Seradex Manufacturing Software is best suited for manufacturing companies with ten to

five hundred employees that want to grow, become more efficient and improve customer
service. Manufacturing companies in industries ranging from Window manufacturing to
printing are using Seradex ERP to reduce costs, improve productivity, and streamline
business processes. Seradex ERP is utilied to improve customer satisfaction, ship
products on time and reduce costs. !he reliable, flexible and easy"to"use Seradex captures
all your data in one centralied system. #isted below are ERP $ase Studies which outline
how specific companies are deploying ERP software to improve operations.
Seradex administers your customer order management, materials management,
production management, and financial management processes so you stay on trac% with
your business challenges. Whether you are a ma%e"to"order, ma%e"to"stoc% or engineer"
to"order, you can gain real"time visibility over all of your operations with Seradex ERP.
Seradex applications deliver powerful data analysis tools, performance notifications and
rapid access to %ey performance metrics you need to improve the performance of your
business. &ou will get the right information, at the right time.
Seradex includes applications that manage distribution and manufacturing activities as
well as wor%flow, document management, human resources management, customer
relationship management and pro'ect management. Seradex is a revolutionary application
that operates in a Microsoft S(# environment. )t is easy to implement and use and has
the ability to accommodate rapid growth and change re*uirements. Seradex provides
unprecedented levels of organiational visibility, control and measurement.
Read our ERP $ase Studies to see why you get a business partner dedicated to helping
growing manufacturers become more productive and profitable. Seradex manages
material and labor through the manufacturing process, helping you control inventory,
plan purchases and schedule wor%. Seradex is based on Microsoft standards with scalable
database options li%e +ccess, MS,E and MS S(#. &ou can easily import your existing
data, have your system implemented and realie the benefits in a very short time. $lic%
on a company below to get more information
Great Plains Coca-
Cola Bottling
Company
improves
employee
productivity and
enterprise system
reliability with
Lawson Software
and IBM


Published on: 13-Jun-2007
Customer:
Great Plains Coca-Cola Bottling Co.
Deployment country:
United States
IBM Business Partner:
Lawson
Industry:
Consumer Products
Solution:
Enterprise Resource Planning
!er!iew
Stoc"ing !ending machines and soda #ountains in regions o# the southern
United States$ Great Plains Coca-Cola Bottling Compan% &GPCC'
manu#actures$ mar"ets and distributes Coca-Cola products in central and
northeastern "lahoma and northwestern (r"ansas.
Business need: Coca-Cola needed to impro!e )*-deli!ered emplo%ee
ser!ices b% cost-e##ecti!el% moderni+ing the bottler,s
enterprise business s%stems.
Solution: -igrate to Lawson . applications and the Lawson
S%stem /oundation ..0 technolog% plat#orm$ built on
)B- middleware and )B- S%stem i12 technolog%.
Beneits: 3 )mpro!ed emplo%ee e##icienc% and producti!it% 3
Simpler application operation 3 )mpro!ed s%stem
stabilit% and reliabilit%
Case Stud%
Bottlin! an "merican Pastime
Stoc"ing !ending machines and soda #ountains in regions o# the southern
United States$ Great Plains Coca-Cola Bottling Compan% &GPCC'
manu#actures$ mar"ets and distributes Coca-Cola products in central and
northeastern "lahoma and northwestern (r"ansas. 4ead5uartered in
"lahoma Cit%$ the independent bottling compan% operates two production
#acilities and se!en distribution centers through the e##orts o# nearl% 6$100
emplo%ees.
(s the se!enth-largest Coca-Cola bottler in the United States$ GPCC claims
nearl% hal# o# the region,s be!erage mar"et share and dominates
supermar"et shel!es o!er its main ri!al$ Pepsi. *he bottler aggressi!el%
courts school districts and colleges with Coca-Cola brand water$ #ruit 7uices
and sports drin"s to promote health% options #or school-aged children and
%oung adults. Unli"e bottlers owned b% the Coca-Cola Compan%$ independent
bottlers ha!e the #reedom and #le8ibilit% to de!elop and #ollow their own
business practices$ including choosing their own )* plat#orms. Since 6..9$
GPCC has been rel%ing on )B- Business Partner Lawson enterprise so#tware
solutions$ which help businesses in the manu#acturing$
distribution$ maintenance and ser!ice industries to streamline processes$
reduce costs and enhance
business and operational per#ormance.
#$irstin! or Impro%ements
(t the beginning o# its business relationship with Lawson$ GPCC implemented
three o# the Lawson S: Enterprise -anagement S%stem suites;Lawson
4uman Capital -anagement$ Lawson Suppl% Chain -anagement and Lawson
Enterprise /inancial -anagement;on an )B- S%stem i2 plat#orm. Since
the late 6..0s$ GPCC has success#ull% implemented and upgraded se!eral
Lawson modules$ including General Ledger$ (ccounts Pa%able$ (sset
-anagement$ 4uman Resources$ (cti!ities -anagement and Procurement. )n
<o!ember =001$ GPCC became aware that it needed to moderni+e its
Lawson >.=
plat#orm prior to the solution,s decommissioning in -a% =00>. *o gain new
business bene#its and to remain on a Lawson-supported so#tware
architecture$ the compan% needed to migrate to the latest release o# the
Lawson products;Lawson 9.6. GPCC started the process o# upgrading to the
Lawson 9.6 release$ but it learned at the Lawson Con#erence and User
E8change &CUE' in (pril =00? that the Lawson . solutions would be a!ailable
b% the end o# the %ear. /aced with the potential o# managing two upgrades in
such a short time#rame$ the bottler wanted to @s"ip upgradeA directl% to the
Lawson . plat#orm to sa!e time$ minimi+e disruptions to its operations and
eliminate the need to manage two migrations. But to a!oid ris"ing potential
support issues in!ol!ed with the impending decommissioning o# the >.=
release$ the
compan% couldn,t wait #or the Lawson . plat#orm to ma"e its mar"et debut.
(#ter returning #rom CUE$ GPCC e8plained its predicament to Lawson and
e8pressed that it would li"e to be a candidate #or Lawson . applications and
technolog% beta testing on the )B- S%stem i12 plat#orm. Because o# the
positi!e long-term relationship between the companies$ and because the
Coca-Cola bottler le!erages three Lawson
suites$ it was agreed that GPCC would be a per#ect candidate #or the beta-
testing process. @Be were loo"ing #orward to getting the best and brightest
Lawson resources #or the upgrade$A e8pressed
L%dia -urra%$ pro7ect manager #or GPCC.
