SAP Case Studies: Eco-friendly energy company taps ERP

A player in the energy sector, Suzlon Energy deals in alternative energy—wind power to be precise. It operates across multiple locations where wind energy is available to be tapped. Integrating information across these remote energy generating sites is essential for the company. It has deployed SAP ERP to integrate information from different sites and streamline business processes across the company.

The company was using a legacy system developed in Visual Basic, which did not integrate information from remote locations. Sometimes in order to establish its operations and wind turbines Suzlon wanted to put together information pertaining to project planning and procurement of materials while establishing a particular site. For instance a large number of cranes were required to carry material to a proposed site. In case of a failure near a remote site, work at the site used to slow down and affect project completion cycle time if the information of the breakdown was not generated almost immediately.

Moreover information pertaining to the maintenance of existing sites, for instance the amount of electricity being generated by each site, was also not available on a real time basis. In certain places there was no integration as the information had to be sent in the form of manual sheets and it was a cumbersome process to compiling the data. This manual data then had to be integrated with the data collected from other sites. The company has its machines installed at some 228 locations across the country, which includes remote sites like Satara—-where the machines are situated near a plateau.

At the same time the company was growing and expanding the number of sites on a regular basis. It also wanted to go public. Dr VV Rao, group head IT, Suzlon Group explains, “Due to the legacy system with no proper integration of information across departments and remote locations there was a total disconnect between different sites, the corporate headquarters and branches which was becoming a big hassle for the management of the company. This problem manifested across different functions and resulted in delays.” Closing books and generating financial statements was taking an unacceptably long time. Accounts were not being closed as per the scheduled dates due to inaccuracies in the data and also because there was no information integration. The management did not have real-time information on inventory or cash flows.

There was a strong push towards adopting a standardised ERP package to meet these challenges. Suzlon Energy began an evaluation exercise to evaluate different ERP packages. SAP, Oracle and IFS were evaluated during the evaluation exercise. At the end of the evaluation process Suzlon decided to go ahead with SAP. Rao says, “We were looking for better project management capabilities and a long product road map, which SAP was giving us. Additionally SAP Labs keeps on bringing new innovations and most importantly SAP software is inclined towards the Indian Taxation system which no other system offers. Suzlon felt that the SAP package was offering better bandwidth utilisation when compared to other packages.”

A complex implementation

The scope of the implementation can be gauged by the fact that a total of 172 people including the implementation team from IBM Global Services were involved in the process. Suzlon Energy purchased a complete suite of modules of SAP ERP 4.7 with modules such as Finance and Control, Sales and Distribution, Materials Management, Sales and Distribution, Project Management, Plant Maintenance and Quality Management, HRM, Training and Event Management, Customer Service, PLM Management, CRM and Business Intelligence. Rao says, “We chose IBM Global Services as the implementation partner due to its expertise in handling complex implementations spanning multiple locations.”

The company incorporated the best practices of the solution as it is and to ensure manageability of the solution in the long run avoiding extensive customisation for this reason. The implementation exercise, which began in May 2004, was completed in November 2004 with a simultaneous rollout of SAP ERP at 228 sites. Over time the rollout of ERP is extended to new sites. The company is using around 900 user licenses of SAP and the project cost has been estimated to be around Rs 4.5 crores including the cost of the package, hardware, implementation cost and training. Rao says, “There was total support from the management and we had realised that there was no way we could grow without an integrated system that gave sufficient impetus and drive to all concerned.”

Snapshot
The Company	Suzlon Energy is a wind energy systems and solutions company
The Solution	SAP ERP R/3 4.7. It recently migrated to SAP ECC 6.0
Operating System	AIX
Database	Oracle 9i
Servers	IBM pSeries p650 dual processor as development server
Modules Implemented	Finance and Control, Sales and Distribution, Materials Management, Sales and Distribution, Project Management, Plant Maintenance and Quality Management, HRM, Training and Event Management, Customer Service, PLM Management, CRM and Business Intelligence
Cost of the project	Rs 4.5 crores including cost of the package and the hardware along with the implementation and training.
Implementation Partner	IBM Global Services
User Licenses	900 user licenses

Smoother financial operations

Ever since the ERP package went live information integration is complete and it is readily available in real time. The ERP package has also improved financial processes as the official financial balance sheet incorporating data from all the sites is ready by March 31st. Earlier a lot of manual data had to be compiled from different sites and it used to delay the closing of accounts.

