sap utility overvie5).pdf · major discoms run sap er and cis solution –wbsedcl, cspdcl, pspcl,...

Yogesh Seth,

Anupam Garg

SAP India

SAP Utility Overview Innovate with the Power of SAP

2CONFIDENTIAL© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ

SAP Customers – Power Utility

Key Highlights▪ Global Leader for last 12 years as per Gartner Magic Quadrant for Utility Solutions.

▪ All Major Power Generation Companies Run on SAP – NTPC, Maha Genco, AP Genco, TS

Genco, WBPDCL, Tata Power, Adani Power ….35 Plus Customers in Power Generation

▪ Major Transmission Companies Run on SAP - PGCIL, MahaTransco, AP Transco, TS

Transco, Rajasthan Transco, WBSETCL, DTL, HP Transco…

▪ Major Discoms Run SAP ER and CIS Solution – WBSEDCL, CSPDCL, PSPCL, Ap Discoms,

TS Discom, HPSEB, JSEB, GED, MSEDCL, TPDDL, BSES, Torrent Power, Reliance Infra ….

▪ More than 60 Million Power Billing Generated from SAP solution every month.

Andhra

Pradesh

AssamNagaland

Manipur

MizoramTripura

MeghalayaBihar

Chhattisgarh

Haryana

Goa

Delhi

Himachal

Pradesh

Maharashtra

Odisha

Rajasthan

Punjab

Telangana

Uttarakhand

West

Bengal

Sikkim

Arunachal

Pradesh

50 # of Public Utility

(Power) On SAP 60 Million Power

Bills from SAP 15+ Power Discoms using

SAP ERP in India


Few Customer Reference

Power Distribution Utility Customers in India (Implemented SAP ERP)

Public Utility Private Utility


What Is Enterprise Resource Planning – 1 of 3

Power

Procurement to

Settlement

Meter to CashConsumer to

Utility

Asset

Erection to

Maintenance

Procure to Pay Hire to Retire

Finance & Accounting Human Resource Mgmt. Procurement Project Management Stores Mgmt. Customer ManagementAsset Mgmt.

Transformer/Sub Station SCADA/DMS Energy Meter PD/Spot Billing M/C Tools Customer, VendorCustomer Care

Corporate Office Division Office Section Office



Power

Procurement to

Settlement


Utility

Asset

Erection to

Maintenance


Finance & Accounting

Asset Mgmt.

Corporate Office

Human Resource

Mgmt.

Section Office

Customer, Vendor

Project Mgmt.

Procurement

Stores Mgmt.

Transformer / Sub Station

Tools

DB/Manual

Division Office



Power

Procurement to

Settlement


Utility

Asset

Erection to

Maintenance


Finance & Accounting

Corporate Office

Human Resource

Mgmt.

Section Office

Customer, Vendor

Project Mgmt.

Procurement

Stores Mgmt.