" Dierent &ind o #aste #est
(s the #irst step o# the beta-testing process$ GPCC upgraded its hardware
plat#orm to the )B- S%stem i1 1=0 running the )B- i1CSD$ Eersion 1.F
operating s%stem to support the latest Lawson release. *he S%stem i1 1=0
pro!ides the bottling compan% with the power and capacit% re5uired to run
all o# the Lawson
S: Enterprise -anagement S%stem suites on a single con#iguration. )ts
main#rame inspired technolog% is rich with ad!anced #eatures and #unctions$
ma"ing it a cost e##ecti!e hardware plat#orm #or Lawson
customers. (nd the i1CS operating en!ironment is #ull% integrated right out
o# the bo8$ so businesses can use their new S%stem i1 plat#orm and their
new applications upon s%stem implementation. Because o# its partnership
with )B-$ Lawson is committed to de!eloping all o# its new solutions on )B-
hardware and
integrating )B- GB=D$ )B- BebSphereD (pplication Ser!er <etwor"
Geplo%ment$ )B- BebSphere Enterprise Ser!ice Bus$ )B- BebSphere -H
and )B- *i!oliD Girector% Ser!er middleware into the
Lawson S%stem /oundation ..0 plat#orm. nce GPCC met the ma7orit% o# the
in#rastructure prere5uisites #or the deplo%ment$ Lawson and )B- spent ten
da%s installing both the Lawson . solution and the #ew remaining
architectural upgrades needed to support it.
Subse5uentl%$ a Lawson training consultant presented an onsite training
course to GPCC,s sta## to trans#er "nowledge about the newest #eatures o#
the latest release. (#ter the installation and training$ GPCC and Lawson
began the beta testing process. *he two companies wor"ed through three
upgrade passes
in 7ust ten wee"s to migrate the bottler,s data and applications to the Lawson
. plat#orm. Guring the passes$ Lawson and GPCC migrated the data$ tested
operational processes;such as adding in!oices$ processing pa%roll and
adding emplo%ees;and per#ormed acceptance testing. (s GPCC encountered
issues during and a#ter the passes$ it would immediatel% report them to
Lawson$ which would in turn pro!ide
onsite assistance and create updates #or the so#tware. /ollowing the
aggressi!e beta-testing
schedule$ the Lawson . solution went li!e on Gecember F$ =00?$ onl% three
months a#ter the pro7ect initiation. *he new plat#orm combines the latest
Lawson technolog% and applications with )B- middleware to present a high
per#ormance$ standards-based$ scalable #oundation to support the Lawson
enterprise suites. E!en a#ter the e8hausti!e testing and with the s%stem in
production$ Lawson still ma"es itsel# a!ailable to GPCC,s sta## to assist with
the Lawson . release con#igurations and new #eatures$ as well
as to tie up an% loose ends or install an% updates that ma% be needed.
-urra% e8plained$ @)t,s been great wor"ing with Lawson and )B- because o#
their pro#essionalism and technical e8pertise.A
S'ippin! to t$e Ban'
B% @s"ip upgradingA to the Lawson . solution$ GPCC sa!ed the USI=10$000 it
ma% ha!e cost;in addition to time and labor resources that ma% ha!e been
spent;to upgrade to the Lawson 9.6 release be#ore the Lawson . release.
*he client loo"s #orward to impro!ed application securit%$ enhanced #le8ibilit%
and a more-e##icient process #or creating roles and securit% classes so that it
can appl% them enterprise wide$ with onl% slight modi#ications. n the
architectural le!el$ the bottler anticipates impro!ed s%stem stabilit%$ better
accurac% and #aster processing time$ which will impro!e emplo%ee
producti!it%.
" Classic Partners$ip
Because Lawson builds and optimi+es its so#tware on )B- hardware and
embeds it with )B- middleware$ the technolog% runs seamlessl% together$
creating the impression that the solution comes #rom one compan%. Bith the
integrated technolog%$ Lawson pro!ides direct support #or the complete
solution$
which simpli#ies communication. @Bhen two companies are in partnership
together$ the% understand each other and the% wor" toward the bene#it o#
the end customerJ. )t,s all in one nice$ neat pac"age$A e8plained -urra%.
Bhen Lawson has an issue with the Lawson . plat#orm in!ol!ing an )B-
solution$ the two companies are dedicated to sol!ing the problem together.
*he% communicate to "eep each other up
to date on the status o# the issue and tr% di##erent troubleshooting methods
to resol!e it as 5uic"l% as possible. *he strong relationship between the two
technolog% leaders ensures that Lawson
customers will recei!e the best possible end-to-end support to "eep their
operations running e##icientl% and smoothl%.
(or more inormation
*o learn more about )B- Business Partner Lawson$ !isit:
ibm.comCsolutionsCLawson
K Cop%right )B- Corporation =00> )B- )SECGlobal Solutions (lliance 6 <ew
rchard Road (rmon"$ <L 6010F-6>== U.S.(. Produced in the United States
o# (merica 0?-0> (ll Rights Reser!ed )B-$ the )B- logo$ GB=$ i1CS$ S%stem
i$ S%stem i1$ *i!oli and BebSphere are trademar"s o# )nternational Business
-achines Corporation in the United States$ other countries or both. ther
compan%$ product and ser!ice names ma% be trademar"s or ser!ice mar"s o#
others. Re#erences in this publication to )B- products or ser!ices do not
impl% that )B- intends to ma"e them a!ailable in all countries in which )B-
operates. *his document is based on in#ormation pro!ided b% Great Plains
Coca-Cola Bottling Compan% and illustrates how one organi+ation uses )B-
and Lawson products. -an% #actors ha!e contributed to the results and
bene#its describedM )B- and Lawson do not guarantee comparable results
elsewhere. CPC00::?-USE<-
Britannia gets
coo!ing with
myS"P #$P and
IBM


Published on: 1)-*o%-200+
@m%S(P ERP applications and )B- technologies allow Britannia to be more
proacti!e$ to do more$ and to impro!e customer satis#action. ur aim is to
ser!e our customers with more #resh products in more places$ so more
people bu% them. Be see S(P and )B- solutions as growth enablers #or the
business$ bringing us closer to customers and enabling us to compete more
e##ecti!el%.A - * S Purushothaman$ Corporate 4ead o# )* S%stems$ Britannia
Customer:
Britannia )ndustries Limited
Deployment country:
)ndia
IBM Business Partner:
S(P
Industry:
Consumer Products
Solution:
Business )ntelligence$ Enterprise Resource Planning$ ptimi+ing
)*$ Suppl% Chain -anagement
!er!iew
( 7oint partnership between the Badia Group and Groupe Ganone$
Bangalore-based Britannia )ndustries emplo%s more than =$?00 people
ma"ing ca"es$ coo"ies and other ba"er% products$ and is the largest
manu#acturer o# biscuits in )ndia. )n recognition o# its !ision and accelerating
graph$ /orbes Global rated Britannia Nne amongst the *op =00 Small
Companies o# the Borld,$ and *he Economic *imes pegged Britannia )ndia,s
=nd -ost *rusted Brand.