After the ERP deployment, financial planning has improved considerably. Rao says, “Projects are planned much better as the errors are detected immediately and can be rectified almost in real time. The package has also led to better project management as any project related information can be passed on to the concerned site office and if any case of delays in procurement of project related equipment or delay in execution of any project related work it can be immediately passed on to the site office through the ERP system.” With all this information proactive action can be taken to tackle situations.

Suzlon Energy has also been able to have a business process simulation analysis through the ERP package and is able to analyse the impact that a strategic decision will have on its business. For instance if a particular project site is changed then it can gauge what impact it will have on the energy generation capabilities of that site and in turn the energy generation capabilities of that particular zone. Suzlon Energy also has a single window interface; the package has helped the company in generating 324 important parameters related to its business and sites on a single screen. The ERP system has also resulted in better inventory management and invoicing is integrated with the rest of the processes and a change is immediately reflected in the system and invoice verification has become streamlined. This has led to faster completion and maintenance of projects and has paved the way for the steady growth of the company.

Reference: http://www.expresscomputeronline.com

Also, visit: www.delphicomputech.com

For other inquiries, you can always reach me on: brijesh@delphicomputech.com

SAP case studies: Total transparency in textiles

Gujarat Heavy Chemicals Ltd or GHCL is into two primary verticals namely Home Textiles and Chemicals (Soda Ash). It implemented mySAP ERP to automate and streamline its transactional systems and supply chain.

In 2006, GHCL had successfully set-up a new Home Textiles manufacturing unit in Vapi located in the Bhilad district of Gujarat. The unit has a production capacity of 1.25 lakh meters per day. Being a green-field set-up, GHCL wanted to implement ERP for automating the operational processes. The macro objective for implementing SAP was to achieve integration between the various businesses within GHCL and to provide support for decision-making across all levels.

The manufacturing of home textiles is a complicated process that required coordinated planning, scheduling and monitoring at each stage of production. It starts with basic yarn weaving, goes through spinning followed by dyeing and printing. It is then cut and sewed as per the customer’s instructions before it is packed and shipped to the concerned customer. Chandan Sinha, CIO, GHCL Ltd, said, “Our home textile manufacturing goes through a complex procedure right from preparing the Bill of Materials (BOM), to procurement of materials to manufacturing. 50-60% of our business profitability was dependent on grey fabric manufacturing.”

Another complex procedure in manufacturing grey fabric is production planning where the grey fabric is routed from machines to dyeing to printing. The company had to carefully plan its production so that machines were fully utilized and that production was done in the least amount of time.

Similarly, in the cut and sew stage grey fabric had to be kept in such a way so that the company got the maximum length of table cloths, curtains and bed sheets from its fabric rolls.

The problem

Sinha said, “We were using spreadsheets (Excel) to manage all five stages of grey fabric manufacturing, which did not provide any real-time data regarding our business operations because of which we were unable to take decisions quickly and this was affecting our growth plans.”

Procurement (material resource planning for inventory for BOM) was again a complex process. GHCL was sourcing many raw materials, spare parts and chemicals and it did not know the exact status of raw materials procured in the absence of real-time data. Getting a fix on total consumption of raw materials annually was a difficult task as one had to go through a number of files. Sinha said, “We couldn’t locate certain chemicals, raw materials and finished goods inside the plant. To search 500 rolls it used to take two-three days. We saw our inventory load swelling and it started blocking our cash flow.”

Further GHCL’s challenge was to track the Work-in-Progress against a Sales Order at the various production stages of Weaving, Processing, Cut-Sew, Packaging and Shipment. This was again done using Excel sheets.