Transformer / Sub Station

Tools

DB/Manual

Division Office

Transformer/

Substation

SCADA/

DMS

Energy

Meter

PD/ Spot

billing M/C Tools

Customer

Care

Customer,

Vendor

Finance &

Accounting

Human

Resource Mgmt

Procurement Stores Mgmt Asset Mgmt


Typical Scope of ERP @ Power Distribution Utility

HR Projects MISFinancials Purchasing & Inventory

▪ Employee File

▪ Time Management

▪ Training, skills mapping

▪ Performance Management

▪ Court cases, Grievances

▪ Employee services, Pension,

LTC

▪ Project Planning

▪ Cost Estimates

▪ Project Execution

▪ Monitoring

▪ Vendor Collaboration

▪ Capitalization, Accounting

▪ Business Intelligence

▪ Dashboards

▪ Integration with legacy

applications

▪ General Ledgers

▪ Accounts Payable,

Receivable

▪ Assets Accounting, FAR

▪ Budgets, Controls,

Investments

▪ Payroll, Claims,

Reimbursements

▪ Financial Statements

▪ Masters, Indents, Enquiries

▪ Quotations, E-tendering

▪ Orders, Contracts, Receipts,

Bills passing

▪ Quality, Scrap Disposal

▪ Stores, Transfers, Issues

▪ Vendor Rating, Material

Planning


Benefits

Value Drivers for Selected Areas Benefits SAP Customer Success Proof Points

Project Management

▪ Reduction in project monitoring costs through employee efficiency improvements

▪ Reduction in cost of delays for projects vulnerable to be delayed and exceed

budgets

▪ Energen Utility: Time required for project approval reduced from

2 – 4 weeks to a few hours

▪ Shanghai Electric: 100% improvement in reduction of % of capital projects

exceeding budget. 80% reduction in time to generate project reports

Sourcing, Procurement and Inventory Management

▪ Reduction in procurement spend due to optimized spend on stores, spares and

consumables procured

▪ Reduction in materials, tools and fuel inventory

▪ 5 – 10% improvement in safety stock due to reduction in procurement lead times

▪ Energen Utility: Improvement in PO efficiency by around 50% – 70%

▪ Energy East: Decreased procurement spend by 4 – 6% or $20 – 30 M annually.

Procurement employee productivity improvement by 40% – 50%. Inventory

reduction by 33% resulting in $13 M capital reduction

▪ Shanghai Electric Power: Improved inventory turnover from 2.2 to 4.0

Asset Management and Plant Maintenance

▪ Reduction in maintenance expenses

▪ Reduction in administrative and waiting time during maintenance

▪ Energen Electric Utility: Reduced maintenance cost for mission critical items by

50%; Reduced storeroom costs by 50%

▪ Conectiv Energy: 10–20% reduction in emergency & urgent work orders

Business Support in Finance and Accounting

▪ Improvement in productivity of finance FTEs

▪ Improvement in budgeting, planning & forecasting

▪ Energy East: Finance FTE productivity improvement of 50%

▪ Energen Utility: Reduced financial close cycle by 3 days. Reduced number of

accounting full time equivalents by 5%

Business Support in Human Resource Management

▪ Improvement in productivity due to ESS & MSS

▪ Improvement in productivity of HR employees due to elimination of manual work

▪ Energen Utility: Reduction in number of payroll full time employees by 25%. Ability

to fulfill reporting request improved by 30% – 40%

3%

3%

20%

10%

10%

20%

20%

5%

15%

10%

10%

5%

5%

30%

20%

15%

25%

30%

10%

25%

15%

20%

Note: Analysis is directional in nature; Access to specific data will be required to develop more accurate estimates


Digital Energy Network – Utility Value Map

Utility Specific

Core ERP

User Access

Analytics

Energy Supply Chain

Optimization

Fuel Supply Chain Management

Load Forecasting

Operational Excellence

Predictive Maintenance

Asset Operation and Maintenance

Environment health and Safety

Intelligent Grid

Grid Infrastructure Analytics

Mobility

IT-OT Integration

Consumer Excellence

Metering / Billing / Collection

Smart metering / TOU Billing

Pre-Paid Metering

Call Center

Customer Self-Service (mobile app)

Customer Energy Analysis

Energy Management

Energy Theft Detection

Demand side Management

Energy Audit

Recovery Management

Real time Analytics

Field Force Automation

Onsite Billing

Fiori based User Interface / Mobile Access

Project System

Financial & Management Acctg

HCM

Procurement Inventory Management

Payroll

Quality Management

Employee Self service

Plant Maintenance

Others +++


SAP Contact Center

Next Gen Billing Engine & CRM

Customer

SAP Customer Relationship Management for Utilities

Customer 360 Degree View

Interaction CenterNew Connection

ProcessesCustomer Service

ProcessesOn Spot resolution

Marketing Management

Call Routing IVRS

Multi Channel

Foundation

for Utilities

Consumer Website

and Mobile app

Metering and Device Management Billing and Invoice Collection and Accounting

Technical Data

Management

Installation, Removal,

Replacement

Meter Reading and validations

Device Inspection

Energy Audit

Energy theft Management

Tariff ManagementBilling, Invoicing and Validations

Spot Billing Retrospective

Billing

Pre Paid Metering TOU Billing

Receivable management

Collection, Prompt payment incentive

Dunning and Interest

Reconciliation and Closing

Recovery Management

Payment Gateway integration

Enterprise Mobility

Syclo Work Manager Mobile Platform

Enterprise Analytics

S/4 HANA embedded Analytics

Business Objects reporting / Predictive Analytics


Integrated Utility - IT Road Map

Back End Process(Finance, Controlling,

Procurement, Inventory,

Projects, HR, Payroll, ESS)

Asset

Consumer

Legacy Application

COTS MBC

SCADA, GIS

CRM, Call Ctr, Portal

ADMS

Cons App, Big Data Analytics

Smart Metering,

Load Forecasting,

Field Force Automation

Predictive Maintenance

Manual Process

Basics COTS EAM

IoT - Asset Health Monitoring,

Asset Information Network

Treasury, GRC, Fuel Supply

Chain Mgmnt.