Business need: *o compete e##ecti!el%$ Britannia #ound that it was
essential to get sales people out in #ront o# customers
3 %et this isolated them #rom their ordering s%stems.
-anagers wanted to enable remote wor"ing to allow
more time to be spent with customers$ while pro!iding
easier access to ordering and production management
tools.
Solution: Britannia implemented m%S(P ERP applications on
high-per#ormance$ highl% scalable )B- technologies.
*he m%S(P ERP so#tware enables #ull access to
compan% production planning$ stoc"$ sales order
s%stems and more$ accessed through a simple Beb
browser and S(P client.
Beneits: Britannia e8pects to achie!e around :0 per cent lower
database administration costs$ with better technical
per#ormance leading to increased producti!it% as sales
sta## complete orders more 5uic"l% without waiting to
return to the o##iceM Britannia can pro!ide in#ormation
on pricing and a!ailabilit% in real timeM lower so#tware
licence #ees #or remote s%stems and reduced
administrati!e and maintenance wor"load means a
signi#icant reduction in *C.
Case Stud%
( 7oint partnership between the Badia Group and Groupe Ganone$
Bangalore-based Britannia )ndustries emplo%s more than =$?00 people
ma"ing ca"es$ coo"ies and other ba"er% products$ and is the largest
manu#acturer o# biscuits in )ndia. )n recognition o# its !ision and accelerating
graph$ /orbes Global rated Britannia Nne amongst the *op =00 Small
Companies o# the Borld,$ and *he Economic *imes pegged Britannia )ndia,s
=nd -ost *rusted Brand.
*he importance o# meeting with$ selling to and learning #rom customers
means that more and more Britannia sta## are wor"ing on the mo!e$ a
radical departure #or a traditional #ood business. (s -r * S Purushothaman$
Corporate 4ead o# )* S%stems$ e8plains$ @E8isting s%stems were designed #or
o##ice use$ and it was di##icult to enable home and remote wor"ing. *he idea
was to allow sales people to discuss re5uirements with customers$ chec"
product a!ailabilit% and pricing on the spot$ and place the order right awa%.
Selling can become more o# a collaborati!e process$ using )* to bring us
closer to our customers$ as well as helping us to grow the business without
increasing costs.
@Business toda% mo!es !er% 5uic"l% indeed$ and we need to respond with
people out there on the roadM this is the onl% wa% to get in#ormation #rom
customers more accuratel%$ disco!er their "e% business re5uirements$
inter#ace with stoc" more 5uic"l% and understand the position o# the
business.A
,e---ased access
Britannia loo"ed #or a wa% to ma"e remote access eas%$ 5uic" and e##icient.
Bith S(P so#tware alread% in place$ the logical choice was to mo!e to m%S(P
ERP ECC 1.0 applications$ which would enable the compan% to e8ploit the #ull
power o# S(P so#tware through remote access. *his would allow Britannia to
realise its ambitious remote wor"ing ob7ecti!es$ and cut costs into the
bargain through a combination o# business process e##icienc% and operational
cost reduction.
*he new so#tware would re5uire a signi#icantl% more power#ul )*
in#rastructure$ and one which would scale to meet the wor"load as Britannia
e8panded. *he compan% wor"ed with )B- to determine the most cost-
e##ecti!e approach$ including ser!er consolidation$ database choice and
storage ser!er choice.
*he Britannia team selected two )B- S%stem p1 1>0 ser!ers running ()O #or
the new S(P applications. *he #irst ser!er is used #or production$ supporting
F10 users$ while the second handles test and de!elopment. *o store rapidl%
rising data !olumes$ Britannia created a storage area networ" based around
)B- S%stem Storage GSF:00 ser!ers with )B- GB= ptimi+ed #or S(P.
Bac"up and reco!er% ser!ices are pro!ided b% )B- *i!oli Storage -anager
running on a p1-1=0 ser!er at a remote site$ pro!iding complete disaster
reco!er% #acilities. Should the primar% ser!er be "noc"ed out b% #ire or #lood$
#or e8ample$ *S- ensures that the p1-1=0 has a complete$ current cop% o#
all Britannia data$ read% #or rapid return to #ull operations.
Bith this high-per#ormance in#rastructure in place$ Britannia has
implemented m%S(P ECC applications$ including #inancials &/)'$ costing &C'$
materials management &--'$ production planning &PP' and sales and
distribution &SG' applications.
*he S(P approach to the uni5ue needs o# midsi+e enterprises is a solution
port#olio o# o##erings that combine S(P so#tware$ industr% best practices and
ser!ices deli!ered b% S(P or an e8perienced partner. *he result is a reduction
in the e##ort$ cost$ time and comple8it% associated with purchasing$
deplo%ing$ customi+ing$ and managing an e##ecti!e business process
management solution.
./ploitin! DB2 ad%anta!es
Britannia is using )B- GB=$ the most recent editions o# which ha!e been
optimised #or S(P so#tware. 4igher per#ormance$ lower dis" space
re5uirements and complete integration with the S(P GB( coc"pit allow GB=
to o##er easier management and contribute to lower total costs o# ownership.
nce Britannia had selected a U<)O strateg% and deplo%ed the )B- S%stem p
plat#orm$ the contest was between racle and )B- GB=. GB= ptimi+ed #or
S(P running on an all )B- hardware solution ga!e Britannia com#ort that a
single !endor would o##er greater ser!ice$ as well as the enhanced
per#ormance o# the GB= solution.
@Be are !er% #ocused on le!eraging S(P applications #or business
ad!antage$A sa%s -r Purushothaman. @Bith this integrated s%stem we are
now able to loo" #or areas to highlight pro#itabilit%. Bor"ing with )B- we
designed an )* in#rastructure that is responsi!e$ reliable and #ull% able to
grow with the compan% and %et o##er low total costs o# ownership. *he )B-
S%stem p plat#orm$ and the GSF:00 storage ser!ers gi!e us the technical
capabilit% we need to achie!e our business ob7ecti!es.