In the absence of real-time data, generating MIS reports on monthly stocks, quality, product planning and BOM used to take a lot of time. GHCL had to download the Excel files and physically do the consolidation of procurement, inventory, production planning and financial accounting, which was a cumbersome and resource intensive procedure. Tally was used for accounting and closure of books.

The non-availability of business data across its supply chain led to an increasing inventory load. Sinha said, “There was a lot of inventory in our warehouse and goods in transit between plants. Keeping track of inventories was difficult and this was blocking revenues.” He added that sales revenues and sales dispatch were getting delayed due to improper information flow. “We wanted to have an integrated solution across all business areas and online information tracking.” Monitoring and control checks were absent, which used to lead to a situation of overstocking or stock-out, machine breakdowns etc.

In the textile business, activities such as costing and getting the Bill of Materials (BOM) in place have to be perfect. If you have these two critical aspects mapped correctly in the system, then you can achieve about 85-90% accuracy. GHCL wanted an ERP system that would automate and streamline its transactional systems as well material resource planning, manufacturing and dispatch.

Raman Chopra, CFO, Textile India unit, GHCL, added, “We are basically an end-to-end textile manufacturing company—from manufacturing of yarn, finished fabric, global sourcing and retail and have operations in India and abroad. Since the plant was new, we wanted to automate the processes right from the beginning and bring in a lot of process discipline. One of our aims was also to have lean and competent manpower resources in place to achieve the desired economies of scale.”

GHCL fully understood that centralized management of business operations across the entire value chain and optimization of key business processes would be imperative in a fast-changing business scenario. Its strategic decision to select SAP’s ERP solution was deemed the right business-fit and suitable across all types of business verticals.

Sinha said, “The new talent that we hired for our Vapi plant came from a SAP background and they were finding it extremely difficult to deal with multitudes of Excel sheets. They had solid exposure in working with automated, up-to-date systems. Hence, I thought that it would make business sense to use SAP ERP as it would speed up the deployment and would not require training.” He sold the idea of having a standard automated system such as SAP ERP to his Managing Director, R. S. Jalan and CFO Raman Chopra. They were both pro-IT and, as they believed in automated systems for process improvement, they approved the project.

“GHCL is a growing company having businesses in various industrial verticals, both within India and abroad. SAP offers one of the best fit solutions that would allow us to implement a homogeneous platform across all the business verticals of GHCL and achieve overall integration,” said Sinha. Earlier, since the company had only the Vapi unit, it was contemplating opting for some home-grown applications and then gradually moving to a high-end ERP solution. But once the acquisitions (it acquired a new plant in Madurai) firmed up and retail integration became a requirement, GHCL decided that it needed a globally proven ERP solution and selected SAP.

The deciding factors were the simplicity of the SAP architecture, loading, the integration that would be possible etc.

A seamless implementation

GHCL chose OBT Global Pvt. Ltd., (later acquired by Zensar Technologies) as its implementation partner to implement mySAP ERP ECC 6.0 at its Vapi plant. The GHCL IT team was convinced that OBT had the right domain knowledge, could custom-build various textile-specific applications and had the experience of having carried out similar implementations in some well-known companies in the Indian textile industry. To address all the core areas of its business process, GHCL implemented FI, CO,MM, PP, QM, SD and OBT Global's own module EMS (Export Management System). OBT global provided overall program management, scope and design, build and test, business process alignment, system data conversion, organizational rollout, communication, training and ongoing application management support.

The GHCL steering committee was involved with the technical evaluation and vendor selection criteria from July 2006. A Project Team was formalized consisting of steering committee, functional users, consulting agency, end users and IT support. The team had 24 members with 18 dedicated to the project on a full time basis. The team was in place by September 2006. The formal order to implement SAP was given in October 2006. GHCL took the big-bang approach for implementation and took six months to complete it. The project went live on 1st March 2007. Sinha added, “Though we went live in 2007, it was only in mid-2009 that our systems stabilized and we achieved 85% of the MIS requirement.”

In the first phase, GHCL implemented Sales & Distribution, Materials Management, Production Planning, Quality Management, Finance and Costing modules. SAP modules are basically accessed by all hierarchies. For instance, there are 50 users at the Vapi unit.

