This document summarizes the project undertaken by Sefam Pvt Ltd to modernize its retail management system across 400 points of sale. The project involved requirement analysis, evaluating products, identifying gaps, defining product needs, data entry, infrastructure deployment, training staff, piloting the system, and full rollout. Over two years, Sefam replaced its legacy system with Retail Pro, deploying 380 POS systems. This allowed improved visibility, management, and decision making for the large, growing retail operations of Sefam's 12 brands.
Pantaloon, an Indian retail company with 140 stores, implemented SAP ERP to enable reliable enterprise-wide management of its growing business operations. It outsourced the implementation to Novasoft over three phases: analyzing current processes, configuring SAP templates, and migrating data. Challenges included data migration and interim period management. Benefits included improved financial tracking, enhanced decision making with real-time data, and support for financial processes as the business expanded rapidly. The project cost $10 million.
Rajnish Kumar Singh is seeking a position in ERP, warehouse management, or supply chain management with over 2.7 years of experience in warehouse operations, planning, logistics, and supply chain management. He currently works as a senior operations executive at Xerox India handling inventory analysis, machine movement and imports, demand planning, and warehouse management. Previously he worked at TNT India and Robinsons Air Services in operations and logistics roles.
Future Retail adopted SAP in 2005 to address issues with disparate legacy systems as the company rapidly expanded. They implemented SAP Retail over 6 months at a cost of $10 million to gain enterprise-wide visibility and improve operations. The implementation involved blueprinting processes, developing the SAP platform with a template, and porting large amounts of previously unorganized data to the new system. Future Retail realized financial, strategic, and operational benefits including more accurate reporting, lower costs, faster financial closes, and reduced receivables.
Here are the key steps to determine a shipping point in SAP:
1. Go to SAP menu path IMG > Logistics Execution > Shipping > Basic Shipping Functions >
Shipping Points and Goods Receiving Point Determination > Assign Shipping Points.
2. Define shipping point determination rules based on criteria like plant, storage location, etc.
3. Assign shipping points to individual customers or material using transaction code VL06. The
shipping point can also be assigned at the sales order level.
4. When an outbound delivery is created, SAP will automatically determine the shipping point
based on the assigned rules and default it. This shipping point can then be changed if needed.
5. Additional
KEDA is a world leader in building materials machinery that implemented an SAP ERP system to sustain innovation and success. The case analyzes KEDA's ERP implementation process which required reshaping processes across the organization. Key decisions included identifying problems the ERP could solve, choosing between custom or outsourced ERP, selecting a vendor and software, and determining an implementation approach. Challenges included siloed business units, inefficient operations, and transferring large amounts of legacy data to the new ERP system.
Dabur implemented an ERP system called MFG/PRO for its outbound logistics to integrate its distribution network across multiple locations. It later implemented another ERP called BaaN for manufacturing. This led to data inconsistencies and high maintenance costs. In 2005, Dabur migrated to a single SAP ERP system implemented across all business units with help from Accenture to realize operational excellence and integrated decision making. Accenture also helped optimize Dabur's sales, supply chain, and ERP capabilities.
Hindustan Unilever Limited (HUL), a leading Indian consumer goods company, implemented SAP solutions to streamline its business operations, integrate processes internally and with business partners, and meet the demands of modern retail. The two-phase implementation included SAP ERP, SAP NetWeaver Process Integration, and other SAP solutions. SAP NetWeaver PI allowed HUL to integrate legacy systems with SAP and exchange data seamlessly both internally and with partners regardless of their IT systems. This improved supply chain efficiency and HUL's ability to respond to customer demands.
Rolls Royce faced several potential challenges and risks in improving its international supply chain performance. Cultural issues at its manufacturing plant in China contributed to an engine explosion on a Qantas flight. The plant had a culture of not reporting minor deviations, and Rolls Royce was too reliant on the single Chinese plant for manufacturing. More broadly, international supply chains involve longer lead times, shipping distances, and complexity. Outsourcing and reducing supply bases can increase risks. Diversifying manufacturers and moving them closer to customers could help mitigate environmental and reliance risks.
Pantaloon, an Indian retail company with 140 stores, implemented SAP ERP to enable reliable enterprise-wide management of its growing business operations. It outsourced the implementation to Novasoft over three phases: analyzing current processes, configuring SAP templates, and migrating data. Challenges included data migration and interim period management. Benefits included improved financial tracking, enhanced decision making with real-time data, and support for financial processes as the business expanded rapidly. The project cost $10 million.
Rajnish Kumar Singh is seeking a position in ERP, warehouse management, or supply chain management with over 2.7 years of experience in warehouse operations, planning, logistics, and supply chain management. He currently works as a senior operations executive at Xerox India handling inventory analysis, machine movement and imports, demand planning, and warehouse management. Previously he worked at TNT India and Robinsons Air Services in operations and logistics roles.
Future Retail adopted SAP in 2005 to address issues with disparate legacy systems as the company rapidly expanded. They implemented SAP Retail over 6 months at a cost of $10 million to gain enterprise-wide visibility and improve operations. The implementation involved blueprinting processes, developing the SAP platform with a template, and porting large amounts of previously unorganized data to the new system. Future Retail realized financial, strategic, and operational benefits including more accurate reporting, lower costs, faster financial closes, and reduced receivables.
Here are the key steps to determine a shipping point in SAP:
1. Go to SAP menu path IMG > Logistics Execution > Shipping > Basic Shipping Functions >
Shipping Points and Goods Receiving Point Determination > Assign Shipping Points.
2. Define shipping point determination rules based on criteria like plant, storage location, etc.
3. Assign shipping points to individual customers or material using transaction code VL06. The
shipping point can also be assigned at the sales order level.
4. When an outbound delivery is created, SAP will automatically determine the shipping point
based on the assigned rules and default it. This shipping point can then be changed if needed.
5. Additional
KEDA is a world leader in building materials machinery that implemented an SAP ERP system to sustain innovation and success. The case analyzes KEDA's ERP implementation process which required reshaping processes across the organization. Key decisions included identifying problems the ERP could solve, choosing between custom or outsourced ERP, selecting a vendor and software, and determining an implementation approach. Challenges included siloed business units, inefficient operations, and transferring large amounts of legacy data to the new ERP system.