@)B- GB= pro!ides e8cellent reliabilit%$ securit% and scalabilit%$ and ensures
that Britannia is #ull% able to increase its business operations at low total
costs o# operation. Bith GB=$ we are able to run dual instances o# GB= on
the same ser!er$ and with the #ull% integrated database administration
coc"pit #or GB= in the S(P computing center management s%stem$ GB=
helps to "eep management and administration wor"load to a minimum.A
Bith the GB= . compression technolog%$ Britannia e8pects to see F0 to 10
per cent reduction in dis" space re5uirements and reduced S(P
administration headcount. S(P benchmar"s show that GB= o##ers around >0
per cent better per#ormance$ and uni5ue capabilities li"e the GB= Gatabase
Partitioning /eature &GP/' and -ulti Gimensional Clustering &-GC' o##er a
clear growth path. GP/ increases scalabilit% b% enabling distribution o# large
S(P databases across se!eral logical or ph%sical partitions$ impro!ing
per#ormance o# 5uer% wor"loads b% means o# paralleli+ation. GB= -GC allows
to pre-structure multi-dimensional B) data alread% on dis" %ielding in #aster
data access$ less data processing and impro!ed 5uer% per#ormance.
0ro1in! -usiness2 s$rin'in! costs
B% deplo%ing the new m%S(P ERP so#tware on the p1-1>0 plat#orm$ Britannia
has reduced its total ser!er #ootprint to 7ust three s%stems$ reducing
so#tware licence #ee charges$ cutting administrati!e costs and shrin"ing
maintenance wor"load. -r Purushothaman reports$ @*he abilit% to run both
test and de!elopment areas on a single p1-1>0 ser!er$ using ad!anced
!irtuali+ation technolog% with ()O$ o##ers signi#icant cost-sa!ings to
Britannia. Be can allocate resources d%namicall% between partitions e8actl%
as the need arises$ ensuring we use 3 and pa% #or 3 our capacit% in the most
cost-e##icient manner possible.A
*o cope with the rising data !olumes$ Britannia has implemented )B- *i!oli
Storage -anager$ which handles automated bac"up and archi!e routines$
sa!ing precious business in#ormation to )B- :190 tape dri!es.
@*he tight integration o# GB= with S(P applications pro!ides additional
administrati!e sa!ings$ with a single database instance on a single ser!er
able to handle 6*B o# production data$A sa%s -r Purushothaman. @Be are
able to monitor GB= data #rom within the S(P applications$ without e8ternal
management tools$ while *i!oli handles data storage to preset policies$
simpli#%ing our da%-to-da% tas"s.A
Britannia uses )B- Lotus <otes as its enterprise messaging s%stem$ and
!arious )B- Lotus Gomino applications. Lotus Connector #or S(P manages
connector operations and in#ormation e8change between Gomino and S(P
applications$ enabling Britannia personnel to use real-time data right #rom
their des"top producti!it% solutions.
Streamlined sales process
Bith m%S(P ERP$ remote users are now able to access the #ull S(P
applications suite. Bhen presenting to customers$ Britannia sta## are able to
con#irm e!er% last detail o# the order$ current pricing and deli!er% schedules.
Gela%s associated with paperwor" and #a8es ha!e been eliminated$ and the
#reedom to wor" #rom customer sites with the #ull #unctionalit% o# S(P
so#tware is in the process o# trans#orming the Britannia business model.
@Bith an integrated solution li"e m%S(P ERP so#tware$ customers$ sta## and
suppliers ha!e immediate insight into stoc" a!ailabilit% and production
scheduling. Be can allocate manu#acturing to the best site$ depending on the
urgenc% o# the order$ the price and location$ which pro!ides a better ser!ice
to customers and more pro#itable operations #or Britannia$A sa%s -r
Purushothaman.
4e concludes$ @m%S(P ERP applications and )B- technologies allow Britannia
to be more proacti!e$ to do more$ and to impro!e customer satis#action. ur
aim is to ser!e our customers with more #resh products in more places$ so
more people bu% them. Be see S(P and )B- solutions as growth enablers #or
the business$ bringing us closer to customers and enabling us to compete
more e##ecti!el%.A
Products and ser!ices used
)B- products and ser!ices that were used in this case stud%.
3ard1are: Storage: GSF:00 E8press$ Storage: *ape P ptical
Storage$ S%stem p: S%stem p1 1=0 E8press -
penPower Edition$ S%stem p: S%stem p1 1>0
Sot1are: GB= Gata Ser!ers$ GB= Uni!ersal Gatabase #or Linu8$
U<)O and Bindows$ GB= #or ()O
4peratin! system: ()O
Ser%ice: )B--S(P (lliance
)B- Geutschland Gmb4 G->01F9 Stuttgart ibm.comCsolutionsCsap )B-$ the
)B- logo$ )B- S%stem +$ )B- S%stem p$ )B- S%stem i$ )B- S%stem 8$ +CS$
+CE-$ i1CS$ ()O$ GB=$ GB= Uni!ersal Gatabase$ Gomino$ Lotus$ *i!oli$
BebSphere and Enterprise Storage Ser!er are trademar"s o# )nternational
Business -achines Corporation in the United States$ other countries$ or both.
)ntel$ )ntel logo$ )ntel )nside$ )ntel )nside logo$ )ntel Centrino$ )ntel Centrino
logo$ Celeron$ )ntel Oeon$ )ntel SpeedStep$ )tanium$ and Pentium are
trademar"s or registered trademar"s o# )ntel Corporation or its subsidiaries
in the United States and other countries. U<)O is a registered trademar" o#
*he pen Group in the United States and other countries. Linu8 is a
trademar" o# Linus *or!alds in the United States$ other countries$ or both.
-icroso#t$ Bindows$ Bindows <*$ and the Bindows logo are trademar"s o#
-icroso#t Corporation in the United States$ other countries$ or both. ther
compan%$ product or ser!ice names ma% be trademar"s$ or ser!ice mar"s o#
others. *his case stud% illustrates how one )B- customer uses )B- andCor
)B- Business Partner technologiesCser!ices. -an% #actors ha!e contributed
to the results and bene#its described. )B- does not guarantee comparable
results. (ll in#ormation contained herein was pro!ided b% the #eatured
customer andCor )B- Business Partner. )B- does not attest to its accurac%.