Synopsis of the ERP deployment at GHCL
Solution deployed	mySAP ERP ECC 6.0
User licenses	50 concurrent licenses
Production Server	IBM p550 2.1GHz dual Power processor with 8 GB memory and 800 GB hard disk
Application server	IBM p520 server with 24 GB memory
Quality & development server	IBM p520 (2 x 2.1 GHz) with 8 x 146 GB hard disk and 8 GB memory
Operating System	AIX 5.3 V
Database	Oracle 10.2
Cost of the project	Rs. 4 crores including license, hardware, software and implementation costs

Total transparency in operations

There is coordinated planning, scheduling and monitoring at each stage of the production of grey fabric. With an intelligent information system in place, tracking the Work-in-Progress against a Sales Order at the various production stages of weaving, processing, cut-sew, packaging and shipment which was challenging earlier has now been adequately addressed. Sinha explained, “mySAP has allowed us to centralize information to be entered into the system for the correct and accurate flow of information across various departments such as sales, material management, production planning and finance and costing.”

GHCL has seen a clear improvement in tracking work-in-progress. The mySAP ERP system tracks right from incoming raw material till outgoing finished goods with thorough quality approval. Raw materials received, quality parameters recorded and vendor-wise date details are available instantaneously at the click of a button. Sinha added, “With this automated system (mySAP) the moment we receive a PO, all the processes involved get released directly from the system and there is no running around to get the details of inventories, stocks, production planning, machine scheduling and the like.”

Materials issued by the stores dept and the same consumed by the shop floor are readily available at any point of time and there is accurate tracking. For example, online material consumption for all the material in any department at the plant level can be visualized, checked and monitored. Department-wise production plans for a given sales order are readily available for that time period. The daily production report is directly generated from mySAP ERP. The same is being retrieved from the production confirmation against machines in all departments. Further, the production status of any sales order can be visualized at any moment with regards to production order quantity issued, produced and percentage completion of that process or department.

Sinha added that online availability of information meant that it was available to the top management at anytime via VPN connectivity.

Earlier, getting a fix on product costing was a complex process and the company never got it right. For example, when it used to get a PO from a customer, it used to spend at least 15-20 days looking into Excel sheets to get the product costing and quote a price (to the customer) and in the process the figures would deviate from the actual ones. Today, as soon as the PO is entered into mySAP, the company gets the product costing and BOM with a few clicks.

Similarly, lead time from sourcing of raw materials to production has decreased significantly. GHCL gets a consolidated view of its annual consumption of all types of raw materials and gets better pricing through reverse auction.

Sinha said, “Since we have total transparency into our business process, we have reduced our inventory carrying costs by 40%. Additionally, we can now know exactly how old our inventory is, quantities of raw materials and their whereabouts etc.”

Sinha informed that GHCL is also planning to nurture its retail business, (referred to as Rosebys stores) with 65 stores across India. He said that since the economies of scale do not demand integrating mySAP into its retail chain, the company continues to use a legacy ERP system.

Reference: http://www.expresscomputeronline.com 

For other inquiries  or details you can always reach me on brijesh@delphicomputech.com

SAP IMPLEMENTATION PROCESSES

Project preparation

The project preparation phase, depicted below, focuses at two main activities, i.e. to make a setup for the TSO and to define a solutionvision. These activities allow an organization to put in on the right track towards implementation.

Design and initially staff the SAP TSO

The first major step of the project preparation phase is to design and initially staff an SAP technical support organization (TSO), which is the organization that is charged with addressing, designing, implementing and supporting the SAP solution. This can be programmers, project management, database administrators, test teams, etc. At this point, the focus should be at staffing the key positions of the TSO, e.g. the high-level project team and SAP professionals like the senior database administrator and the solution architect. Next to that, this is the time to make decisions about choosing for internal staff members or external consultants.