Manual Process

ERP

In Memory DB, OLAP + OLTP,

Cockpit, Embedded Analytics

Digitalization - P2P,

H2R, O2C

IT M

atu

rity

Timelines

NTPC - Success Story –Learnings from Large Project Implementation


‘One NTPC’: Current IT Landscape

Dreams

Claims &

ReimbursementPayroll Roaster

Loan

ManagementTaxation LTC

India Localization

SAP Supplier Relationship Management (E-Tendering / Reverse Auction)

The SAP ERP Packaged Solution for Utilities

SAP XI/NetWeaver Technology

Business Planning and Simulation

SAP Enterprise Portal SAP Business Warehouse

Standardized Processes Across All Locations

Quality

Management

Sales

Management

Human

Resources

Financials &

Controls

Project

Systems

Material

Management

Corporate

Finance Mgmt.

Plant

Maintenance

SAP Modules Localized for

India specific requirementsSAP Modules currently in use Non SAP

Corporate

Project –Site

Subcontractors

Location 1 Location 2 Location 3 Supplier Supplier Supplier

Customers

Harmonized Master Data


The Genesis of Project ‘Lakshya’ @ NTPC

Select the right IT

PartnerPilot Implementation Complete Roll Outs

Define the Business

Strategy

Develop a Supporting IT

Strategy

▪ Evaluate and award the

contract to the best ERP

solution provider

▪ Selected SAP as the IT

platform for NTPC

▪ Awarded the contract to SAP

Consulting & SISL to

implement the project

▪ Implemented the whole suite

of SAP applications across 5

locations

▪ First pilot projects live in 10

months

▪ Rolled out the application to

across the rest of the 25

locations

▪ Organisation restructuring

and business process

reengineering

– Long term business

strategy

– HR Strategy

– IT strategy

▪ Define the IT

strategy/roadmap and select

the right approach

– Home grown

– Best of breed

– Standard off-the shelf

application

Roll Out Completion

Aug 2008

Project Start

May 2006

Pilot Go Live

June 2007

Given the large scale of NTPC’s operations and the complexity of our structure, we wanted to implement a business software

solution that would establish uniform business processes, better decision support and better control over operations.

Mr. T Sankaralingam, Then Chairman and Managing Director, NTPC“”


All Locations Are Successfully Live

S.No Location Actual Go live Date S.No Location Actual Go live Date

1 Faridabad Jun-07

Project

L A K S H Y A

16 Vindhyachal Dec-07

2 Ramagundam Jun-07 17 Korba Feb-08

3 Koldam Jul-07 18 Lucknow RO Feb-08

4 NCR & Engg Jul-07 19 Rihand May-08

5 Corp HQ Aug-07 20 Sipat May-08

6 Hyderabad Aug-07 21 Unchahar May-08

7 Subs. Aug-07 22 Badarpur Jun-08

8 Anta Sep-07 23 Barh Jun-08

9 Gandhar Sep-07 24 Dadri Jun-08

10 Mumbai RO Sep-07 25 Farakka Jul-08

11 Kawas Nov-07 26 Talcher 1 Jul-08

12 Kayamkulam Nov-07 27 Talcher 2 Jul-08

13 Patna RO Nov-07 28 Tanda Jul-08

14 Auraiya Dec-07 29 Kahalgoan Aug-08

15 Simhadri Dec-07 30 Singrauli Aug-08


Project Lakshya: Major Achievements

1

2

3

End to end mapping of all the business process from

Concept to Commissioning stage of a typical Power

Station, using various SAP functionality

Introduction of internal and external (vendor)