(ll customer e8amples cited represent how some customers ha!e used )B-
products and the results the% ma% ha!e achie!ed. (ctual en!ironmental
costs and per#ormance characteristics will !ar% depending on indi!idual
customer con#igurations and conditions. *his publication is #or general
guidance onl%. Photographs ma% show design models. K Cop%right )B-
Corp. =00? (ll Rights Reser!ed.K Cop%right =00? S(P (G S(P (G Gietmar-
4opp-(llee 6? G-?.6.0 Balldor# S(P$ the S(P logo$ m%S(P and all other S(P
products and ser!ices mentioned herein are trademar"s or registered
trademar"s o# S(P (G in German% and se!eral other countries.
"As a global
enterprise
operating in the
highly
competitive
consumer
product market,
Colgate
encounters many
challenges to
keep its IT
responsive to
changing
business needs.
Working with
IB, ma!or IT
"esource
#ptimi$ation
e%%orts at Colgate
have already
improved IT
asset utili$ation,
e%%iciency and
productivity."
3Qim Capraro$
Girector o# Global
)n#ormation
*echnolog%$
Colgate Palmoli!e
55 4n Demand Business deined
R(n enterprise whose business processes; integrated end-to-end across the
compan% and with "e% partners$ suppliers and customers--can respond with
speed to an% customer demand$
mar"et opportunit% or e8ternal threat.R
C$allen!e )n order to respond more 5uic"l% and cost-
e##ecti!el% to new opportunities$ Colgate-
Palmoli!e needed to grow its ser!ice o##erings
without a corresponding escalation in )*
in#rastructure and costs.
,$y Become an 4n
Demand Business6
-a7or #ast-mo!ing consumer goods
enterprises such as Colgate operate in
comple8$ d%namic mar"ets$ competing
against both local and global ri!als.
Recogni+ing that inno!ation is the "e% to
gaining competiti!e ad!antage$ Colgate
needed to le!erage and in!est in the latest
ad!anced automation technologies capable o#
adapting to new re5uirements 5uic"l% while
"eeping costs under control.
Solution Using S(P and )B- technologies$ Colgate has
optimi+ed its )* en!ironment b% adopting the
)B- )* Resource ptimi+ation approach$
which aims to create a responsi!e )*
in#rastructure that is easier and less
e8pensi!e to manage$ upgrade and run.
*hrough !irtuali+ation$ pro!isioning and
orchestration technologies$ )* resources and
wor"loads are optimi+ed #or more e##icient
usage$ %et o##er impro!ed response times.
&ey Beneits S Reduced )* operational costs b% ten percent
annuall%
S Enabled d%namic reallocation o# ser!er
capacit%
Colgate-Palmoli!e is a USI66.F billion global compan% ser!ing people in
more than =00 countries with consumer products that ma"e li!es healthier
and more en7o%able.
(s with man% multinational companies$ multiple challenges are generated b%
low-cost producers and imitators. *hese competitors snap at the heels o#
pro#itabilit%$ and the onl% route to success is through relentless brand
de!elopment and ruthless pressure on costs. /or Colgate$ the need to react
5uic"l% and locall% to mar"et threats and opportunities is in delicate balance
with the economies o# scale o##ered b% centrali+ed s%stems.
*he compan% originall% chose S(P solutions in the mid 6..0s$ running S(PD
RC:D so#tware on Sun hardware and latterl% switching to )B- S%stem p
*-

ser!ers. Some =0$000 users in :00 locations access the central s%stems$
which include S(P applications$ )B- Lotus <otesD$ )B- SametimeD and )B-
Huic"PlaceD applications$ with )B- *i!oliD S%stems -anager #or monitoring
and management purposes. Colgate is one o# the most inno!ati!e o#
companies$ see"ing to e8tract e!er greater !alue #rom its )* in!estments to
enhance business e##icienc%.
Qim Capraro$ Girector o# Global )n#ormation *echnolog%$ comments$ @ur
mission is to inno!ate more and to "eep the costs #lat. /or e8ample$ we see
our processing wor"load growing b% around :0 percent a %ear$ and storage
!olumes growing b% up to 10 percent a %ear.
@*he challenge is how to manage this growth e##ecti!el%$ meet our ser!ice
commitments and continue to reduce our costs. Colgate runs .9 percent o#
its re!enue operations through S(P solutions. ptimi+ing the in#rastructure
in this area represents a signi#icant opportunit% #or Colgate$ and b%
optimi+ing and e8ploiting the )* assets more e##ecti!el% we can increase the
total wor"load as the compan% grows with a minimum in additional
in!estment$ a classic and long-term producti!it% gain.A
4n Demand Business Beneits
Reduced )* operational costs b% ten percent annuall% despite a
higher wor"load
Estimated )* wor"load increase o# 61 percent while reducing cost b%
>0 percent
Estimated storage need increase o# :0 percent while reducing cost
b% ?0 percent
Enabled d%namic reallocation o# ser!er capacit%
7irtuali8in! or !reater eiciency
*he original S(P so#tware implementations had been using the traditional
one-to-one ratio o# ph%sical hardware to S(P applications. Such an
arrangement o##ers little #le8ibilit% as applications grow$ and data storage
su##ered #rom the same hard-wired rigidit%. Colgate #ound that its )* s%stems
were not able to respond to the d%namics o# the global mar"etplace rapidl%
and cost-e##ecti!el%.
Qim Capraro e8plains$ @*%ing speci#ic pieces o# ser!er and storage hardware
to applications was !er% limiting$ because it loc"ed us into bu%ing new and
larger pieces o# e5uipment as we grew$ which was dri!ing up Colgate,s costs.
*he challenge was to #ind a wa% to brea" down the barriers between isolated
storage and processing capacities$ and utili+e the a!ailable resources in a
manner that would better meet our demands and dri!e down our *C.A
Bor"ing with )B- and S(P$ Colgate loo"ed at how !irtuali+ation technologies
could bene#it the business$ b% remo!ing the restrictions o# ph%sical ser!er
allocations to speci#ic S(P applications. Colgate wished to address the
ine##icient use o# resources that would be o!erwor"ed on some occasions and
lie almost unused at other times$ and reduce the comple8it% o# an alread%
e8tensi!e and di!erse )* en!ironment.
*he sa!ings made #rom the reduction in ph%sical ser!er costs and lower
management costs would enable the ne8t phase o# the long-term )*
Resource ptimi+ation approach and contribute directl% to Colgate,s bottom
line.
Qoe Pisciotta$ Girector o# )n#rastructure$ adds$ @*he business operations were
impacted directl% b% the time it too" to set up new ser!ers$ storage and
applications. )# we su##ered interruption to a particular S(P application$
switching to a bac"up ser!er in!ol!ed a great deal o# manual inter!ention
and e8pense.
