
 PROS CONS
Event Inference Event Inference

Operate and take Tracking of inventory Single login to multiple Difficult to trace root of a
decisions in real time and finished goods employees problem
No follow up on data mining Hidden trends are not
State of the art system Leveraging the
analyzed
system to win deals
Inefficient Security Systems Security compromised due to
with clients worldwide
multiple access points

IMPACT
Event
IT consulting over Management Consulting
Non-alignment with needs of Production Dept.
Reduction in the no of employees
Managers were made responsible and accountable for
achieving results
Better assurance about availability
Inference
Loss of focus on the managerial aspect with more
focus on IT implementation
Softer issues of people management were overlooked
by the system
Automation has resulted in cost savings by reducing
expenditure
Traceability both at every level ensures transparency
Increase in customer trust and reliability
 Technology Acceptance Model (TAM)
Developed to predict individual adoption and use of new ITs.

Perceived Usefulness Perceived Ease of Use

Extent to which a person believes Degree to which a person believes that Perceived
that using an IT system will enhance using an IT will be free of effort. Usefulness
his or her job performance.

Behavioural
Intention to
Determinants of perceived usefulness and perceived ease of use Use IT
Individual differences - personality and/or demographics
System characteristics - salient features of a system
Perceived
Social influence - social processes and mechanisms Ease of Use

Facilitating conditions - organizational support

 Technology Acceptance Model 2
Using TAM as the starting point , TAM2 incorporates additional theoritical constructs spanning
Social Influence Processes and Cognitive Instrumental Processes.

Determinants of Perceived Usefulness Determinants of Perceived Ease of Use

Computer
Subjective Norm Self
efficiency

Perceived Object
Enjoyment Usability
Result
Image
Demonstrability

Computer Computer
Anxiety Enjoyment

Job Output
Relevance Quality Computer
Playfulness
 Technology Acceptance Model 3
New Relationships
in TAM3

Experience
Perceived Ease of use to
Perceived Usefulness,
moderated by experience.
Perceived
usefulness Computer Anxiety to
Perceived Ease of use,
moderated by experience.
Computer
Behavioural User
anxiety Perceived Ease of use to
Intention Behaviour
Behavioural Intention,
Perceived moderated by experience
ease of use
TAM3 TAM

No Cross over Effect

 TAMO Impact Analysis
Motivational Factors
Rewards & Recognition
Willingness to use new system
User Satisfaction

Perceived Usefulness
Perceived Ease of Use
Streamlining & Standardization
Impact Study of ERP Complexity of Application
of Processes & Practices
Implementation System working as per
Benefits of Processes
expectations
Integration of System
Design & Implementation
Stakeholder management in
decision processes
Effective review process by
senior management
Training effectiveness and skills
imparted
Risk Management
 Why should Arvind Mills go for TAMO ?
Problem Solution

Lack of enthusiasm of employees. High involvement of employees during ERP

implementation.
Unwillingness to key in data required to be Investment in training to alleviate fear of new
entered into the system. system.

Transition issues to new organizational structure Organize regular workshops to bring about a
at lower management & operator level. gradual change in the mind-set.

Apprehension in using new system. Conduct in-depth interviews to understand the

pain points of end users.
Perceived usefulness and ease of use is low. Explaining the importance and the value addition
of the ERP system.
 Implementation of TAMO in Arvind Mills
Objective To study the impact of implantation of ERP solution in Arvind Mills.

Conduct survey of middle level management & workers to understand their

Methodology point of view regarding technology adoption.
Perform factor analysis on responses to find determining factors.

Analyse the parameters which have created the maximum impact on the
Impact Analysis
employees post ERP implementation.

Address the issues detected in the impact analysis by proper training, better
Solution planning and involvement of all key stakeholders.
 Stakeholder Analysis
Workers Management Customer

Motivation Increased efficiency Target fulfilment Loyalty

Design & Streamlined workflow Process integration High quality products

Implementation

Perceived Usefulness Automation Standardization of Leveraging the use of

process CRM

Perceived Ease of Use Decrease in level of Better control & Higher level of
apprehension monitoring engagement
 Future Roadmap

Implementation
Training & Reward & Continuous
of Data
Change Management workshops for Recognition as Review &
Warehousing &
Strategy skill motivational Feedback
Business
development factors Mechanism
Intelligence
Thanks!
Any questions?