Collaboration for various Engineering and non-

engineering activities

Creation and standardization of Engineering

knowledge-base and introduction of

“Building block” concept for re-use of design & shorter

project development time

4

5

6

Implementation of “Fuel management” functionality to

meet the business requirement of capturing, tracking

and handling of data relating to fuel company as well

as the Railways

Energy Billing as per Availability Based Tariff in IS-U

Implementation of ‘Works Bill Processing”

7

8

9

Centralized Payroll and employee self service for all

the 25000 employees across diverse locations

Visible and immediate benefits from e-tendering and

reverse auctions enabled by the SRM platform

NTPC specific enhancements along with work-flows

in Claims and reimbursements, Leave travel

concession (LTC), Loan application


Recognition For Being The Best Run Business

SAP Awards for Customer Excellence for Best-Run Companies

2007 2008


Critical Success Factors @ NTPC

▪ Customer Competence Centre

▪ Communication

▪ Change Management

▪ Sustained Organization Attention

▪ Manage risk of Business Exposure

▪ Project Planning & Monitoring

▪ Resources

▪ Standardization of Processes at Locations

▪ Site Readiness

▪ End user training

▪ Data Management


Involvement of Top Management: A Key Success Factor

Event Activity Management Participation

Project Kick Off OCM Workshop CMD & Directors

PP Phase Organization Climate Assessment CMD, Directors, Functional Heads

BBP Phase Org Structure Mapping In SAP Directors & Functional Heads

BBP Phase Process Walk Through Directors & Functional Heads

ALL Phases SCM Once In 4 Week Directors & Functional Heads

Closure of BBP & RP Management Committee CMD, Directors, Functional Heads

Closure of RP High Level UAT Functional Heads

RP Phase Cut Over Strategy Review Functional Heads & GM of Go Live Location

PGLS Phase Review Go Live Location Progress Directors


Pre Preparation Activities @ NTPC

▪ Fully Functional ERP Team (Functional & Technical)

▪ Visit Key Customers

▪ Initiated Master Data Collection Work – Separate Tender

▪ Initiated Core Team formation Work

▪ Setup ERP Office

▪ Procure Hardware (Development Environment)

▪ Initiated Change Management Activities

▪ Conduct Overview Sessions

– STA’s

– Power Users

– Change Agent

– Pilot Locations

▪ Create As Is documents

▪ Discussion – Single or Multiple Co Code, S Loc stock ……..


Learning's @ NTPC

▪ TTT Model of Training didn't worked

▪ Scope Definition

▪ Synchronization of Solution Design & Data Requirement

▪ Prioritization of Solution Roll out really helped

▪ Monitoring of Project by CMG helped

▪ Avoid conflict of responsibility for Data (Multiple Vendors)

▪ Regular Project Review by separate team

▪ Create Location Champions

▪ Add-on Modules usability

▪ Data Collection for Work Flow

▪ Changes in Policy / Process

▪ Big Bang Approach

▪ Create Pilot Success Story


What UPPCL Should do @ this stage

▪ Formation of Core Team (Team Leads)

▪ Visit few Successful Implementations

▪ Identify Full Core Team

▪ Master Data Collection Work

▪ Initiate OCM activity

▪ Office Setup

▪ Infrastructure Requirements

▪ Development Server (If not part of Tender)

▪ High Level As Is Document

▪ Identify Existing Pain Points

▪ Organization KPI assessment WS

▪ High level process list (Detailing in BBP Phase)

