Presentation on Enterprise Resource Planning

2. Presentation on Enterprise Resource Planning

3. Presented To, Sir SALMAN Presented By, IMRAN AHMED SHOAIB ILYAS WAQAS MUSHTAQ ASIF RASHEED

4. HINOPAK MOTORS LIMITED Hino Motors Japan and Toyota Tsusho Corporation in collaboration with Al-Futtaim Group of UAE and PACO Pakistan formed Hinopak Motors Limited in 1986

5. Vision and Mission of HINOPAK LTD. Vision To provide the society with safe, economical, comfortable and environment friendly means of transportation by manufacturing and supplying commercial vehicles and services. Mission • To pursue our vision, we commit ourselves. • To our individual, institution and international customers: • To deliver high quality, safe, durable, reliable, comfortable environment friendly and economical products and services to their total satisfaction.

6. Company products

7. Hinopak 500 Series

8. Hinopak 300 Series

9. ERP Implementation History Hinopak is studied there are many vendors of the ERP software’s in the various markets. Then its top management decided the purchase Oracle ERP software. It is started implementation in April 2004. Hinopak implement the ERP software in nine month. Implementation work is completed only 80% after a lot of time.

10. ERP selection process at HINOPAK • First the company evaluated the need of the organization and the employees and found out that there is a need for an ERP that will adapt to the constantly changing environment. • Then the company evaluated different ERP options available on the basis of technology, company name, functional fit, after sales services, nearness of the implementer, and the cost associated to it. • Then the company evaluated different consultant and vendor options on the basis of prior experience, company name and cost. • Then the company scheduled site visits to see the system demos. • Then after considering all the other factors, company decided to implement ORACLE

11. Pre- Implementation Approach • Detail Analysis to assess the scope of the project before implementation • Departments were asked to prepare a list of the issues that they were facing from their existing system. • The departments were also asked to come up with their wish list • The next step was to analyze the processes that would be affected by the system. • During this stage, key personnel from the respected departments had in-depth meetings with the technical staff to help the min the conceptual designing of the ERP system.

12. Modules Implemented Financial • General Ledger • Accounts Payable • Accounts Receivable • Fixed Assets • Cash Management Human Resource • HRMS • Payroll Supply Chain & Manufacturing • Purchasing • Inventory • Bills of Material • Material Planning • Sales • Work in Process

13. Issued faced Top Management Issues • The higher management transfer all the processes of implementation to finance department and should monitor all activities but were not do so. It was not only the responsibility of finance department. • The top management of Production department has not perform actively in ERP implementation and don’t give any opinion during implementation. • Top management didn’t make the plan before implementing ERP system. • The top management didn’t actively involve them in the implementation and left it mostly to the Finance departments, who were the project owners.

14. Issued faced (cont.) Departmental Issues • The implementation of ERP system was totally owned by the finance department and other department like production, sales and logistic etc. was not serious for implementation and they don’t think it is a heavy project. So many difficulties were faced. • The top management didn’t not compel to other departments to work and cooperate with finance department. • The ownership of the project should be at the highest level not at the level of finance department. • The implementation also did not cover all processes like quality control and others like, According to the DGM Production the production cycle initially was not according to the system. • Production department face too many issues after implementation they need material as well as labor for production because of problem in implementation.

15. Departmental Issues (cont.) • The employees were requiring working under both systems legacy and ERP system so they feel very uncomfortable and were disappointed. • At the end of the day Oracle application were catering to 90% of Hinopak business processes and rest 10% of the business process were not being catered upon and there were no work-around solutions available as well. These 10% of the business processes were initially not identified in the process Gap Analysis conducted by the Consultants

16. IT Department Issues • The acceptance by end user was issue because they need training to use this system. • Had principal responsibility of conducting user - acceptance training sessions. • Monitoring the overall progress of the project. • Once the system was up and running, IT was responsible for Data Migration and backup. • Another important task was the development of customized reports on Oracle. • There were issues with data migration initially, as it required study of the oracle interfaces with which data had to be uploaded, and it became a very tedious task.