Dabur implemented an ERP system called MFG/PRO for its outbound logistics to integrate its distribution network across multiple locations. It later implemented another ERP called BaaN for manufacturing. This led to data inconsistencies and high maintenance costs. In 2005, Dabur migrated to a single SAP ERP system implemented across all business units with help from Accenture to realize operational excellence and integrated decision making. Accenture also helped optimize Dabur's sales, supply chain, and ERP capabilities.
Hindustan Unilever Limited (HUL), a leading Indian consumer goods company, implemented SAP solutions to streamline its business operations, integrate processes internally and with business partners, and meet the demands of modern retail. The two-phase implementation included SAP ERP, SAP NetWeaver Process Integration, and other SAP solutions. SAP NetWeaver PI allowed HUL to integrate legacy systems with SAP and exchange data seamlessly both internally and with partners regardless of their IT systems. This improved supply chain efficiency and HUL's ability to respond to customer demands.
Rolls Royce faced several potential challenges and risks in improving its international supply chain performance. Cultural issues at its manufacturing plant in China contributed to an engine explosion on a Qantas flight. The plant had a culture of not reporting minor deviations, and Rolls Royce was too reliant on the single Chinese plant for manufacturing. More broadly, international supply chains involve longer lead times, shipping distances, and complexity. Outsourcing and reducing supply bases can increase risks. Diversifying manufacturers and moving them closer to customers could help mitigate environmental and reliance risks.
Zone24x7 is developing a new inventory management robot called AZIRO. The document discusses Zone24x7's new product management process and compares its practical approach for developing AZIRO to the theoretical approach outlined in a textbook. It recommends that Zone24x7 identify risks, have contingency plans, and get customer feedback early in the development process given AZIRO's innovative nature.
Platform as a Service (PaaS) Market - Manufacturing Outlook (2014-18)ResearchFox
Back in the days when cloud computing was in its infancy, companies started offering Software-as-a-Service (SaaS) and later Infrastructure-as-a-Service (IaaS) were introduced in the market. It is until very recently, that Platform-as-a-Service (PaaS) has been defined and vendors realized the potential in offering PaaS, which resulted in its identification. However, it is the companies offering PaaS that identify themselves with the offering and not the end-user. As it is a developer focused offering, customers are paying to drive IT costs out of the organization. Developers are directed to provide solutions cheaper than what the customers earlier received. A concept of less for more in traditional app development is replaced by more for less with the advent of PaaS. National Institute of Standards & Technology (NIST) defines PaaS which is followed by major corporates worldwide.
NIST defines PaaS as - "The capability provided to the consumer to deploy onto the cloud infrastructure consumer-created or acquired applications using programming languages, libraries, services and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment."
PaaS market globally is witnessing a paradigm shift from its vanilla coding platforms for developers to code-free platforms. Global market conditions within the cloud computing space have been very skeptical about the evolution of PaaS but extremely positive of its growth in the decades to follow. As companies are ready to reduce IT costs, the developers are also keen on understanding developments in PaaS which would increase their rapid prototyping and subsequent product development. The turnaround time for app development reduces with PaaS which is also one of the reasons for its possible growth in the future.
Many countries are now passing regulations on cloud computing and scaling up their infrastructure, which has given ample hope to companies deploying PaaS. The start-up culture, often credited with the birthing of cloud computing has seen exponential growth in innovation which also involves infrastructure investments taken care by PaaS deploying firms. North America and Europe stand out as the cloud-ready markets but the emerging regions like South East Asia and Middle East are also tipped as major revenue markets for companies around the globe.
Platform as a Service (PaaS) Market - Financial Services Outlook (2014-18)ResearchFox
Back in the days when cloud computing was in its infancy, companies started offering Software-as-a-Service (SaaS) and later Infrastructure-as-a-Service (IaaS) were introduced in the market. It is until very recently, that Platform-as-a-Service (PaaS) has been defined and vendors realized the potential in offering PaaS, which resulted in its identification. However, it is the companies offering PaaS that identify themselves with the offering and not the end-user. As it is a developer focused offering, customers are paying to drive IT costs out of the organization. Developers are directed to provide solutions cheaper than what the customers earlier received. A concept of less for more in traditional app development is replaced by more for less with the advent of PaaS. National Institute of Standards & Technology (NIST) defines PaaS which is followed by major corporates worldwide.
NIST defines PaaS as - "The capability provided to the consumer to deploy onto the cloud infrastructure consumer-created or acquired applications using programming languages, libraries, services and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment."
PaaS market globally is witnessing a paradigm shift from its vanilla coding platforms for developers to code-free platforms. Global market conditions within the cloud computing space have been very skeptical about the evolution of PaaS but extremely positive of its growth in the decades to follow. As companies are ready to reduce IT costs, the developers are also keen on understanding developments in PaaS which would increase their rapid prototyping and subsequent product development. The turnaround time for app development reduces with PaaS which is also one of the reasons for its possible growth in the future.
Many countries are now passing regulations on cloud computing and scaling up their infrastructure, which has given ample hope to companies deploying PaaS. The start-up culture, often credited with the birthing of cloud computing has seen exponential growth in innovation which also involves infrastructure investments taken care by PaaS deploying firms. North America and Europe stand out as the cloud-ready markets but the emerging regions like South East Asia and Middle East are also tipped as major revenue markets for companies around the globe.
Coca-Cola Hellenic, one of the largest Coca-Cola bottlers worldwide, has started a three year long project to substitute all legacy systems with a SAP implementation called Wave 2, in order to maximize efficiencies in use of resources and apply common best practices and polices accross the group.
0601058 market research and analysis of erp for smeSupa Buoy
This document provides an overview of enterprise resource planning (ERP) systems and discusses key aspects of ERP implementations for companies. It defines ERP as software that integrates core business functions such as finance, supply chain, manufacturing, and human resources on a single database. The benefits of ERP include improved information sharing across departments and automated processing of business transactions like customer orders. However, implementing ERP also requires changes to business processes and job roles. Successful ERP projects typically take 1-3 years to complete and realize the full benefits, while shorter timelines often involve limited implementations.
