BPCL implemented an SAP ERP system as part of a larger project called "Project CUSEC" to improve customer service and satisfaction. The implementation was intended to integrate BPCL's various business units, streamline processes, and provide employees access to real-time information. BPCL selected SAP R/3 and worked with consultants to implement the new system across its existing intranet infrastructure. After a successful go-live in 2001, the ERP system helped BPCL better manage inventory and see revenue growth despite declines in the petroleum industry.
AN OVERVIEW ON THE BHARAT PETROLEUM LIMITEDVARUN KESAVAN
Bharat Petroleum Corporation Limited (BPCL) is an Indian state-controlled Maharatna[2] oil and gas company headquartered in Mumbai, Maharashtra. The Corporation operates two large refineries of the country located at Mumbaiand Kochi. The company is ranked 358th on the Fortune Global 500 list of the world's biggest corporations as of 2016.
It explain about Porter 5 force model which plays a huge role in market by the organisation in order to know where are they and how they can increase their profit and attractiveness towards the customer in energy sector
British physical laboratories - business failure of BPLsabbella madhuri
In this ppt it tells about the business failure of BPL,BPL’s grand strategy for growth, history and Vision & mission,Factors affecting BPL,SWOT analysis,competitors, Joint venture with sanyo, Reasons for failure of BPL,
AN OVERVIEW ON THE BHARAT PETROLEUM LIMITEDVARUN KESAVAN
Bharat Petroleum Corporation Limited (BPCL) is an Indian state-controlled Maharatna[2] oil and gas company headquartered in Mumbai, Maharashtra. The Corporation operates two large refineries of the country located at Mumbaiand Kochi. The company is ranked 358th on the Fortune Global 500 list of the world's biggest corporations as of 2016.
It explain about Porter 5 force model which plays a huge role in market by the organisation in order to know where are they and how they can increase their profit and attractiveness towards the customer in energy sector
British physical laboratories - business failure of BPLsabbella madhuri
In this ppt it tells about the business failure of BPL,BPL’s grand strategy for growth, history and Vision & mission,Factors affecting BPL,SWOT analysis,competitors, Joint venture with sanyo, Reasons for failure of BPL,
Narayana Hrudayalaya Heart Hospital - Cardiac Care For the PoorManeesh Garg
Based on case study "Narayana Hrudayalaya Heart Hospital: Cardiac Care for the poor" by Harvard Cases.
To get a copy of this report, share your views about the presentation with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new upload don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
Narayana Hrudayalaya Heart Hospital - Cardiac Care For the PoorManeesh Garg
Based on case study "Narayana Hrudayalaya Heart Hospital: Cardiac Care for the poor" by Harvard Cases.
To get a copy of this report, share your views about the presentation with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new upload don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
James Saundres, Managing Director of Commercial Ventures Quintain discusses multi utility initiatives, vacuum waste disposal and fibre initiatives at NextGen 09 in Leeds on 16 and 17 November 2009
Taking the Next Step Forward in DB2 - Why BMC and CDB are merging technologies.BMC Software
The combination of BMC and CDB technologies changes the game for DB2 customers by delivering improvements in application availability and cost optimization. Read more about this acquisition: http://newsroom.bmc.com/phoenix.zhtml?c=253321&p=irol-newsArticle&ID=2009032
RAN dimensioning: Lessons learned by TelstraWi-Fi 360
When investing CAPEX in capacity related Radio Access Network infrastructure, Telstra tries to balance a number of competing goals: maximize the customer experience; for the largest number of customers; with the most effective use of invested capital; through the selective expansion of network hardware.
Because modern wireless networks rely on soft capacity to efficiently provide as much capacity as possible, proper RAN dimensioning must be able to accurately take the effects of soft capacity into account. Current methodology for KPI thresholds, however, cannot provide an accurate understanding of customer experience.
During this exclusive webinar featuring prominent speakers from Telstra, Ascom and Maravedis-Rethink, we will discuss a more effective approach to understanding the relationship of soft capacity and customer experience.
Participants in the webinar will learn how this better approach to RAN dimensioning can lead to improved customer experience and more efficient use of CAPEX.
In addition, Research Director Caroline Gabriel will discuss the broader issues of optimizing and dimensioning the access network, with relation to recent research conducted with a broad base of major mobile operators worldwide.
