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State owned company started in 1976 by the name of Bharat Refineries.

In the business of Oil and Gas extraction and refining Among the first companies to successfully implement ERP in energy sector Fortune 500 company

Stay ahead of the competition in a deregulated environment Replace multiple stand-alone systems Respond to changing business needs with improved and consistent processes Provide real-time, accurate information and improve reporting capabilities Establish an integrated platform for growth

Need for ERP (based on the current business practices, changed or changing environment conditions, and the proposed business strategy). Evaluation of organizations preparedness (issues related to data availability and consistency, process orientation, technical ability of executives, management culture, IT strategy, ability to work in teams, and learning attitude). Implementation (process mapping, gap analysis, process redesign, data creation, pilot implementation, and propagation). Stability, maintenance, and enhancement.

Pre-Acquisition Phase
x Human Resource Readiness x Technology Absorption Readiness x Technology Transfer Readiness

Acquisition Phase
x Choosing the right architecture x Selection of Vendor x Selection of Technology Infrastructure

Implementation Phase
x Quality of delivery x Similarity at all implemented sites

Post Implementation Phase


x Stabilization x Continuous Improvement x Transformation

There is a close relationship between BPR and ERP. Organizations usually have two broad options:
x Conduct a BPR project, select an ERP, and customize it for the proposed BPR. x Adopt an ERP, customize the current processes to the ERP process, and hence achieve a moderate BPR.

Reduced overtime at refineries by 42% Enabled employees to receive compensation for personal leave and travel expenses via payroll Reduced monthly payroll processing time from 8 days to 3 days Gained ability to audit reports, process information, and make retroactive changes Implemented process workflow based on HR organizational structure Reduced cycle times for key business tasks Improved HR operations with intuitive employee selfservice Reduced time for processing payment arrears from 6 months to 10 days Real-time connectivity with all locations