Craft solution vision

The second project preparation job is to define a so-called solution vision, i.e. a vision of the future-state of the SAP solution, where it is important to address both business and financial requirements (budgets). The main focus within the vision should be on the company’score business and how the SAP solution will better enable that core business to be successful. Next to that, the shortcomings of the current systems should be described and short but clear requirements should be provided regarding availability (uptime), security, manageability and scalability of the SAP system.

Sizing and blueprinting

The next phase is often referred to as the sizing and blueprinting phase and forms the main chunk of the implementation process. The phase is illustrated below.

Perform cost of ownership analysis

This phase starts with performing a total cost of ownership analysis (TCO analysis) to determine how to get the best business solution at the lowest costs. This means to compare SAP solution stack options and alternatives and then determine what costs each part of the stack will bring and when these costs will be incurred. Parts of the stack are for example the hardware, operating system anddatabase, which form the acquisition costs. Next to that, there should be taken a look at recurring costs like maintenance costs anddowntime costs. Instead of performing a complete TCO analysis for various solution stack alternatives that would like to compare, it can be wise just to do a so-called delta analysis, where only the differences between solutions (stacks) are identified and analyzed. 

Identify high availability and disaster recovery requirements

The next step is identifying the high availability requirements and the more serious disaster recovery requirements. This is to plan what to do with later downtime of the SAP system, caused by e.g. hardware failures, application failures or power outages. It should be noted that it is very important to calculate the cost of downtime, so that an organization has a good idea of its actual availability requirements.

Engage SAP solution stack vendors

A true sizing process is to engage the SAP solution stack vendors, which is the next step. This means selecting the best SAPhardware and software technology partners for all layers and components of the solution stack, based on a side-by-side sizing comparison. The most important factors that are of influence here are the estimated numbers of (concurrent) users and batch sizes. A wise thing to do is to involve SAP AG itself to let them create a sizing proposal stating the advised solution stack, before moving to SAP’s technology partners/SAP vendors, like Accenture, HP and IBM. 

Staff TSO

The TSO (Technical Support Organisation) is the most important resource for an organization that is implementing SAP, so staffing the TSO is a vital job which can consume a lot of time. In a previous phase, the organization should already have staffed the most vital positions. At this point the organization should staff the bulk of the TSO, i.e. fill the positions that directly support the near-term objectives of the implementation, which are to develop and begin the installation/implementation of the SAP data center. Examples are: data center experts, network infrastructure experts, security specialists and database administration experts.

There are many ways to find the right people within or outside the organization for all of the TSO positions and it depends on the organization how much time it wants to spend on staffing.

Training

One of the most vital stages of the implementation process is training. Very few people within an organization are SAP experts or even have worked with SAP software. It is therefore very important to train the end users but especially the SAP TSO: the people who design and implement the solution. Many people within the TSO need all kinds of training. Some examples of these positions:

§  SAP Network Specialists

§  SAP Database Administrators

§  SAP Security specialists

§  Documentation specialists

§  Et cetera

All of these people need to acquire the required SAP knowledge and skills or even SAP certifications through training. Moreover, people need to learn to do business in a totally new way. To define how much SAP training every person needs, a company can make use of a skillset matrix. With this matrix, a manager can identify who possesses what knowledge, to manage and plan training, by defining the height of expertise with a number between e.g. 1 and 4 for each skill for each employee.

Setup SAP data center

The next step is to set up the SAP data center. This means either building a new data center facility or transforming the current data center into a foundation capable of supporting the SAP solution stack, i.e. all of the technology layers and components (SAP software products) in a productive SAP installation. The most important factor when designing the data center is availability. The high availability and disaster recovery requirements which should have been defined earlier, give a good idea of the required data center requirements to host the SAP software. Data center requirements can be a:

§  Physical requirement like power requirements

§  Rack requirement

§  Network infrastructure requirement or

§  Requirement to the network server.

