BUSINESS CASES ON PHARMACEUTICAL INDUSTRY                               By,                                     DAVID (112...
WHATS THE NEED OF ERP IN PHARM          INDUSTRY?. Product expansionCompetitive sales conditionsDevelopment of global d...
CASE -1 SUMMARY(PLIVA)The main objective is to present theimpacts of information technology (IT)and enterprise resource pl...
SAP software solutions in PLIVABefore the erp implementation had aclassical transaction information systemwith centralized...
SAP modules were implementedthrough 4 phases:1. phase: 1996-1997 (SAP 3.0)2. phase: 1998-20003. phase: 20014. phase: 2002
1. phase: 1996-1997 (SAP 3.0)•FI-Financials•CO-Controlling• BC-Basis components• UPGRADE 3.0-3.1 H
2. phase: 1998-2000MM- Materials ManagementPP:-Production PlanningQM-Quality ManagementSD-Sales & DistributionWM- Warehous...
Continue……..HR-Human ResourcesUPGRADE SAP 3.1H-4.0B-2000 (JAN)UPGRADE 4.0B-4.6 C 2000 (JULY)
. phase: 2001•PP-PI-Production Planning-Processindustries-extension of PP module• QM module-advanced functionality ofQuali...
4. phase: 2002International roll-out A thorough reviewof the information system according toSAP specifications and standar...
The results achieved by ERP and      BPR projects in PLIVA•reduction of overall inventory by at least  30%, thus increasin...
Continue… reduction in the number of  complaints due to mistakes in  delivery (complaints reduced to a  minimum) reducti...
Continue… secured forecasts of money flows and  planning of available financial resources for a  more rapid execution of ...
THANK UUUU…………
Erp
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Erp

  1. 1. BUSINESS CASES ON PHARMACEUTICAL INDUSTRY By, DAVID (1121107) VIKAS(1121121) JAYANT(1121124) KISHORE(1121125 AKHIL(1121130)
  2. 2. WHATS THE NEED OF ERP IN PHARM INDUSTRY?. Product expansionCompetitive sales conditionsDevelopment of global distribution networksSetter informed customers The orientation of businesses towards satisfying the needscustomer.
  3. 3. CASE -1 SUMMARY(PLIVA)The main objective is to present theimpacts of information technology (IT)and enterprise resource planning(ERP) systems in business processrenovation projects. A case study ofbusiness process reengineeringproject and the implementation of theSAP software solution in PLIVA (PLIVAPharmaceuticals, Inc) is presented
  4. 4. SAP software solutions in PLIVABefore the erp implementation had aclassical transaction information systemwith centralized, hand-entered data.Due to lack of time for development of anew system they adopted the SAP package.The implementation of the SAP solutiontook place in individual phases, with twomodules in the area of costcenteraccounting and profit centeraccountingimplemented in 1997.
  5. 5. SAP modules were implementedthrough 4 phases:1. phase: 1996-1997 (SAP 3.0)2. phase: 1998-20003. phase: 20014. phase: 2002
  6. 6. 1. phase: 1996-1997 (SAP 3.0)•FI-Financials•CO-Controlling• BC-Basis components• UPGRADE 3.0-3.1 H
  7. 7. 2. phase: 1998-2000MM- Materials ManagementPP:-Production PlanningQM-Quality ManagementSD-Sales & DistributionWM- Warehouse Management
  8. 8. Continue……..HR-Human ResourcesUPGRADE SAP 3.1H-4.0B-2000 (JAN)UPGRADE 4.0B-4.6 C 2000 (JULY)
  9. 9. . phase: 2001•PP-PI-Production Planning-Processindustries-extension of PP module• QM module-advanced functionality ofQualitycontrol• PM-Plant Mainteinance
  10. 10. 4. phase: 2002International roll-out A thorough reviewof the information system according toSAP specifications and standards wasalso conducted, and theimplementation of the followingmodules is planned in 2003:•SCM- Supply Chain Management,• BIW- Business InformationWarehouse,• Project Systems, and
  11. 11. The results achieved by ERP and BPR projects in PLIVA•reduction of overall inventory by at least 30%, thus increasing the coefficient of turnover,• reduction of product delivery time to thebuyer from 4 days to 24 hours, reductionof the number of employees by 20-30% in functions where the new system was implemented (redistribution of work
  12. 12. Continue… reduction in the number of complaints due to mistakes in delivery (complaints reduced to a minimum) reduction of time of payment by 30% with the implementation of the buyer’s credit limit better visibility of the ‘workflow systems’ and their coordination,
  13. 13. Continue… secured forecasts of money flows and planning of available financial resources for a more rapid execution of all business processes. better (monthly) production planning (based on market needs and standing inventory) better flexibility of the system with regard to business decisions, well-informed decision making, new quality in planning and forecasting.
  14. 14. THANK UUUU…………

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