Platform as a Service (PaaS) Market - Information Technology Outlook (2014-18)ResearchFox
Back in the days when cloud computing was in its infancy, companies started offering Software-as-a-Service (SaaS) and later Infrastructure-as-a-Service (IaaS) were introduced in the market. It is until very recently, that Platform-as-a-Service (PaaS) has been defined and vendors realized the potential in offering PaaS, which resulted in its identification. However, it is the companies offering PaaS that identify themselves with the offering and not the end-user. As it is a developer focused offering, customers are paying to drive IT costs out of the organization. Developers are directed to provide solutions cheaper than what the customers earlier received. A concept of less for more in traditional app development is replaced by more for less with the advent of PaaS. National Institute of Standards & Technology (NIST) defines PaaS which is followed by major corporates worldwide.
NIST defines PaaS as - "The capability provided to the consumer to deploy onto the cloud infrastructure consumer-created or acquired applications using programming languages, libraries, services and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment."
PaaS market globally is witnessing a paradigm shift from its vanilla coding platforms for developers to code-free platforms. Global market conditions within the cloud computing space have been very skeptical about the evolution of PaaS but extremely positive of its growth in the decades to follow. As companies are ready to reduce IT costs, the developers are also keen on understanding developments in PaaS which would increase their rapid prototyping and subsequent product development. The turnaround time for app development reduces with PaaS which is also one of the reasons for its possible growth in the future.
Many countries are now passing regulations on cloud computing and scaling up their infrastructure, which has given ample hope to companies deploying PaaS. The start-up culture, often credited with the birthing of cloud computing has seen exponential growth in innovation which also involves infrastructure investments taken care by PaaS deploying firms. North America and Europe stand out as the cloud-ready markets but the emerging regions like South East Asia and Middle East are also tipped as major revenue markets for companies around the globe.
Platform as a Service (PaaS) Market - North America Outlook (2014-18)ResearchFox
Back in the days when cloud computing was in its infancy, companies started offering Software-as-a-Service (SaaS) and later Infrastructure-as-a-Service (IaaS) were introduced in the market. It is until very recently, that Platform-as-a-Service (PaaS) has been defined and vendors realized the potential in offering PaaS, which resulted in its identification. However, it is the companies offering PaaS that identify themselves with the offering and not the end-user. As it is a developer focused offering, customers are paying to drive IT costs out of the organization. Developers are directed to provide solutions cheaper than what the customers earlier received. A concept of less for more in traditional app development is replaced by more for less with the advent of PaaS. National Institute of Standards & Technology (NIST) defines PaaS which is followed by major corporates worldwide.
NIST defines PaaS as - "The capability provided to the consumer to deploy onto the cloud infrastructure consumer-created or acquired applications using programming languages, libraries, services and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment."
PaaS market globally is witnessing a paradigm shift from its vanilla coding platforms for developers to code-free platforms. Global market conditions within the cloud computing space have been very skeptical about the evolution of PaaS but extremely positive of its growth in the decades to follow. As companies are ready to reduce IT costs, the developers are also keen on understanding developments in PaaS which would increase their rapid prototyping and subsequent product development. The turnaround time for app development reduces with PaaS which is also one of the reasons for its possible growth in the future.
Many countries are now passing regulations on cloud computing and scaling up their infrastructure, which has given ample hope to companies deploying PaaS. The start-up culture, often credited with the birthing of cloud computing has seen exponential growth in innovation which also involves infrastructure investments taken care by PaaS deploying firms. North America and Europe stand out as the cloud-ready markets but the emerging regions like South East Asia and Middle East are also tipped as major revenue markets for companies around the globe.
Running head DEVELOP AN APPLICATION FOR RETAILERS1DEVELOP AN A.docxsusanschei
Running head: DEVELOP AN APPLICATION FOR RETAILERS 1
DEVELOP AN APPLICATION FOR RETAILERS 43
Develop an Application for Retailers
Action Research Paper
Jaya Kumar Pitti
Wilmington University
IST 8101
Under the guidance of
Prof. Billy Machage
Table of Contents
Introduction…………………………………………………………………………….. 6
Methodology………………………………………………………………………….... 10
Literature Review……………………………………………………………………… 13
Proposal…………………………………..……………………………………............ 17
First Iteration: Learn about Different Problems Underlying in Retail Industry……… 17
Second Iteration: Learn about different ways of Application Development…………. 17
Third Iteration: Comparing different Analytics and other business process Applications for Retail sector……………………………………………..……………………….……….. 17
Fourth Iteration: Finalizing right tools, technologies and process to develop the Application..18
Fifth Iteration: Developing and Integrating the Applications……………………………… 18
First Iteration: Learn about Different Problems Underlying in Retail Industry…...… 20
Plan…………………………………………………………………………………….. 20
Action………………………………………………………………………………….. 21
Observe………………………………………………………………………………… 22
Reflect………………………………………………………………………………….. 23
Second Iteration: Learn about different ways of Application Development……………… 25
Plan…………………………………………………………………………………. 25
Action………………………………………………………………………………. 26
Observe……………………………………………………………………………… 27
Reflect………………………………………………………………………………. 29
Third Iteration: Comparing different Analytics and other business process Applications for Retail sector
…………..…............................................................................................................. 31
Plan………………………………………………………………………………….. 31
Action……………………………………………………………………………….. 32
Observe……………………………………………………………………………… 33
Reflect…………………………………………………………………….…………… 35
Fourth Iteration: Finalizing right tools, technologies and process to develop the Application
…………………………………….…………………………………….………...... 37
Plan…………………………………………………………………………….……… 37
Action………………………………………………………………………………… 38
Observe……………………………………………………………………………….. 39
Reflect ………………………………………………………………………………… 41
Iteration 5: Developing and Integrating the Applications………………………….. 43
Plan………………………………………………………………………………….. 43
Action……………………………………………………………………………….. 44
Observe……………………………………………………………………………… 45
Reflect……………………………………………………………………………….. 47
Learning Summary…………………………………………………………………… 49
References……………………………………………………………………………. 51
Figure 1. Iterations Representation………………………………………………………….19
Table 1: Product Table………………………………………………………………………44
Table 2: Customer Table…………………………………………………………………… 45
Table 3: Billing Table………………………………………………………………………. 45
Develop an Application for Retailers
Introduction
Innovation is the new standard in organizations ...