Perform installations

The following step is to install the required SAP software parts which are called components and technological foundations like a web application server or enterprise portals, to a state ready for business process configuration. The most vital sub steps are to prepare your OS, prepare the database server and then start installing SAP software. Here it is very important to use installation guides, which are published for each SAP component or technology solution by SAP AG. Examples of SAP components are:

§  R/3 Enterprise — Transaction Processing

§  mySAP BI — Business Information Warehouse

§  mySAP CRM — Customer Relationship Management

§  mySAP KW — Knowledge Warehouse

§  mySAP PLM — Product Lifecycle Management

§  mySAP SCM — Supply Chain Management

§  mySAP SEM — Strategic Enterprise Management

§  mySAP SRM — Supplier Relationship Management

§  mySAP HCM — Human Capital Management

Round out support for SAP

Before moving into the functional development phase, the organization should identify and staff the remaining TSO roles, e.g. roles that relate to helpdesk work and other such support providing work.

Functional development

The next phase is the functional development phase, where it is all about change management and testing. This phase is depicted below.

Address change management

The next challenge for an organization is all about change management / change control, which means to develop a planned approach to the changes the organization faces. The objective here is to maximize the collective efforts of all people involved in the change and to minimize the risk of failure of implementing the changes related to the SAP implementation.

The implementation of SAP software will most surely come with many changes and an organization can expect many natural reactions, i.e. denial, to these changes. To fight this, it is most important to create a solid project team dedicated to change management and to communicate the solution vision and goals of this team. This team should be prepared to handle the many change issues that come from various sources like:

§  End-user requests

§  Operations

§  Data center team

§  DBA group

§  Systems management

SAP systems and operations management

Next thing is to create a foundation for the SAP systems management and SAP computer operations, by creating a SAP operations manual and by evaluating SAP management applications. The manual is a collection of current state system documentation, day-to-day and other regularly scheduled operations tasks, various installation and operations checklists and how-to process documents.

Functional, integration and regression testing

Testing is very important before going live with any system. Before going live with a SAP system, it is vital to do many different kinds of testing, since there is often a large, complex infrastructure of hardware and software involved. Both requirements as well as quality parameters are to be tested. Important types of testing are:

§  Functional testing: to test using functional use cases, i.e. a set of conditions or variables under which a tester will determine if a certain business process works

§  Integration testing

§  Regression testing

All tests should be preceded by creating solid test plans.

Agreements will be met. This can be done with SAP’s standard application benchmarks, to benchmark the organization’s configurations against configurations that have been tested by SAP’s hardware technology partners. Again, a test plan should be created at first.

Final preparation

Prepare for cutover

The final phase before going live with SAP is often referred to as the cutover phase, which is the process of transitioning from one system to a new one. The organization needs to plan, prepare and execute the cutover, by creating a cutover plan that describes all cutover tasks that have to be performed before the actual go-live. Examples of cutover tasks are:

§  Review and update all systems-related operations procedures like backup policies and system monitoring

§  Assign ownership of SAP’s functional processes to individuals

§  Let SAP AG do a GoingLive check, to get their blessing to go live with the system

§  Lock down the system, i.e. do not make any more changes to the SAP system

Go live

All of the previously described phases all lead towards this final moment: the go-live. Go-live means to turn on the SAP system for the end-users and to obtain feedback on the solution and to monitor the solution. It is also the moment where product software adoption comes into play. More information on this topic:

§  Product Software Adoption: Big Bang Adoption

§  Product Software Adoption: Parallel Adoption

§  Product Software Adoption: Phased Adoption

*From the reference of wikipedia.org

Accounting in SAP Solution Maps

The SAP Solution Maps are designed to serve as a tool for visualizing, planning, and implementing comprehensive industry-specific information technology solutions. They achieve this by:

-Documenting the major processes and functions within an industry that require information technology support ( including all accounting functions )
-Identifying the SAP and SAP partner products that provide this support
-Describing the availability of these products.

SAP currently provides solution maps of 19 different industries. Each solution Map describes both industry-specific functions ( such as production and logistics in the chemical Industry) and more generic processes ( such as Controlling and Human Resource Management) that are used in all industries. Accordingly, accounting is a component of all SAP Industry Solutions.

SAP Solution Maps are broken down into two levels to depict these processes- one level that serves as an overview, and a second, more detailed level showing a section of the overview.