Partners in Technology
The briefing provided an update on Queensland Government ICT procurement and what this meant for industry when tendering and providing services to state government. The One-Stop Shop plan and opportunities for industry participation was discussed in line with the October 2013 release of the plan, committing the Queensland Government to deliver simpler, clearer and faster services for all Queenslanders. Lastly, an overview of the Department of Communities, Child Safety and Disability Services significant business reforms, major and operational business systems, the ICT enabled forward program of work and the future directions and challenges that face the department was presented.
Presenter: Glenn Walker - Executive Director, ICT Renewal and Strategic Sourcing, Department of Science, Information Technology, Innovation and the Arts
Sourcing Functional Requirements for a Services Division. Transforming DigitallyGhassan Kabbara
A Digital Transformation Project for the Oil Sector.
Freelance Consultant with Deloitte back in 2007 was appointed to work on the automation of the processes for the Services Division of KNPC.
IT Cost Transparency with Capacity OptimizationBMC Software
Learn how Health Care Service Corporation's investment in TrueSight Capacity Optimization empowered their IT organization with better cost transparency. www.bmc.co/TrueSight
GSE presentation given at 2019 Power Plant
Simulation Conference. The presentation was about the Onyx –RELAP and Onyx Control platforms and was given by GSE's Michael Battaglia.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
2. Background note
• 1951- Govt of India entered agreement with
Burmah-Shell for estb. Oil ref at Bombay
• 1952- agreement led to incorporation of Burmah
Shell Oil Refineries Ltd
• 1975- company aquired by Govt Of India and
named it Bharat Refineries.
• 1977- Name changed to BPCL
• 1999- Emerged as 2nd largest oil company in
terms of mkt share. (32% petrol, 27% in diesel)
3. Facts
Bina 9 Numaligar
mtpa h 3mtpa
4,500+ outlets
nation wide
Manali ref
BPCL
6.5 mtpa Cochin
7.5 mtba
Mumbai
6.9 mtpa *MTPA -million metric tonnes per
annum
4. Foresightedness (1996)
• BPCL planned to increase its emphasis on retail
business and increase its non-fuel revenues, by
leveraging on the strength of its retail by
providing value-added services like convenience
stores, automated teller machines (ATMs) and
internet kiosks.
• To enhance its customer focus , the company was
revamped into six Strategic Business Units
(SBUs)- Retail, Aviation, Lubricants, Liquefied
Petroleum Gas (LPG), Industrial & Commercial
(I&C), and Refinery. (Kind of BPR)
5. Restructuring
• These SBUs were integrated with support
entities like Information
Systems, Finance, Human Resources, Strategy
and Brand Management.
• It helped the organization focus on specific
customer segments and address their
individual needs.
• This required streamlining of the processes
and integration of organization as a whole.
It is when the company decided to
implement ERP.
6. IT initiatives at BPCL (1996)
• BPCL divided its IT initiatives into a three-
pronged strategy
– to create a communication network within the
organization; (created intranet)
– to create a basic information network for the
entire corporation
– to process transactions with customers all over
the country
7. Cont:-
• Problem areas included
– high costs of traditional communications,
– No quick access to executives,
– need to communicate with recipients over multiple
locations.
8. First step:- Intranet setup.
• Microsoft Exchange Server and MS Windows
NT Server – platform
• Conducted feasibility test:
– connected three locations on a Very Small
Aperture Terminal (VSAT)-based network
– VSAT network was rated on the criteria of
• ease of deployment,
• speed of mail
Microsoft Consulting
• delivery, Services
• zero message loss
• response times.
10. 'Project CUSEC (Customer
Service and Satisfaction)
• The ERP implementation was part of this project.
• Company selected SAP R/3 ERP.
• Appointed consultants Coopers and Lybrand.
• Existing network was redesigned and restructured
– Central cloud connectivity
– Ensured security through Sun Ultra 5 firewalls , Real
Secure, Internet Scanner , Floodgate, Web Trend and Web
Sense.
• The server architecture - Compaq Proliant NT server.
• Routers and Switches- Cisco
14. After Implementation
• In November 2001, BPCL successfully implemented SAP
• BPCL was one of the very few Indian companies to have
successfully implemented ERP
• Each and every person related to the organization was
exposed to all the relevant and real time information.
