I have shown, the importance of implementation of IT system in industry w.r.t. to Supply Chain.

1. IT SYSTEMS OF MARICO Ashish Bansal (ROLL NO.03) NMiMS University,Mumbai - India

3. STRUCTURE OF PRESENTATION Introduction to Marico Supply Chain and Nature of Challenges Faced Initiative Implemented Results and Sustenance COPRA: A SPECIAL FOCUS Other Challenges

6. FINANCIALS

7. MARICO’s SUPPLY CHAIN Raw Material Vendors Direct Distributors Plants RDC Depots Super Distributors Retailer Stockists 33 depots, 37 ASM Areas 6 RDCs Total, > 1100 Slow Moving SKUs/ low vol Secondary Sales Primary Sales

8. SALES & DISTRIBUTION AT MARICO Factory + Subcontractor Distributor Retailer Depot Super Distributor Stockist

9. SUPPLY CHAIN

12. Nature of Challenge faced in FMCG Supply Chain

16. KEY ISSUE - PEAK / MIN SALES RATIO KEY BRAND - AN ILLUSTRATION Peak / Minimum Sales ratio Variation across the year as high as 3:1 (Key Brand)

17. KEY ISSUE - DATA VISIBILITY Lack of Visibility of stocks on a frequent basis even at depot Departmental System for Transactions, No Integration AOG TRACS FAS-Ingress CAFAS MPS PINS EXCEL

18. INTERNAL OPERATIONS VISIBILITY

20. MARKET PLACE VISIBILITY

21. KEY ISSUE - SKEW IN SALES WITHIN MONTH Sales Skew as 10 : 28 : 62 within the month Maximum Sales towards end of month 0 10 20 30 40 50 60 70 1st-10th 11th-20th 21st-31st

22. DISTRIBUTION VISIBILITY

23. SOLUTION IMPLEMENTED - TO TACKLE VISIBILITY Minet BIW ERP ERP, APO, BW - April 2001 MIDAS for Distributors - Nov 2001 Minet :- The face of all the above to users in the field (April 2002) Outcome - Stock visibility of depot and distributor real time MIDAS APO

25. THE VICIOUS CYCLE

26. Solution Adopted for Supply Chain Challenges

32. Impact and Benefits

33. Peak / Minimum Trend : Before Vs After (Key Brand) (Normalized Data) Peak to Minimum ration down from 3 to 1.3 Average sales is same

34. BLOCK SKEW- KEY BRAND IN % MONTH SALES Block wise Skew trend changes from 10:28:62 to 24: 34 : 43

35. DEPOT PLUS DISTRIBUTOR AVERAGE INVENTORY - KEY BRAND IN KL Total Inventory is system is reduced by 1000 KL

36. BENEFITS - IMPROVEMENT IN METRICS

37. VMI BENEFITS REALISED …

40. THE IMPLEMENTATION

42. SAP

43. SAP APO

44. SAP

47. IMPLEMENTATION METHODOLOGY

48. PROJECT EXECUTION

49. CHRONOLOGY SAP APO could not be launched in April because it needed at least one month’s data to asses the impact. MODULE IMPLEMENTATION STARTED WENT LIVE ON SAP R/3 June,2000 April,2001 SNP of SAP APO August,2000 May,2001

50. STRATEGY-DRIVEN METRICS mySAP Business Intelligence System configured to provide information on a real time basis, necessary views to users to perform analysis needed.

52. OPERATIONAL IMPROVEMENTS

53. DEMAND PLANNING

54. DEMAND PLANNING- SAP APO

55. SUPPLY NETWORK PLANNING

56. PLANT SNP in SAP APO

57. DEPOT SNP in SAP APO

58. DEPOT SNP in SAP APO

60. VMI-THE PHILOSOPHY

65. MARICO’S EXTENDED SUPPLY CHAIN SYSTEM

67. MARICO IT SYSTEM - OVERVIEW R3 APO BIW MIDAS MIDAS SD MIDAS USERS MI-Net

68. SOURCING SPENDS AT MARICO

70. NATURE OF CHALLENGE -COPRA

71. NATURE OF CHALLENGE -COPRA

72. NATURE OF CHALLENGE

73. NATURE OF CHALLENGE-COPRA

74. INITIATIVE IMPLEMENTED- COPRA

75. PHYSICAL BUYING PROCESS CHANGE (PHASE -1)

76. SUPPLIER I.T PENETRATION (PHASE-2)

77. E-BUYING : COPRA PORTAL e-marico.com (PHASE -3)

78. COPRA PORTAL: e-marico.com SNAP SHOT SUPPLIER VIEW

79. COPRA PORTAL: e-marico.com SNAP SHOT BUYER VIEW

80. E-BUYING COPRA PORTAL “e-marico.com” (PHASE -3)

81. E-BUYING: VENDOR FEEDBACK

82. BENEFITS: COPRA E-BUYING

83. Thank You