By Suseela Yesudian
Award profitable case stories concentrating on the expansion of innovation in India.
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Additional resources for India: Acquiring its Way to a Global Footprint
At that stage there were 200–300 users, and, at its peak, the implementation effort involved 65 people of whom 25 were drawn from different functions while the rest were specialists working full time, both from junior and middle levels. In April 2004 the UPL USA and UK (former MTM) operations moved to SAP with ten users each. The Australian (UPL Sydney) and Mexican UPL subsidiaries migrated to SAP in 2005. By then UPL’s international subsidiaries had considerable experience in migrating to SAP and establishing common standards with UPL India.
The growth drivers for the FMCG sector in India included a rise in the disposable incomes due to broad-based economic growth, government initiatives to improve rural incomes through schemes to rejuvenate the agricultural and farming sector, low penetration levels of FMCG products, low per capita consumption of FMCG products, growing organized retail in India, exposure to education and media and aggressive efforts of the part of FMCG companies. 2). 9 Source: Hansa Research and Media Research Users Council (MRUC) – ‘Guide to Indian Markets 2006’.
It was felt that an ERP system was needed to compete in a changing business environment with new markets, increased competition and higher customer expectations. There was also pressure to lower costs across the value chain, expand product/service quality and significantly reduce lead times. It allowed greater focus on inventory reduction/management and to become more responsive to all internal and external customers. The ERP system also helped to efficiently manage business performance across the geographically dispersed global marketplace.