▪ Set up PMO

▪ Conduct ERP Awareness WS

▪ Project Name, Newsletter, Internal Communication


Process

Owners

Project Team – Skilled & Full Time

Project Team Structure

Project Sponsor

Steering Committee

Program Manager

Project Manager - UPPCL

Team LeadTraining

Manager

Integration

Manager

Program & Project Mgr

Team LeadTechnical

TeamBasis Lead

Team

Members

Team

Members

Process

Owners Nominee

Power Users

Change Management Team


Project Team Requirements

Finance HRMaterial

MgmntMaintenance Projects

Technical

TeamPMO

1 Team Lead

1 GL

2 Accounts Payable

1 Accounts Receivables

1 Budgeting

1 Controlling

1 Tax and Commercials

1 Team Lead

1 Organization

Management

1 Personal Management

2 Payroll

1 ESS

1 Training & Recruitment

Part-time PMS

1 Team Lead

2 Corporate Contracts

including eTendering

1 O&M Contracts

2 Inventory and Service

Management

1 Team Lead

3 Team Members

▪ Preventive Maint

▪ Break Down Maint

▪ Tech Objects

▪ Condition Based

Maint

▪ Permits

▪ Predictive Maint

1 Team Lead

2 Project Planning,

Monitoring and Execution

2 Design and Engineering

1 Quality and Inspections

1 Team Lead Basis

1 Team Lead ABAP and

BI

5 Team Members Basis

15 Team Members

ABAP and BI

1 Program Manager

1 Project Manager

1 Integration Manager

3 PMO Office

59Total Team Size

8 7 6 4 6 22 6


ASAP Methodology Overview

1 2 3 4 5

▪ Project organization and

standards

▪ Prepare project charter

▪ Initial project planning

▪ Level 1 training for project

team and Process Owners

▪ Technical requirements

planning

▪ Prepare executive kickoff

meeting

▪ Customer requirements

gathering in interviews

▪ Questionnaires and

models assist to create

the Business Blueprint

▪ Level 2 training

▪ System installation

▪ Management review of

Business Blueprint

▪ Baseline Configuration

▪ Final Configuration/

Integration Test

▪ Design, develop and test

interfaces, reports,

and conversions

▪ Go-live plan

▪ End-user training

▪ Integration, volume and

stress testing

▪ Establish internal help desk

▪ Data migration

▪ Cut-over to productive

environment

▪ Application support

▪ Verify accuracy of

productive system

▪ Measurement of

business benefits

Project Preparation Business Blueprint Realization Final Preparation Go Live & Support

Continuous change


Phase Wise Activities for Core Team

Realization Final Preparation Post Go Live SupportPreparation Business Blueprint

▪ Basic Configuration and Unit

Testing

▪ Integration Scenario

preparation

▪ Testing of critical

Developments

▪ Testing of Upload and Data

Migration program

▪ Data Migration Workshops

▪ Authorization data collection

▪ Integration Testing

▪ Issue Resolution and closure

▪ Set up Production

Environment

▪ EUT Content Finalization

▪ Project Review and

Monitoring

▪ Coordinate for EUT

▪ Data Collection and

Validations

▪ Preparation for Cut Over

▪ Authorization Profile creation

and Allocation

▪ EUT for all Users

▪ Move Requests to PRD and

testing in Pre Production

▪ Infrastructure Readiness

▪ Documentation

▪ Help Desk Plan


Monitoring

▪ Operationalize Help Desk

▪ Monitoring and Early Watch

▪ Handholding

▪ Issue Resolution

▪ Enhanced Training Program

▪ Create Roll Out Template


Monitoring

▪ Team Identification

▪ Core Team Training

▪ Infrastructure Planning

▪ First Level Project Plan

▪ Project Charter

▪ Define Process List

▪ KPI Assessment


Monitoring

▪ Explain As Is Process

▪ Evolve Org Structure in SAP

▪ Discuss and Evolve To Be

Process

▪ Process wise Integration

Meeting

▪ Authorization Control

discussion

▪ Review Development Plan

▪ Set Up Development and

QAS system

▪ Discussion around Data

Migration


Monitoring


Core Team Training PlanWeek Date Day Room 1 | Capacity 12 Room 2 | Capacity 12 Room 3 | Capacity 12 Room 4 | Capacity 12 Room 5 | Capacity 12

1 12-Jun-06 M

Financial Accounting

Training

FI Academy (TFIN10)

- Week 1

Plant Maintenance

Training

PM Academy (PLM300,

PLM305) - Week 1

Project System

Training

PS Academy (PLM200,

PLM210) - Week 1

Basis Administration

Training

Basis Academy

(TADM10...)