@Be embar"ed on a long 7ourne% and selected )B- as a partner. *he #irst
bene#its ha!e been achie!ed alread%$ when Colgate underwent a massi!e
ser!er consolidation and )* simpli#ication e##ort. *he ne8t steps are now in
progress$ with a strong #ocus on le!eraging )B- !irtuali+ation technologies
with )B- G%namic )n#rastructure. ur )* Resource ptimi+ation approach will
subse5uentl% continue until we ha!e achie!ed the highest alignment o# our
)* assets with our business goals.A
Our IT Resource Optimization approach will subsequently continue
until we have achieved the highest alignment of our IT assets with
our business goals.
3 Qoe Pisciotta$ Girector o# )n#rastructure$ Colgate Palmoli!e
9espondin! le/i-ly to c$an!in! demand patterns
(s "e% components o# the )B- )* Resource ptimi+ation approach$ Colgate
has adopted both S(P,s (dapti!e Computing Concept and )B- G%namic
)n#rastructure as the models to introduce greater #le8ibilit% into its S(P
solution landscape and to dri!e down total costs o# ownership. *he initial
steps t%picall% #ocus on in#rastructure simpli#ication$ and the consolidation o#
ser!ers$ storage s%stems and networ" assets.
&ey Components
Sot1are
)B- G%namic )n#rastructure
)B- *i!oli S%stems -anager
)B- Lotus <otes
)B- Huic"Place
)B- Sametime
S(P RC: Enterprise
Ser%er
)B- S%stem p
)B- BladeCenterD
)B- S%stem Storage
*-
Enterprise Storage
Ser!er
Ser%ices
)B- Global Business Ser!ices
Subse5uent stages ta"e ad!antage o# ad!anced !irtuali+ation technologies
which optimi+e and e8ploit the new )* landscape more e##ecti!el%$ #ollowed
b% the orchestration phase$ where a high degree o# automation is
introduced. *he ultimate goals are to possess )* ser!ices that respond to the
wor"load$ per#ormance and budget needs immediatel%$ and bring the
in#rastructure in!isibl% close to the business re5uirements.
Colgate has alread% achie!ed the #irst stages in its )* Resource ptimi+ation
pro7ect b% implementing )B- S%stem p ser!ers #or its S(P applications$
deplo%ing the )B- PBER1
*-
technologies to optimi+e and enhance the
e##icienc% o# its solution landscape. *he compan% is mo!ing awa% #rom the
one-to-one application-to-ser!er ratio$ and enabling computing and storage
resources to be shared between applications regardless o# the underl%ing
ph%sical s%stems. *he indi!idual applications are no longer tied to ph%sical
de!ices$ allowing Colgate to e8ploit its resources more e##ecti!el% and
o##ering a lower-cost )* operating en!ironment.
*he )B- )* Resource ptimi+ation approach enables$ complements and
e8tends S(P,s (dapti!e Computing Concept$ helping customers using both
S(P solutions and )B- technologies to create an application landscape that
has the capacit% to respond to business needs more rapidl% and cost-
e##ecti!el%. S(P,s (dapti!e Computing Concept is designed to pro!ide each
S(P application as a ser!ice$ which draws #rom a shared pool o# s%stem
resources as dictated b% the business need$ to meet pre-de#ined
per#ormance le!els.
,$y it matters
Colgate management regards )* automation as an opportunit% to dri!e
costs out o# the business and #ocus resources and energies on product and
brand !alue and di##erentiation in order to gain ad!antage in a highl%
competiti!e consumer product mar"et. B% deplo%ing the latest )* thin"ing$
Colgate is positioning itsel# to sur!i!e and thri!e.
Qim Capraro comments$ @)n the past we were #ocused on speci#ic pieces o#
e5uipment. /or e8ample$ i# a storage ser!er was #ull% loaded$ and we wanted
to increase the data capacit%$ our onl% option was to get a new ph%sical
s%stem. Using the )B- )* Resource ptimi+ation approach$ we plan to be
able to allocate and consolidate spare capacit% #rom multiple s%stems as
needed$ ma"ing the best possible use o# e8isting resources. *he goal is to be
able to start an% ser!ice at an% time$ thus allowing us the greatest possible
#le8ibilit% in our S(P en!ironment.A
0reater pro-acti%ity
Colgate has implemented a whole range o# )B- technologies$ with )B-
S%stem p1
*-
and )B- eSer!er
*-
p1 s%stems$ )B- BladeCenter ser!ers$ )B-
*otalStorageD Enterprise Storage Ser!er and )B- !irtuali+ation so#tware.
*he S(P application databases run on the S%stem p1 plat#orm$ while the S(P
applications run on the BladeCenter ser!ers$ all under )B- ()O 1L.
*-
@ur aim is to support the business in its dri!e to inno!ate$ and to do so at
low cost. *o do this we want to #ull% !irtuali+e our in#rastructure$ to be able
to support global processes d%namicall% and #le8ibl% without our )* costs
rising. *he )B- )* Resource ptimi+ation approach$ o# which S(P,s (dapti!e
Computing Concept and )B- G%namic )n#rastructure are "e% components$
gi!es us both the technical abilities and the management strateg% to do
this$A sa%s Qoe Pisciotta.
Qim Capraro continues$ @ne o# the challenges is that the )* di!ision is being
as"ed to be more proacti!e and become a core part o# Colgate,s competiti!e
ad!antage. Rather than #ocus on managing e5uipment we can address
business priorities$ which will enable us to #ind new wa%s to ser!e customers$
reach new mar"ets and ma"e a direct contribution to business success.A
e believe that the I!" approach to IT Resource Optimization is
the right way for #olgate to gain better control of costs$ and bring IT
services into e%ceptionally close alignment with our business.
3 Qim Capraro$ Girector o# Global )n#ormation *echnolog%$ Colgate Palmoli!e
*he )B- )* Resource ptimi+ation approach will help Colgate align its )*
assets with business goals more accuratel% and more e##icientl%. Colgate has
seen a dramatic reduction o# around ten percent %ear on %ear in )*
operational costs3despite a higher wor"load. *he )B- ser!ers can
d%namicall% reallocate capacit% e8actl% where it is needed$ helping Colgate to
meet unpredictable demand on its S(P ERP and other business-critical
s%stems without o!er-in!esting in capacit%3and continue to pro!ide internal
and e8ternal customers with e8cellent ser!ice.