The document provides a summary of Prithwiraj Dutta's professional experience and qualifications. He has over 12 years of experience leading SAP implementation projects, primarily in ABAP development and technical consulting. His areas of expertise include Materials Management, Sales and Distribution, Finance, Treasury, and Warehouse Management. He has worked on various SAP modules and releases, and has experience managing teams of 15-35 members to deliver projects on time and on budget.
Assessment Of An Enterprise-Level Business SystemTiffany Graham
This document analyzes the business processes at Platinum Concepts Pty Ltd and identifies areas for improvement. Currently, the company lacks automation and most work is done manually using paper-based systems. This leads to inefficiencies such as lost data, delays in fulfilling orders, and a lack of communication between departments. Implementing a business process management system through an ERP would address these issues by streamlining operations, facilitating information sharing, and supporting better strategic planning. Doing so could optimize workflows, enhance customer service, and help the company compete more effectively.
The meeting agenda covers introducing the ICM team to JAWDAT, reviewing the project vision and objectives, discussing the benefits of implementing Microsoft Dynamics Axapta, outlining the step-by-step implementation methodology, and reviewing the license and implementation costs and expected savings. The document also provides details on ICM's experience and capabilities in various areas including ERP solutions, training, software development, and business intelligence.
This document discusses an enterprise resource planning (ERP) system project submitted by a group of students to their professor. It provides definitions of ERP, discusses the history and goals of ERP systems. It outlines the ERP implementation process and various ERP modules including finance, sales, inventory, and human resources. The document also covers the advantages and disadvantages of ERP as well as implementation costs. It concludes that defining business processes, establishing a project team, developing an implementation plan, and ongoing monitoring are keys to a successful ERP deployment.
Jeremy Stanley has over 25 years of experience in investment banking, business analysis, and project management. He has led teams and projects involving client onboarding systems, risk and P&L engines, and regulatory reporting platforms. Currently he is a lead business analyst for HSBC's client onboarding systems in Asia Pacific. Previously he was a business analyst and project manager for ANZ Bank where he managed projects developing a real-time market risk system and regulatory reporting platforms. He has also held senior trading and risk management roles involving interest rates, foreign exchange, and complex financial modeling.
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SAP-ERP implemented in Beltexco limited which is located n Karachi and subsidiary of MIDAS Safety which is world's top safety gloves manufacturers.This report determines,how SAP-ERP ECC 6.0 is implemented & how the phases of ERP are practically executed.
SAP-ERP ECC 6.0 implementation in Beltexco Limited which is subsidiary of MIDAS Safety(Safety gloves manufacturers) located in Karachi.Pakistan's largest implemenentation of SAP in terms of expense.
The document summarizes a study by Accenture that identified six core competencies exhibited by the top five global retailers. The competencies are obsessive customer focus, operational excellence, strategic intent, innovation and commercialization, alliances and collaboration, and talent management. While top retailers do not demonstrate equal strength in all areas, mastery of all six competencies is required for exceptional performance.
The document evaluates the accounting information system (AIS) of Jawad Business Group, a large conglomerate based in Bahrain. The AIS uses Oracle database management software to collect, store, and process accounting data. It aims to improve efficiency, handle large amounts of data quickly, and prevent unauthorized access. The document discusses the company background, AIS components and objectives, business cycles like revenue and expenses, and strengths and weaknesses of the current AIS. It recommends evaluating the system to enhance transparency, security, and stakeholder value.
This document summarizes the evolution of electricity, computers, and enterprise resource planning (ERP) software over time. It discusses how electricity production expanded from localized steam generators in the late 19th century to large nuclear power plants today. It also notes the development of early computers in the 1930s-1950s and the origins of ERP software with SAP in the 1960s-1970s. Finally, it examines trends in the ERP market and total cost of ownership considerations for ERP solutions.
Zone24x7 is developing a new inventory management robot called AZIRO. The document discusses Zone24x7's new product management process and compares its practical approach for developing AZIRO to the theoretical approach outlined in a textbook. It recommends that Zone24x7 identify risks, have contingency plans, and get customer feedback early in the development process given AZIRO's innovative nature.
Platform as a Service (PaaS) Market - Manufacturing Outlook (2014-18)ResearchFox
Back in the days when cloud computing was in its infancy, companies started offering Software-as-a-Service (SaaS) and later Infrastructure-as-a-Service (IaaS) were introduced in the market. It is until very recently, that Platform-as-a-Service (PaaS) has been defined and vendors realized the potential in offering PaaS, which resulted in its identification. However, it is the companies offering PaaS that identify themselves with the offering and not the end-user. As it is a developer focused offering, customers are paying to drive IT costs out of the organization. Developers are directed to provide solutions cheaper than what the customers earlier received. A concept of less for more in traditional app development is replaced by more for less with the advent of PaaS. National Institute of Standards & Technology (NIST) defines PaaS which is followed by major corporates worldwide.
NIST defines PaaS as - "The capability provided to the consumer to deploy onto the cloud infrastructure consumer-created or acquired applications using programming languages, libraries, services and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment."
PaaS market globally is witnessing a paradigm shift from its vanilla coding platforms for developers to code-free platforms. Global market conditions within the cloud computing space have been very skeptical about the evolution of PaaS but extremely positive of its growth in the decades to follow. As companies are ready to reduce IT costs, the developers are also keen on understanding developments in PaaS which would increase their rapid prototyping and subsequent product development. The turnaround time for app development reduces with PaaS which is also one of the reasons for its possible growth in the future.
Many countries are now passing regulations on cloud computing and scaling up their infrastructure, which has given ample hope to companies deploying PaaS. The start-up culture, often credited with the birthing of cloud computing has seen exponential growth in innovation which also involves infrastructure investments taken care by PaaS deploying firms. North America and Europe stand out as the cloud-ready markets but the emerging regions like South East Asia and Middle East are also tipped as major revenue markets for companies around the globe.
