6. SAP retained their market
leadership position in 2013, selling
$6.1B in ERP software up from
$6B in 2012.
Oracle is second with $3.117B in
sales in 2013, down .2% from
2012’s sales of $3.124B.
Sage is third with $1.5B in sales in
2013.
Infor is fourth with $1.5B in sales.
Microsoft (MSFT -0.15%) is fifth
with $1.169B in sales in 2013
Source: Gartner, published on May 5, 2014
راﻫﮑﺎر ﮐﻨﻨﺪﮔﺎن اراﺋﻪ ﺟﺎﯾﮕﺎه“ERP”دﻧﯿﺎ ﺑﺎزار در
Other, 37%
SAP, 24%
Oracle, 12%
Sage, 6%
Infor, 6%
Microsoft, 5%
Krnos, 3%
Concur, 2%
IBM,
2% Totvs, 2%
Yonyou, 1%
Worldwide ERP software market share, 2013
Market size: $25.4B, 3.8% growth over 2012
18. اﺳﺘﻔﺎده و ﺳﺎزي ﭘﯿﺎده ﻣﻮﻓﻘﯿﺖ داﺳﺘﺎن“SAP ERP”
BOREALIS L.A.T is a
leading fertilizer
wholesaler in Europe with
a clear focus on the
Danube region. As a 100%
subsidiary of Borealis AG
and part of Borealis Group
(www.borealisgroup.com)
BOREALIS L.A.T is acting
globally too, especially in
the sector of technical
nitrogen products.
Business challenge :
While Borealis L.A.T’s businesses in
Central Europe used an SAP
enterprise resource planning (ERP)
system to manage core processes,
five subsidiaries in Eastern Europe
used different—and non-
integrated—systems for sales,
logistics and finance.
Outcomes and Enhanced Value :
Provided better visibility into the business, with all information integrated into
one system.
Streamlined processes to align with its business strategy and support growth
objectives.
Reduced IT costs by decommissioning legacy ERP systems.
Captured logistical synergies throughout the L.A.T supply chain.
19. Rashtriya
Chemicals &
Fertilizers Ltd.
Rashtriya Chemicals and Fertilizers Ltd. (RCF) is one of India’s leading producers of fertilizers. With sales spanning 20 Indian states and
about 6,000 dealers, RCF operates through a network of distributors and regional sales offices. In order to support its growing and
complex business operations, the company replaced its existing legacy software with a single integrated application that provides
greater operational control across the enterprise.
Key Challenges:
• Replace nonintegrated legacy software
with an integrated solution
• Enhance collaboration and information
sharing across manufacturing plants and
sales offices
• Support growing business requirements
with improved and consistent process
maturity
• Improve ability to meet government
product subsidy policy demands
Operational Benefits Key Performance Indicator:
-29%Inventory as a percentage of sales
-56%Days sales outstanding
-21%Overdue receivables outstanding
-92%Employee time and effort in payroll processing
-99%Warehouse rent as a percentage of total sales
-75%Annual closing time of financial books
-50%Monthly closing time of financial books
اﺳﺘﻔﺎده و ﺳﺎزي ﭘﯿﺎده ﻣﻮﻓﻘﯿﺖ داﺳﺘﺎن“SAP ERP”
20. اﺳﺘﻔﺎده و ﺳﺎزي ﭘﯿﺎده ﻣﻮﻓﻘﯿﺖ داﺳﺘﺎن“SAP ERP”
Coromandel International
Limited, India’s second largest
Phosphate fertilizer player, is in
the business segments of
Fertilizers, Specialty Nutrients,
Crop Protection and Retail.
700 rural retail centers
Rs. 9,381 Crore 2013
Equal 1,518,342,993 USD
SAP Environment
SAP ECC 5.0 was first implemented in 2006, upgraded to ECC 6 in 2009.
FICO, SD, HR, PP, IM, MM, QM,PM
SAP HR (TM, OM, Payroll, Travel, ESS, MSS .. )solutions for managing the Resources.
Presently, they are implementing CRM module
After SAP Implementation
Prior to SAP Implementation, most of the processes followed were manual. It used to take more time in getting the right
information required for business.
The information and/or requests processing used to take lot of time and Users had to spend lot of time in follow-up. After SAP
implementation, the problem was addressed and it helped in improving the productivity of the Employees
People Management has become simpler with SAP HR solutions. They have centralized HR system people related tasks and is
mapped to Organization structure
SAP Materials Management solution helped in centralizing the processes and helped in better inventory control and reduction
in overheads
21. The SAP implementation roadmap has six phases:
1. Project Preparation The project is formally initiated, and planning is well under way.
2. Business Blueprint The project team gathers requirements and conducts the
conceptual design of the solution.
3. Realization The solution is built and the integration tested; performance tests
are planned.
4. Final Preparation End users are trained; this is the final check before the cutover to
the new system solution.
5. Go Live and Support The solution receives confirmation, ongoing support is in place,
and the project is closing.
6. Run SAP The operability of the solution is ensured
AcceleratedSAP (ASAP) methodology is proven, repeatable and successful approach to implement SAP
ﺳﺎزي ﭘﯿﺎده ﻣﺘﺪوﻟﻮژيSAP