Week 1

13-Jun-06 T

14-Jun-06 W

15-Jun-06 Th

16-Jun-06 F

2 19-Jun-06 M

I Academy (TFIN10 2

days, AC305 3 days)

- Week 2

PM Academy (PLM310,

PLM315) - Week 2

PS Academy (PLM220,

PLM240) - Week 2

Basis Academy

(...TADM10 2 days,

TADM12… 3 days)

Week 2

20-Jun-06 T

21-Jun-06 W

22-Jun-06 Th

23-Jun-06 F

3 26-Jun-06 MFI Academy (IPS910 3

days) - Week 3PM Academy (PLM316,

PLM320) - Week 3PS Academy (PLM230,

PLM235) - Week 3

Basis Academy

(...TADM12 4 days,

TADM52.. 1 days)

Week 3

27-Jun-06 T

28-Jun-06 W

29-Jun-06 Th

Management Accounting

Training

CO Academy

(TFIN12...) - Week 130-Jun-06 F

4 03-Jul-06 MCO Academy

(...TFIN12 3 days,

TFIN30... 2 day)

- Week 2

Materials

Management - Batch

1 Training

MM Academy

(TSCM50...) - Week 1

Production Planning

Training

PP Academy

(TSCM20) - Week 1IS-U Training

IS-U Academy (IUT110

- 3 days, IUT210 2

days)

04-Jul-06 T

05-Jul-06 W

06-Jul-06 Th

07-Jul-06 F

5 10-Jul-06 MCO Academy

(...TFIN30 - 4 days)

- Week 3

MM Academy

(...TSM50 2 days,

TSCM52... - 3 days)

- Week 2

PP Academy

(TSCM20, TSCM32)

- Week 2

HR Training

HCM Academy

(SAPHR, HR100,

HR110) - Week 1

IS-U Academy (IUT225

- 2 days)11-Jul-06 T

12-Jul-06 W

EHS Training

EHS Academy (EH202

2 days; EH102A 1 day)

- Week 1

13-Jul-06 Th

14-Jul-06 F

6 17-Jul-06 M

Investment Mgmt Training

IM Academy (AC020 2

days, AC040... 3 days)

- Week 1

MM Academy

(...TSCM52... - 4 days)

- Week 3LDM Training

LDM Academy

(PLM100, PLM110)

- Week 1

HCM Academy

(HR305, HR400)

- Week 2

EHS Academy (EH502-

2 days; EH602 - 2

days; EH602A 1 day)

- Week 2

18-Jul-06 T

19-Jul-06 W

20-Jul-06 Th

21-Jul-06 F

7 24-Jul-06 MIM Academy (AC350...

3 days) - Week 2

Sales & Distribution

Training

SD Academy

(TSCM60)

- Week 1

LDM Academy

(PLM112, PLM120)

- Week 2

SRM Training

SRM Academy

(TSRM10)

Week 1

25-Jul-06 T

26-Jul-06 W

27-Jul-06 Th

28-Jul-06 F

8 31-Jul-06 M

Quality Management

Training

QM Academy

(PLM400, PLM405)

- Week 1

SD Academy

(TSCM62)

- Week 2

LDM Academy

(PLM150) - Week 2

CFM Training

CFM Academy (FS100,

FS110)

- Week 1

01-Aug-06 T

02-Aug-06 W

Sol. Mgr Solution Manager /

ASAP methodology

Training - SMI210 -

Track 1

03-Aug-06 Th

04-Aug-06 F

9 07-Aug-06 M

QM Academy

(PLM410, PLM415,

LO750) - Week 2

Sol. MgrCFM Academy (FS111,

FS112)

- Week 2

08-Aug-06 T

09-Aug-06 W

Sol. Mgr

Solution Manager /

ASAP methodology

Training - SMI210 -

Track 1

10-Aug-06 Th

11-Aug-06 F

APDISCOMs – Journey to Business

Excellence with SAP ERP

Reaching Levels of Business Excellence

with Project ASCEND


The Genesis of Project ‘ASCEND’