Platform as a Service (PaaS) Market - Financial Services Outlook (2014-18)ResearchFox
Back in the days when cloud computing was in its infancy, companies started offering Software-as-a-Service (SaaS) and later Infrastructure-as-a-Service (IaaS) were introduced in the market. It is until very recently, that Platform-as-a-Service (PaaS) has been defined and vendors realized the potential in offering PaaS, which resulted in its identification. However, it is the companies offering PaaS that identify themselves with the offering and not the end-user. As it is a developer focused offering, customers are paying to drive IT costs out of the organization. Developers are directed to provide solutions cheaper than what the customers earlier received. A concept of less for more in traditional app development is replaced by more for less with the advent of PaaS. National Institute of Standards & Technology (NIST) defines PaaS which is followed by major corporates worldwide.
NIST defines PaaS as - "The capability provided to the consumer to deploy onto the cloud infrastructure consumer-created or acquired applications using programming languages, libraries, services and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment."
PaaS market globally is witnessing a paradigm shift from its vanilla coding platforms for developers to code-free platforms. Global market conditions within the cloud computing space have been very skeptical about the evolution of PaaS but extremely positive of its growth in the decades to follow. As companies are ready to reduce IT costs, the developers are also keen on understanding developments in PaaS which would increase their rapid prototyping and subsequent product development. The turnaround time for app development reduces with PaaS which is also one of the reasons for its possible growth in the future.
Many countries are now passing regulations on cloud computing and scaling up their infrastructure, which has given ample hope to companies deploying PaaS. The start-up culture, often credited with the birthing of cloud computing has seen exponential growth in innovation which also involves infrastructure investments taken care by PaaS deploying firms. North America and Europe stand out as the cloud-ready markets but the emerging regions like South East Asia and Middle East are also tipped as major revenue markets for companies around the globe.
Coca-Cola Hellenic, one of the largest Coca-Cola bottlers worldwide, has started a three year long project to substitute all legacy systems with a SAP implementation called Wave 2, in order to maximize efficiencies in use of resources and apply common best practices and polices accross the group.
0601058 market research and analysis of erp for smeSupa Buoy
This document provides an overview of enterprise resource planning (ERP) systems and discusses key aspects of ERP implementations for companies. It defines ERP as software that integrates core business functions such as finance, supply chain, manufacturing, and human resources on a single database. The benefits of ERP include improved information sharing across departments and automated processing of business transactions like customer orders. However, implementing ERP also requires changes to business processes and job roles. Successful ERP projects typically take 1-3 years to complete and realize the full benefits, while shorter timelines often involve limited implementations.
Platform as a Service (PaaS) Market - Information Technology Outlook (2014-18)ResearchFox
Back in the days when cloud computing was in its infancy, companies started offering Software-as-a-Service (SaaS) and later Infrastructure-as-a-Service (IaaS) were introduced in the market. It is until very recently, that Platform-as-a-Service (PaaS) has been defined and vendors realized the potential in offering PaaS, which resulted in its identification. However, it is the companies offering PaaS that identify themselves with the offering and not the end-user. As it is a developer focused offering, customers are paying to drive IT costs out of the organization. Developers are directed to provide solutions cheaper than what the customers earlier received. A concept of less for more in traditional app development is replaced by more for less with the advent of PaaS. National Institute of Standards & Technology (NIST) defines PaaS which is followed by major corporates worldwide.
NIST defines PaaS as - "The capability provided to the consumer to deploy onto the cloud infrastructure consumer-created or acquired applications using programming languages, libraries, services and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment."
PaaS market globally is witnessing a paradigm shift from its vanilla coding platforms for developers to code-free platforms. Global market conditions within the cloud computing space have been very skeptical about the evolution of PaaS but extremely positive of its growth in the decades to follow. As companies are ready to reduce IT costs, the developers are also keen on understanding developments in PaaS which would increase their rapid prototyping and subsequent product development. The turnaround time for app development reduces with PaaS which is also one of the reasons for its possible growth in the future.
Many countries are now passing regulations on cloud computing and scaling up their infrastructure, which has given ample hope to companies deploying PaaS. The start-up culture, often credited with the birthing of cloud computing has seen exponential growth in innovation which also involves infrastructure investments taken care by PaaS deploying firms. North America and Europe stand out as the cloud-ready markets but the emerging regions like South East Asia and Middle East are also tipped as major revenue markets for companies around the globe.
Platform as a Service (PaaS) Market - North America Outlook (2014-18)ResearchFox
Back in the days when cloud computing was in its infancy, companies started offering Software-as-a-Service (SaaS) and later Infrastructure-as-a-Service (IaaS) were introduced in the market. It is until very recently, that Platform-as-a-Service (PaaS) has been defined and vendors realized the potential in offering PaaS, which resulted in its identification. However, it is the companies offering PaaS that identify themselves with the offering and not the end-user. As it is a developer focused offering, customers are paying to drive IT costs out of the organization. Developers are directed to provide solutions cheaper than what the customers earlier received. A concept of less for more in traditional app development is replaced by more for less with the advent of PaaS. National Institute of Standards & Technology (NIST) defines PaaS which is followed by major corporates worldwide.
NIST defines PaaS as - "The capability provided to the consumer to deploy onto the cloud infrastructure consumer-created or acquired applications using programming languages, libraries, services and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment."
PaaS market globally is witnessing a paradigm shift from its vanilla coding platforms for developers to code-free platforms. Global market conditions within the cloud computing space have been very skeptical about the evolution of PaaS but extremely positive of its growth in the decades to follow. As companies are ready to reduce IT costs, the developers are also keen on understanding developments in PaaS which would increase their rapid prototyping and subsequent product development. The turnaround time for app development reduces with PaaS which is also one of the reasons for its possible growth in the future.