*he )B- on demand philosoph% enables Colgate to scale up its ser!er and
storage in#rastructure as re5uired$ and the long-term commitment to an )*
Resource ptimi+ation approach promises #inancial sa!ings and producti!it%
gains in the %ears to come.
" %irtuali8ed uture
Since the start o# the pro7ect$ Colgate estimates that while wor"load has
increased b% around 61 percent and storage needs ha!e risen b%
appro8imatel% :0 percent$ the corresponding costs ha!e been reduced b% up
to >0 percent and ?0 percent. )n the complete )B- )* Resource ptimi+ation
approach$ between :0 and F0 percent o# the cost sa!ings are e8pected to
come #rom S(P,s (dapti!e Computing Concept$ and some ?0 to >0 percent
will be achie!ed through the )B- G%namic )n#rastructure.
*he ne8t step will be to implement pro!isioning$ hea!il% based on )B- *i!oli
so#tware$ allowing new ser!ices to be created automaticall% as the business
need arises. *he automatic allocation o# processor$ networ" and storage
capacities$ called orchestration$ will #ollow$ #urther reducing the need #or
manual s%stem administration.
Qim Capraro concludes$ @(s a global enterprise operating in the highl%
competiti!e consumer product mar"et$ Colgate encounters man% challenges
to "eep its )* responsi!e to changing business needs. Bor"ing with )B-$
Colgate has alread% impro!ed )* asset utili+ation$ e##icienc% and producti!it%$
with #le8ible )* ser!ices that meet customers, needs. Be belie!e that the )B-
approach to )* Resource ptimi+ation is the right wa% #or Colgate to gain
better control o# costs$ and bring )* ser!ices into e8ceptionall% close
alignment with our business.A
(or more inormation
Please contact %our )B- sales representati!e or )B- Business Partner.
Eisit us at:
ibm.comC ondemand
i-m:com;solutions
Products and ser!ices used
)B- products and ser!ices that were used in this case stud%.
3ard1are: BladeCenter$ Storage: Enterprise Storage Ser!er$
BladeCenter 4S=6$ S%stem p: S%stem p1 691 - ()O
1L Edition
Sot1are: Lotus <otes$ *i!oli Storage -anager$ Lotus
Huic"Place$ Lotus Sametime$ Lotus Connector #or
S(P RC:
Ser%ice: )B--S(P (lliance$ )B- Global Business Ser!ices
KCop%right )B- Corporation =00? )B- Corporation )B- Global Solutions
<ew rchard Road (rmon"$ <L 6010F U.S.(. Produced in the United States
o# (merica ?-0? (ll Rights Reser!ed )B-$ the )B- logo$ ibm.com$ the n
Gemand Business logo$ ()O 1L$ BladeCenter$ eSer!er$ Lotus <otes$ PBER1$
Huic"Place$ Sametime$ S%stem p$ S%stem p1$ S%stem Storage$ *i!oli and
*otalStorage are trademar"s or registered trademar"s o# )nternational
Business -achines Corporation in the United States$ other countries$ or both.
S(P$ the S(P logo$ m%S(P$ m%S(P ERP$ and all other S(P products and
ser!ices mentioned herein are trademar"s or registered trademar"s o# S(P
(G in German% and se!eral other countries. ther compan%$ product or
ser!ice names ma% be trademar"s or ser!ice mar"s o# others. *his case
stud% illustrates how one )B- customer uses )B- products. *here is no
guarantee o# comparable results. Re#erences in this publication to )B-
products and ser!ices do not impl% that )B- intends to ma"e them a!ailable
in all countries in which )B- operates.
%hirlpool spins a
new competitive
strategy by
optimi&ing
business
resources
worldwide


Published on: 22-Dec-200)
Ealidated on 01 Jun 2007
@ur !ision;o# optimi+ing our business resources b% directing them to where
the% matter most;has succeeded in producing more !alue #or our business.
B% helping us to e8ecute on it$ )B- has made us a #ar stronger global
competitor.A - 3 Esat Se+er$ C) and Corporate Eice President$ Bhirlpool
Customer:
Bhirlpool
Deployment country:
United States
Industry:
Consumer Products
Solution:
Eirtuali+ation$ Business-to-Consumer$ Business )ntelligence$
Business Process -anagement$ Enterprise Resource Planning$
)n#rastructure Simpli#ication$ )nno!ation that matters$
ptimi+ing )*$ Ser!er Consolidation$ *rans#orming )*
!er!iew
Bhirlpool needed to strengthen its long-term position in the intensel%
competiti!e appliance mar"et while maintaining its margins through
producti!it% enhancements in the #ace o# sharpl% rising input costs.
Business need: Bhirlpool needed the abilit% to d%namicall% adapt "e%
elements o# its strateg% to changing mar"et
conditions$ while e8ecuting on a plat#orm o# highl%
e##icient$ low-cost and integrated global operations.
Solution: Bhirlpool and )B- created a solution that pro!ides a
uni#ied !iew o# realtime #inance and procurement
in#ormation. )B- also wor"ed with Bhirlpool to de#ine
and implement a set o# optimi+ed global business
processes running on a consolidated )* plat#orm.
Beneits: - 1T reduction in o!erall )* costs in each o# the past
#our %ears - )mpro!ed responsi!eness to e8ternal
business #actors
Case Stud%
&#ur vision'o%
optimi$ing our
business resources by
directing them to
where they matter
most'has succeeded
in producing more
value %or our
business. By helping
Bhirlpool Corporation is the worldUs leading
manu#acturer and mar"eter o# ma7or home
appliances. *he compan% mar"ets Bhirlpool$
Vitchen(id$ Brastemp$ Bau"necht$ Consul and
other ma7or brand names to consumers in more
than 6>0 countries and emplo%s ?9$000
worldwide.
us to e(ecute on it,
IB has made us a
%ar stronger global
competitor.)
3 Esat Se+er$ C) and
Corporate Eice
President$ Bhirlpool
55 4n Demand Business deined
@(n enterprise whose business processes;integrated end-to-end across the
compan% and with "e% partners$ suppliers and customers;can respond with
speed to an% customer demand$ mar"et opportunit% or e8ternal threat.A
C$allen!e Bhirlpool needed to strengthen its long-term
position in the intensel% competiti!e
appliance mar"et while maintaining its
margins through producti!it% enhancements
in the #ace o# sharpl% rising input costs.
,$y Become an 4n
Demand Business6
Bhirlpool needed the abilit% to d%namicall%
adapt "e% elements o# its strateg% to
changing mar"et conditions$ while e8ecuting
on a plat#orm o# highl% e##icient$ low-cost and
integrated global operations.