Select the right IT Partner

▪ Evaluate and award the contract to

the best ERP solution provider

▪ Selected SAP as the IT platform

Roll Out

▪ Rolled out the application across all

the four DISCOMs

Define the Business Strategy

▪ Business process reengineering

▪ Long term business strategy

▪ IT strategy

Develop a Supporting IT

Strategy

▪ Define the IT strategy/roadmap and

select the right approach

– Home grown

– Best of breed

– Standard off-the shelf application

Project Start

April 2009

Project Go Live

April/May 2010

10 April 2009

Project Kicked off

5 April 2010

Go Live APCPDCL, APNPDCL and APEPDCL

5 May 2010

Go Live at APSPDCL


ASCEND: SAP Solution ImplementedPhase 1

▪ Financials and Controlling

▪ Funds Management

▪ Investment Management

▪ Procurement &Logistics

▪ Plant Maintenance

▪ Project System

▪ HR & Payroll

▪ BW – Analytics & Reports

▪ Enterprise portal – ESS

▪ Governance Risk & Compliance (GRC) – Access Control


Business Value Unlocked – Key Benefits Achieved (1/3)

Area of Business Benefits Achieved

Finance and Accounting

▪ Improved financial accounting, which would translate into efficient financial book closure

▪ Seamless reconciliation and improved accounting efficiency

▪ Automation of Letter of Credit and Letter of Advice process for payments from Circle and Division

levels. This reduced manual efforts, reconciliation, faster process and tighter controls and more

transparency

▪ Access to up-to-date cost records

▪ System-enforced consistency in adherence to policies/ std. procedures across all locations

Human Resource

▪ Improved employee satisfaction due to automation of key HR processes

▪ Creation of centralized employee skill database

▪ Use of Roster Functionality to monitor reservation policies at sub category levels

▪ Reduction in manual efforts around the areas of employee data management, expense management

and claims management




Procurement

▪ Automatic annual R&M cost requirement consolidation at Division and Circle

▪ Stock visibility up to sub division level

▪ Tendering process with system generated automated price comparison reports

▪ Automatic Tax calculations based on Tax codes.

▪ End to end Sub contracting process for Pole manufacturing

▪ Integration with maintenance and projects for initiating RFQs directly from WBS or maintenance

orders

Power Procurement

(APPCC)

▪ The process of power purchase from APTRANSCO, and inter DISCOM power purchase and related

transactions are now maintained in SAP leading to reduction in manual and error prone processes

▪ DISCOM wise trial balance of power procurement can be directly downloaded from the SAP system,

which is used in reconciliation meeting with APTRANSCO. This has improved the process of

reconciliation, reduced disputes with APTRANSC and reduced preparation work for the reconciliation

meetings




Enterprise Asset

Management/ Plant

Maintenance

▪ 100% cost booking for manpower and materials during maintenance works resulting in generation of

equipment wise cost history

▪ Reduced efforts in creating indent for spares and consumables. Maintenance executives take 5 – 10

mins to create the indents

▪ Financial vetting of indents take few minutes against earlier case of days and weeks

▪ Complete visibility into asset maintenance history and spare parts movement

▪ Reduced efforts in managing preventive maintenance schedules

▪ Improved work permit process flow with permits getting directly printed through the system

Projects

▪ Multiple level of workflow based approvals for project estimates

▪ Ability to undertake estimation and re-estimation for project works by circle and division level reducing

the overall process duration for such work from an average of 10 days to 1 day

▪ Improved transparency and control in project estimation and budgeting

▪ Integration of project systems with procurement resulted in automatic generation of indents against

WBS leading to substantial reduction in manual efforts

▪ Effective monitoring of projects during execution through automated reports around plan vs. actual

physical progress and cost incurred


ASCEND: Project Challenges

Project Challenges

▪ Geographically Dispersed Team locations

▪ Satisfied all the requirements of all 4 DISCOMS

▪ Availability of Core team is a big Challenge

▪ Unavailability of a formal PMO

What went Well

▪ Senior Management Commitment and Support.

▪ Proactive and Excellent Support from Core

team during Data Migration.


Facts About APDISCOMs (Central, Eastern, Southern and Northern) – PS

Work Orders

DetailsAPCPDCL (Central

DISCOM)

APEPDCL (Eastern

DISCOM)

APSPDCL (Southern

DISCOM)

APNPDCL (Northern

DISCOM)

No. Of Work Orders

Uploaded.35,890 36,318 31,957 12,292

New Work Orders Created in

ECC 6.020,109 8,742 5,640 5,758

No of Work Orders under

Execution40,879 35,740 36930 14,417

Thank you.

sap utility overvie5).pdf · major discoms run sap er and cis solution –wbsedcl, cspdcl, pspcl,...

Documents