Many countries are now passing regulations on cloud computing and scaling up their infrastructure, which has given ample hope to companies deploying PaaS. The start-up culture, often credited with the birthing of cloud computing has seen exponential growth in innovation which also involves infrastructure investments taken care by PaaS deploying firms. North America and Europe stand out as the cloud-ready markets but the emerging regions like South East Asia and Middle East are also tipped as major revenue markets for companies around the globe.
Running head DEVELOP AN APPLICATION FOR RETAILERS1DEVELOP AN A.docxsusanschei
Running head: DEVELOP AN APPLICATION FOR RETAILERS 1
DEVELOP AN APPLICATION FOR RETAILERS 43
Develop an Application for Retailers
Action Research Paper
Jaya Kumar Pitti
Wilmington University
IST 8101
Under the guidance of
Prof. Billy Machage
Table of Contents
Introduction…………………………………………………………………………….. 6
Methodology………………………………………………………………………….... 10
Literature Review……………………………………………………………………… 13
Proposal…………………………………..……………………………………............ 17
First Iteration: Learn about Different Problems Underlying in Retail Industry……… 17
Second Iteration: Learn about different ways of Application Development…………. 17
Third Iteration: Comparing different Analytics and other business process Applications for Retail sector……………………………………………..……………………….……….. 17
Fourth Iteration: Finalizing right tools, technologies and process to develop the Application..18
Fifth Iteration: Developing and Integrating the Applications……………………………… 18
First Iteration: Learn about Different Problems Underlying in Retail Industry…...… 20
Plan…………………………………………………………………………………….. 20
Action………………………………………………………………………………….. 21
Observe………………………………………………………………………………… 22
Reflect………………………………………………………………………………….. 23
Second Iteration: Learn about different ways of Application Development……………… 25
Plan…………………………………………………………………………………. 25
Action………………………………………………………………………………. 26
Observe……………………………………………………………………………… 27
Reflect………………………………………………………………………………. 29
Third Iteration: Comparing different Analytics and other business process Applications for Retail sector
…………..…............................................................................................................. 31
Plan………………………………………………………………………………….. 31
Action……………………………………………………………………………….. 32
Observe……………………………………………………………………………… 33
Reflect…………………………………………………………………….…………… 35
Fourth Iteration: Finalizing right tools, technologies and process to develop the Application
…………………………………….…………………………………….………...... 37
Plan…………………………………………………………………………….……… 37
Action………………………………………………………………………………… 38
Observe……………………………………………………………………………….. 39
Reflect ………………………………………………………………………………… 41
Iteration 5: Developing and Integrating the Applications………………………….. 43
Plan………………………………………………………………………………….. 43
Action……………………………………………………………………………….. 44
Observe……………………………………………………………………………… 45
Reflect……………………………………………………………………………….. 47
Learning Summary…………………………………………………………………… 49
References……………………………………………………………………………. 51
Figure 1. Iterations Representation………………………………………………………….19
Table 1: Product Table………………………………………………………………………44
Table 2: Customer Table…………………………………………………………………… 45
Table 3: Billing Table………………………………………………………………………. 45
Develop an Application for Retailers
Introduction
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1. A journey into modern RMS
Case Study
9/4/2014
Sefam Pvt Ltd
MIS
2. Table of Contents
Objective ..................................................................................................................................... 3
Introduction to Sefam ................................................................................................................... 3
Project Overview .......................................................................................................................... 4
Project Phases .............................................................................................................................. 6
Requirement Analysis ............................................................................................................... 6
Product Evaluation.................................................................................................................... 6
Gap Analysis and Requirement mapping .................................................................................... 7
Product definition for all brands ................................................................................................ 7
Data Entry ................................................................................................................................ 8
Backend Infrastructure Deployment (Data Center)...................................................................... 8
The Client (POS) end ................................................................................................................. 9
Networks and bandwidth ........................................................................................................ 10
Training .................................................................................................................................. 10
Challenges .............................................................................................................................. 11
Pilot Project Deployment Strategy ........................................................................................... 11
Mega Roll-out ......................................................................................................................... 12
Conclusion ................................................................................................................................. 13
2
3. 3
Objective
Our primary mission was to improve customer services through the state-of-the-art, modern retail
management systems, which would support the exponential growth of the company, and provide
better visibility on inventory, sales and operations which would eventually help us improve the sales
based on a focused customer requirement.
Introduction to Sefam
Sefam Pvt Ltd is Pakistan’s largest fashion house and fashion retailer. The company prides itself on
being the pioneers of branded fashion retail in Pakistan currently operating in excess of 400 points of
sales globally a majority of which are in Pakistan with the rest in Europe, Middle East, North America
and Asia.
Sefam was established in 1985 with the aim of manufacturing and retailing quality embroidered
fabrics, equal in quality to the best in the world, made in Pakistan. Sefam started out with the
Bareeze brand of embroidered designer fabrics. Now, the company has grown into an extensive
network of 12 diverse brands in the past 30 years, each of which are the largest in their category in
the Pakistani market.
All brands are independently managed units; each brand has its own dedicated state of the art
production facility and production management and planning teams employing 5000 people across
30 departments. Using a mix of in house production (majority) and selective outsourcing for
specialty products, Sefam is amongst the most versatile and adaptive fashion houses globally.
Sefam has opened 146 new points of Sales in the last 3 years in Pakistan with an average annual
retail network growth rate of 17%. Thus Sefam has an extensive, yet growing, retail network in the
top 25 populated cities of Pakistan.
In the last three years alone Sefam has launched 3 new brands (Urban Culture, RangJa and Super
Squad) to cater to the untapped, specialized consumer markets in the fashion industry.
In the last financial year that ended in June 2013, the total revenue of Sefam was a 6.9 billion
Pakistani Rupees, with a growth rate of 20%. While for this year ending in June 2014, the company is
on its track to cross the revenue mark of 8.2 billion Pakistani Rupees.
4. 4
Project Overview
Around 2 years back, Sefam Pvt ltd decided to undergo a major business transformation by replacing
its old legacy POS systems with modern retail management systems at all retail outlets across
Pakistan. As the company grew and spread tenfold over these years, the technological
advancements needed to support this growth could not keep up with the pace, hence resulting in
mismanagement, unavailability of data and reports needed to make timely decisions, increasing
number of misplaced items, lack of standardizations and overall loss of valuable time and resources.