• BPCL's revenues grew by 2.28% in 2000-01, even as the
revenues of the petroleum industry declined by 3.4%.
• BPCL's biggest advantage from the ERP implementation
was regarding the management of inventory because it
was now possible for the company to know the details of
receivable of inventories
Editor's Notes
In 1951, the Government of India entered into an agreement with UK-based BurmahOil Company and Shell Petroleum Co. (Burmah-Shell) for establishing an oil refineryin Bombay. In 1952, this agreement led to the incorporation of Burmah Shell OilRefineries Ltd. In January 1955, the refinery at Bombay went on stream, and in 1962,the refinery started processing crude oil from Ankleshwar in Gujarat.In December 1975, following the passing of 'The Burmah-Shell (Acquisition ofUndertaking in India) Bill', the Government of India signed an agreement withBurmah-Shell. Subsequently, the government took over the operations of the companyand changed its name to Bharat Refineries. Initially, the company sold only kerosene,but later it set up service stations to sell petrol as well. Bharat Refineries became the .first Indian company to introduce LPG for domestic cooking purposes. In January1976, the government acquired 100% shares in the company, and in August, 1977, thecompany's name was changed to Bbarat Petroleum Corporation Ltd. (BPCL).The economic reforms of 1991 paved the way for major changes in BPCL. Thecompany entered into marketing contracts with Indo-Burmah Petroleum (IBP),Madras Refineries Ltd. (MRL) and Cochin Refineries Ltd. (CRL). In 1992, thegovernment disinvested 30% of its stake in BPCL in favor of financial institutions and mutual funds. The Rs3 10 share created a record on the bourses when it openedatRs1,275,the highesteveropeningamongpublicsectorcompanies.In 1993,BPCLtiedup with its erstwhile partner Shell, to form Bharat Shell Ltd. (BSL), in whichthelatterhad a 51% stake. In 1994, BSL launched lubricants under the Shell brand. These weremarketed by BPCL as weU as by BSL. By the late 1990s, BPCL had emergedasIndia's second largest oil company in terms of marketshare. In April 1994,3.8%of.apCL'sequitywasdisinvestedinfavorof its employees. \\., .In 1998-99, the government decided to further disinvest 26% :of its stake in BPCL,which was one of the 'Navratnas,.4 This move gave BPCL greater freedomto developemployeepolicies. It also enabled the companyto take decisionsregardingcapitalproject expenditures without government interference. In 1999, BPCL acquired32%stake in Indo British Petroleum (ffiP).
BPCL'sMumbairefinery consistently operatedat over 120%of its 6.9 millionmetrictonnesper annum(mtpa )installedcapacity.It had the abilitytoprocessa wide varietyof crude,and its proximityto the BombayHigh oil field enabledit to meetmostofitscrude demand domestically (only 15% was imported). To make up for its limitedrefining capacity, BPCL formed a strategic alliance with Chennai PetroleumCorp(which was later taken over by IOC) to sell the products produced in the latter's 6.5illmtpaManali refinery. The government also transferred its entire shareholdinginKochi Refineries (KRL) (capacity 7.5 mtpa) to BPCL. BPCL also acquired IBP's 19%stake in Numaligarh Refineries (NRL) (capacity 3 mtpa) in West Bengal. Theseacquisitions, and the 9 mtpa refinery being set up at Bina in Madhya Pradesh,wereexpected to address f!1elimited refining capacity problem in the future.By mid-2001,BPCL's nationwideretail network comprised4,500 outlets,60%ofwhich were company-owned or leased - the highest percentage among oil PSUs.Retail salesaccountedfor around60% of the company's sales volume,withaveragesales per outlet being 223 kl per month. In 1999-00, BPCL's marketshare was 32%inpetrol and 27% in diesel. The company was particularly strong in the west and south.However, its share in lubricants, the most profitable product, was relatively low,partly because of its dependenceon other oil companiesfor the base oil neededtomake lubricants.