Level I gives a broad picture of the major processes with each industry. These are divided up into different categories that represent the critical processes for an industry. The processes from accounting and its sub-components are an integral part of the Industry Solution Maps and are found in the categories " Enterprise Management" and " Business Support".

Further explanations along with SAP Solution Map of different industries will be in our next post. Keep visiting www.delphicomputech.com

And if interested to enroll yourself for SAP courses, you can always write mail to pr@delphicomputech.com.

Delphi Computech to open SAP Education Center in Borivali, Mumbai

SAP India Pvt. Ltd. has authorised Delphi Computech Pvt. Ltd. (Delphi) to open a SAP Education Center in Borivali, Mumbai, its 3^rd in Mumbai and 6^th in India.. The Borivali Center shall impart authorised SAP Certification programs through the online mode.

Delphi is SAP’s Award Winning Education Partner and has trained hundreds of SAP Professionals over the last 6 years. Delphi’s goal revolves around brightening the career of the candidates who enrol here. The company has assisted many SAP Professionals in bootstrapping their careers with various companies across industries in the SAP Ecosystem.

Speaking on the occasion, Kishore Sardesai, Chairman of Delphi Computech says “The opening of Borivali center will give us a great advantage of being present in one of the most rapidly developing areas in the city of Mumbai. Our presence in Mumbai & Navi Mumbai will be complemented by the addition of a third centre here. With three strategically placed centres across Mumbai, the first being in Andheri and Navi Mumbai and now in Borivali , Delphi is in a good spot to cater to the authorised SAP Training needs of professionals looking for knowledge and a definite growth path in the careers". 

Delphi's head-office is in Pune, and other centres are Pimpri and Nasik as well.

Rahul Jain, the vice-president of Delphi Computech says, “Travelling time and a tough local commuting system are important considerations for every Mumbaikar and sometimes people are unable to take the right transport to travel quickly from their homes to educational institutions. With our Borivali centre, Delphi wishes to reduce the travel time and pain of aspirants and give an ease of accessibility to authorised SAP education in the entire Andheri-Borivali-Virar-Vapi section”.

The new centre is expected to be operational from August 2012. To learn more about Delphi and SAP courses,  please visit

www.delphicomputech.com


About Delphi Computech:

Since 1998 Delphi has established itself as a leading brand in India in SAP Education and Consulting. Headquartered in Pune, Delphi operates 6 SAP Education centers across Maharashtra. Delphi is also promoting SAP Education in Universities and colleges across India and the South East Asia. It has a dedicated SAP Resourcing and Placement division.For more information, please visit

www.delphicomputech.com

SAP FI ( General Ledger: 2 )

The R/3 system meets US accounting requirements ( US-GAAP) and international accounting requirements ( IAS ), as well as the legal requirements of over 40 industrialized nations.The FI application component guarantees that these regulations are met, which is an essential requirement for the system's international use.

R/3's integrated systems ensure that accounting data is automatically updated.Business process that occur within logistics, such as goods receipts and shipments, trigger automatic postings, taking into account fiscal and corporate law restrictions.

The availability of a number of accounting-related functions that can be called up via the internet ensures that the R/3 System is effectively integrated in the global market of the internet. The SAP R/3 workflow function helps to define periodically recurring tasks, assign them to the appropriate areas, and ensure deadlines are met.

All business transactions are recorded in the R/3 System according to the document principle.This permits a seamless audit trail from the balance sheet to the individual  documents themselves. Immediately after posting, you can process account displays, totals, and account balances on the screen, as well as analyses of the financial statement.

To satisfy national statutory requirements, the system allows you to use up to three parallel currencies in the ledgers of foreign subsidiaries. Every business transaction is recorded at historical value from local, corporate group, and hard currency perspective. SAP's R/3 system also enables you to comply with European Monetary Union requirements when converting from the local currency and during the dual currency phase.The system provides automatic functions that evaluate foreign currency, reclassify information, and list receivables and payable according to due date. This helps you to prepare annual and monthly closing.

Delphi Computech offers Classroom training and Online training. For more details always visit: www.delphicomputech.com