In order to tackle these issues and stay abreast with the ever growing competition in the market,
Sefam decided it was time to let go off the old, in-house built legacy retail management system and
replace it with something more technologically sound, modern and advanced.
This was achieved with a well-planned and focused project plan which consisted of the following
phases:
1. Requirement Analysis
2. Product Evaluation
3. Gap Analysis and requirement mapping
4. Product definition
5. Data Entry
6. Hardware Sizing
7. Networks and bandwidth
8. Training
9. Pilot Project
10. Mega Roll-out
Besides the data center, NOC and the servers required for structuring the brands with their
respective warehouses, Sefam MIS team was able to deploy 380 POS systems at all shops all over the
country. After the pilot run, the mega roll out was completed in 35 days. The new systems
comprised of the following products:
DELL Laptops (core i5, 4Gb Ram, 500 Gb Hard disk)
Receipt Printers
Barcode Scanners
Laser Printers
5. This project was executed with the combined effort of the MIS department, the Sales operations
(from each brand), the Physical Audit team and the RMS vendor who was at the back-end
operations. The Physical audit team was the forerunner, who in conjunction with the sales
operations was carrying out physical audits for each shop before its RMS deployment. Followed by
this, the MIS team along with a set of Master trainer from the sales operations went to deploy the
RMS system, and floor walked to resolve support and understanding issues. These were three teams
which were distributed in the southern, northern and central regions.
At the backend, the MIS team along with the RMS vendor remained busy with POS configuration as
per the upcoming shops according to the deployment plan. The team was provided full support from
the administration to cover timely logistics for supplies to the three MIS teams in the field.
Thus, the company was able to achieve a very swift target, in modernizing its Retail Management
System – (Retail Pro). After which the company started benefitting on visibility of stocks, sales, and
retail order management.
5
This case study highlights the details of all the phases encountered in the project.
6. 6
Project Phases
Requirement Analysis
(Sept 2011 – Feb 2012)
A focused and thorough requirement analysis is crucial to the success of any project
implementation. To understand the business needs and problems being faced by the company, it
was important that a detailed study of the business processes of all the brands be conducted and
documented. For this purpose, a team of 4 senior business analysts was recruited who conducted
the requirement analysis of each brand individually. This was the first phase of the project, which
spanned over a period of 6 months. The analysts visited all the facilities related to Sefam where their
operations were being carried out. This included the finished goods’ warehouses, points of sale and
the head office. While the studies were being conducted, a comprehensi ve set of reports ranging
from paper trails to process flow charts were being organized as a part of the documentation
process. During this phase, an important achievement with regards to the barcode structure of the
fabric brands was accomplished. Previously, the absence of barcodes accounted for one of the main
problems as the items could not be tracked properly.
Product Evaluation
(Sept 2011 – Feb 2012)
In parallel to the requirement analysis study being carried out, the MIS along with the business
process owners began conducting the demos of the shortlisted RMS software, which were:
1. Retail Pro
2. Sentez Retail solution
3. Microsoft AX Retail
4. Imperial Soft Retail Solution
The software evaluation criteria were based on its level of technology as well as its core strength in
retail management system, mainly:
7. 7
1. Point of Sale capability
2. Warehouse capability
3. Planning capability
4. User-friendly interface
In addition to these points, they were looking for software which was easy to customize and had a
variety of filters and reports. Of course, all of this could only be achieved with a strong partner
backed by a strong principal company.
After numerous meetings, thorough consideration and mutual consensus of the senior management,
the decision was made in favor of Retail Pro in February 2012 and a formal purchase order was
awarded to them.
Gap Analysis and Requirement mapping
(Mar 2012 -May 2012)
According to the Requirement analysis research conducted earlier, one common RA document was
designed to address the business needs of all the brands at one platform. The compiled RA
document recorded business requirements under different heads like POS, Warehouse operations,
Users rights etc. This document was then handed over to the vendor, who provided feedback to us
with all sorts of gap checks stating their remarks against each requirement captured in our RA
document. Remarks comprised of how a certain business requirement would be catered to in Retail
Pro, which requirements required customizations and suggested the industry’s best practices for
carrying out certain retail/WH operations.
Product definition for all brands
(June 2012 – July 2012)
New product definitions were devised for all nine brands with a constant liaison with the brand
heads. These were designed by keeping in mind the reporting needs of all the brands. Also, Retail
Pro has its own way of defining a product by classifying it into three levels; Department, Class and
8. Sub-class. This was a great challenge and took the brands a lot of time to come down to one final
format of product definition for each. It was successfully done and as of today, all old and new
product entries into Retail Pro are being made as per these new definitions.
8
Data Entry
(July 2012 onwards)
A new, centralized data entry team within the MIS team was brought into existence. Its core
responsibility was to enter and maintain data relevant to the new retail management system. This
would include unique product codes, adjustment on quantity and price changes, employee code
creation, associates creation and periodic data cleansing activities.
This ensured data integrity and avoided redundancies.
Backend Infrastructure Deployment (Data Center)
(March 2012 – July 2012)
The new hardware requirement and its operating system were provided to the MIS. The initial
requirement given was for a couple of Quad Processor and dual processor Servers. But after talking
to various hardware brands, it was decided that the company should go ahead with the state-of-the-art
technology i.e. blade servers with SAN, and use boot from SAN technology, which was configured
with various RAID Arrays for its reliability. Keeping this in view, after a swift competition amongst
top Server brands, IBM Blade center-H along with its SAN was decided, and procured for the
requirement in March 2012. However, the equipment delivery was completed in June 2012. Hence,
a new data-center was brought into existence and the procured equipment was staged and
configured in the month of June and July.
For the warehouse processes, IBM severs were placed in each warehouse location, which would
facilitate its respective users from local databases and synchronize their transactions to regional
servers.
9. For redundancy, a recommended backup solution was deployed, which had a three layered backup
strategy. The first copy was placed in the Data Center, the second copy was placed in the remote
location and the third copy was placed in Tape Drive, which was then also moved to the remote
locations.