BPCL planned to increased its emphasis on retail business and increase its non-fuelrevenues, by'leveraging on the strength of its retail network by providing value-addedservices like convenience stores, automated teller machines (ATMs) and internetkiosks. The company realized the importance of IT initiatives to retain its marketposition in the post-APM era.s BPCL began to implement its IT initiatives in 1996.Aspart of the organizational restructuring exercise, the company was revamped into sixStrategicBusinessUnits (SBUs)- Retail, Aviation, Lubricants, Liquefied PetroleumGas (LPG), Industrial & Commercial (I&C), and Refinery. These SBUs wereintegrated with support entities like Information Systems, Finance, Human Resources,Strategy and Brand Management. This restructuring was designed to help theorganization focus on specific customer segments and address their individual needs.The company also realized that it needed to streamline its processes and integrate theorganization as a whole. It is when the company decided to implement ERP.
BPCL divided its IT initiatives into a three-pronged strategy, wherein it planned10create a communication network within the organization; to create a basic infonnationnetwork for the entire corporation and to process transactions with customers all overthe country. The strategy was devised after the company divided the organizatioinnlosix SBUs and conducted a detailed evaluation of the company as a whole. Theorganization was restructured to help focus on specific customer segmentsandaddresstheir individual needs. For this, BPCL needed a system for speedy and effectivecommunication. The company's senior management realized that unlesstheprocedures were streamlined and communication improved, faster decision-makingwould be very difficult. The communicationstructurewas seen as hampering theintegration of its activities. The problem areas included high costs of traditionalcommunications,quick access to executives, and the need to communicate withrecipients over multiple locations.To improve communication systems within the organization, BPCL decided 10establish an intranet8.The company chose Microsoft Exchange Server as the platforl1
To improve communication systems within the organization, BPCL decided toestablish an intranet8.The company chose Microsoft Exchange Server as the platform because of the level of integration with the desktop environment and MS Windows NT Server.BPCL conducted feasibility testing of the solution with the help of a pilotimplementation. With the help of Windows NT Server and Exchange Server, BPCLconnected three locations on a Very Small Aperture Terminal (VSAT)-based networI(lwith a bandwidth of 64 kilobytes per second (Kbps) to share Time DivisionMultiplexinglTime Division Multiple Access (TDMffDMA)lO connections. TheVSAT network was rated on the criteria of ease of deployment, speed of maildelivery, zero message loss and response times. For a .comprehensive implementationof the intranet, BPCL took help from Microsoft Consulting Services.
BPCL connected its corporate office in Mumbai with the various regional offices.Seven web serversll were deployed at the VSAT hub in Bangalore to providedintranet connectivity to users allover the country. Access was provided with the latestlocal and international developments through the intranet. This not only helped thecompany offer better services, but also aided in building employee skills andcompetencies. Internet gateways12were made available at the refinery as well as at allthe regional offices. All the employees were thus constantly connected to each otherand to the outside world.
The ERP implementation was part of the company's 'Project CUSEC (CustomerService and Satisfaction), which had to meet the challenge of an imbalance betweenrefining and marketing. The company selected SAP R/3 as it was already beingsuccessfully used by major oil companies in the world. It was also the only packagewhich had an oil industry specific package and an India specific package.BPCL appointed consultants Coopers and Lybrand13for the planning process of SAPR/3's implementation. The consultants worked in close co-ordination with functionalexperts within the company. The first phase of the implementation began in April2000. The company's existing network was redesigned and restructured and all its branches were linked to a central connectivity cloud.14 This was done throughroutersl5 and switches,16which were in turn connected to servers and workstations
APOThe areas of demand/supply planningand forecasting, as well as supply chain balancingandoptimizationare key functional areas addressed by APO. TSWThe Trader’s & Scheduler’s Workbench(TSW) covers the whole range of business requirements for Inventory Planning , Supply / Demand Balancing, Movement and Capacity Scheduling (including the Distribution Schedule), NominationProcessing,andIntegrationinto Execution Processing, including Ticketing.IS-OIL 4.6cThe processes of order entry, contract management, exchangesandterminalling handling, inventory management, transportand movement executionwill remain within the ERP(R/3 with IS-Oil Downstream) area.Location Balancing PurposeThe Location Balancing process involves comparing demand and supply quantities for a specific period and maintaining a balance between these quantities.Freight Contract DefinitionIn Trader’s and Scheduler’s Workbench, freight contracts represent agreements with a vessel carrier and contain the agreed upon terms, conditions and rates for bulk shipments. You can create freight contracts to represent agreements, such as time charters, voyage charters, or contracts of affreightment.