For the project, the network infrastructure was beefed up especially on the Radio links between
various Sefam facilities and offices. Complete cable revamp was conducted at all major Sefam
locations. All switches were provided with new uplinks, and the old switches were replaced with
Giga switches. Cascading was removed and all locations were moved to Star topology.
9
The figure stated below is indicating the system architecture for central and remote servers.
The Client (POS) end
(May 2012 onwards)
Considering the power conditions in the country, the company decided to use laptops at the POS,
since they can run on their battery for a considerable amount of time. This was deemed as an
innovative idea. Amongst the various laptops tested, the following were shortlisted:
10. 10
Lenovo
Dell
HP
Toshiba
After a strong competition between Dell and HP, the final order was placed to Dell in February
2012.For the POS, Dell laptops were procured and for the Warehouse and data entry system, Dell
PCs were acquired.
Networks and bandwidth
(February 2012)
Sefam’s legacy systems had been running on VPN circuit of 512 mb per shop, but these links were
very vulnerable as they had the tendency to remain down due to the PTCL copper links. It was
decided to use WiFi links for this project; hence a reputable ISP was engaged. This ISP managed to
deploy 40% of the shops, but at this point, it was realized that the WiFi links were not being given a
critical corporate treatment by the vendor. Hence in the middle of the project, the MIS team had to
face a big challenge, to roll back on the on the previous circuits. To deal with the vulnerability of the
legacy VPN circuits, the company had invested in to EVO WiFi devices, and for visibility, the MIS
team had erected the Network Monitoring System (NMS) which started giving real time scenarios of
the shops which did not have connectivity.
Training
(June 2012)
To ensure a smooth and efficient performance on the new software, multiple sessions of training
were provided to different levels of users.
The first round of training commenced on the 9th of June, 2012 and was conducted by the vendor,
System Plus. The training spanned over a period of 10 days. This session was aimed at training the
sales staff and the warehouse staff on using their respective modules. A complete overview of the
new RMS was presented to the attendees complemented with hands on practice of the end users.
11. The second phase of the training session comprised the vendor and the MIS team. The MIS
personnel were given a full hands-on, technical training session which included education on the
creation of POS, setting of POS on the server and multiple support functions.
The third round of training session was provided right before the country wide roll -out. According to
the initial plan, this training was to be conducted individually for each brand but due to the
management’s stern decision on extremely tight deadlines, a combined training was arranged for all
brands. The concept of ‘Train the Trainer’ was established and ‘master trainers’ were developed in
which the vendor and the MIS team trained select persons from the sales staff who in turn trained
the rest of their staff.
11
Challenges
A few challenges faced by the MIS team on remote connectivity during deployment were as follows:
Allowing multiple users to connect on the same server without compromising bandwidth.
Ensure network uptime all time for polling structure.
Test various ECM polling cycles to ensure transfer of documents / inventory and sales data.
Provide remote connectivity to Retail Pro engineers for configurations.
Training provided to approximately 200 functional/operational users within 7 days.
Alternate ISP for Retail Pro Servers to make sure connectivity is available 24/7.
Electricity down age in Data Center; under, over voltage Regulator installation with auto
start generator.
Pilot Project Deployment Strategy
(August 2012 – November 2012)
As a principal course of action for each brand, it was decided that 2 days should be spent at each
brand’s head office deployment, 3 days at its warehouse deployment and 1 day per pilot shop
deployment. Hands-on, end user training was to be conducted at the spot alongside the deployment
at each of these sites.
12. 5 shops from each brand were finalized for the pilot phase and the deployment took place. The new
systems were run in parallel to the legacy systems to compare performance on different metrics and
modules, like move list, promotions, centralized discounts, price controlling, etc.
The pilot phase took place for multiple purposes, primarily to monitor the flow of the retail
management cycle. Each and every step of the new RMS was looked into in great detail and verified
from where it would be originating and ending. The extent to which the business processes were
being catered to in the new systems was also realized.
The data communication process was also observed during this phase, and an individual application
for data transfer and communication, known as the Electronic Communication Manager (ECM) was
installed. The schedule of ECM was tested time and again until it was made sure that the
synchronization between the warehouse, head office and shops was accurate. It was important to
get the schedule working correctly, since otherwise, it would adversely affect the inventory status at
any shop.
Once the data integrity was ensured, focus was laid on the reporting requirements of the brands.
The authenticity and accuracy of the reports within Retail Pro was checked. Further requirements of
the brands were catered to and made available within the reports.
Another important point in the pilot phase was to take the sales data into the existing financial
system, and check its sanity. This was done through data transfer utility from the Retail System to
the financial system.
12
Mega Roll-out
(December 2012 – January 2012)
After the success of the pilot testing phase, it was time for the company to go for a mega roll out.
Due to extremely stringent deadlines given be the directors, a 35 day detailed project deployment
plan was prepared to deploy the remaining 340 POS.A team comprising the MIS department, the
Sales operations (from each brand), the Physical Audit team and the RMS vendor who was at the
back-end operations were put together for this purpose. The plan was divided amongst the three
regions, which were, the Northern, Central and Southern and three different teams were sent to
each region to complete the task. The audit team would visit the shops at night time and perform
13. the stock count, and after their go ahead, the MIS team would visit the shop in the morning, deploy
the systems and decommission legacy system from that shop.
All went according to the plan, and the team was very successfully able to achieve the target of
replacing 340 POS in only 35 days.
13
Richard Kolodynsky, Senior Vice President EMEA/APAC, Retail Pro International, LLC stated:
“For a project of such magnitude, this has been the fastest deployment that Retail Pro has ever
experienced.”
Conclusion
With this project, Sefam has achieved its goal of not only replacing the legacy systems, but also
benefitting through the use of corporate reports, planning, sell ing and traceability. Moreover the
brands have started benefitting with the central controls, like prices, discounts and promotions. This
was never done on such a fast pace before the deployment of our new RMS. The brands have
benefitted on another level of controls on user security and they have a better transparency on sales
and stock values, by which they can achieve an accurate profit and loss statement, thus enabling
better decision making.