Solution Bhirlpool and )B- created a solution that
pro!ides a uni#ied !iew o# realtime #inance
and procurement in#ormation. )B- also
wor"ed with Bhirlpool to de#ine and
implement a set o# optimi+ed global business
processes running on a consolidated )*
plat#orm.
&ey Beneits - 1T reduction in o!erall )* costs in each o#
the past #our %ears
- )mpro!ed responsi!eness to e8ternal
business #actors
Bith re!enues o# more than I6: billion$ Bhirlpool Corporation
&www.whirlpool.com' is the world,s top home appliances manu#acturer. (
global compan% in e!er% sense o# the word$ the compan% has a mar"et
presence in more than 6>0 countries and operates nearl% 10 manu#acturing
and technolog% research centers around the world. /ueled b% a strong brand$
stead% inno!ation and an increasing #ocus on customer lo%alt%$ Bhirlpool,s
top-line growth has been stellar$ with annual sales increases o# o!er I6
billion in each o# the past #our %ears. *hese #actors will continue to represent
the cornerstone o# the compan%,s competiti!e strateg% going #orward. But #or
Bhirlpool;and the other ma7or pla%ers in the global appliances mar"et;the
more prominent challenge has been sustaining the bottom line in an
increasingl% hostile business en!ironment. Bhirlpool,s margin pressures can
be traced to three "e% #actors. *he #irst is the stead% encroachment o#
se!eral (sia Paci#ic competitors whose sourcing-dri!en cost ad!antages ha!e
increased the importance o# cost control across the industr%. *he second has
been the dramatic increase in the cost o# "e% inputs such as steel and resins$
which together with soaring #uel and transportation costs$ constitute a huge
portion o# an appliance,s embedded costs. Bith these #orces more li"el% to
intensi#% than abate$ Bhirlpool needed to act decisi!el% to sta% strong on
both the top and bottom lines. *he third #actor is an increasingl% demanding
and power#ul trade customer base$ which demands low cost products and a
continued stream o# inno!ation.
<o1 costs not enou!$
<ot surprisingl%$ a ma7or part o# Bhirlpool,s response has been to e8pand its
manu#acturing and research operations into lower-cost regions such as
China$ )ndia$ Central Europe and Bra+il;a strateg% that has clearl%
strengthened its cost position. But in the bigger picture$ these operations in
#act represented the building bloc"s o# a broader$ more nuanced !ision o#
how it would create a sustainable ad!antage o!er its competitors. *he main
thrust o# this !ision was to di##erentiate based on inno!ati!e product
de!elopment and a strong customer #ocus$ and to e8ecute on a plat#orm o#
highl% e##icient$ low-cost and integrated global operations. Qust as important
was the need #or Bhirlpool to channel resources in a wa% that re#lected these
priorities. Put another wa%$ Bhirlpool,s !iew placed business #unctions into
one o# two categories: the relati!el% #ew that were true sources o#
competiti!e ad!antage and the ma7orit% that weren,t;%et whose core
importance demanded sound e8ecution at the ris" o# mar"et penalt%. *he
idea was to ma8imi+e the resources a!ailable to in!est in di##erentiable
capabilities;li"e product de!elopment;b% e8ecuting its e!er%da% business
#unctions as e##icientl% and cost e##ecti!el% as possible. *hat was the guiding
#ramewor".
4n Demand Business Beneits
)mpro!ed abilit% to manage the compan% and optimi+e per#ormance
on a global basis b% !irtue o# standardi+ed business processes
)mpro!ed responsi!eness to e8ternal business #actors and more
granular business planning capabilities !ia realtime business
intelligence
-ore !ariable and predictable )* costs b% !irtue o# #le8ible hardware
and so#tware pricing #rom )B-
1T reduction in o!erall )* costs in each o# the past #our %ears
resulting #rom consolidated and standardi+ed s%stems and processes
Bithin this #ramewor"$ Bhirlpool had #ormulated a more aggressi!e
optimi+ation strateg% based on impro!ing its da%-to-da% tactical decision-
ma"ing capabilities. *he idea was both simple and power#ul: ma"ing
business intelligence more transparent across the compan% would gi!e
Bhirlpool the means to adapt its operations to a wider range o# e8ternal
#actors$ and do so more rapidl% and e##ecti!el%. *hus$ while @macroA #actors
li"e changes in commodit% prices$ #uel costs and container a!ailabilit% ma%
be be%ond the control o# appliance manu#acturers$ Bhirlpool nonetheless
wanted to manage these changes in a wa% that d%namicall% optimi+es its
sourcing decisions and minimi+es an% negati!e impact on margins;an
ad!antage its competitors didn,t ha!e. Bhirlpool also sought to appl% this
approach on the demand side b% creating a more granular le!el o# !isibilit%
into its own worldwide product margins. B% "nowing which products$ brands
and channels;e!en #eatures and #unctions;produced the highest margins$
and b% "nowing their sensiti!it% to currenc% shi#ts$ Bhirlpool could
d%namicall% manage its go-to-mar"et strateg% in a wa% that ma8imi+es its
o!erall margins. !erall$ these inno!ations enabled Bhirlpool to in e##ect
change its business model$ since it now had the means to adapt its business
#luidl% in the #ace o# a changing mar"etplace.
The question for us was how to manage all of the e%ternal factors
that were creating margin pressure across the whole industry&and
do so in a way that enabled us to turn it into a source of competitive
advantage.3 Esat Se+er
Mana!in! t$e !lo-al -usiness
*o reach this point$ Bhirlpool "new that uni#%ing its disparate regional
operations into a common global plat#orm was essential$ and that the "e% to
achie!ing this was to standardi+e its processes$ data and s%stems. *he
compan%,s S(P ERP en!ironment$ the plat#orm #or all o# its core business
applications$ would be the #ocal point o# standardi+ation acti!ities. *o assist
in this trans#ormation$ Bhirlpool engaged )B-$ citing )B- Business
Consulting Ser!ices, trac" record in business process redesign and S(P
e8pertise. *he )B- team approached the e##ort #rom two angles. *he #irst
and most #undamental tas" was to de#ine a global data standard that would
be applicable to all processes worldwide. nce this was established$ a similar
approach was applied to "e% process de#initions &e.g.$ trans#er pricing$
#reight and warehouse cost allocations'. *he team then translated the new
data and process #ramewor" to Bhirlpool,s S(P en!ironment$ thus creating a
single ERP solution where separate regional s%stems had e8isted be#ore.
&ey Components
Sot1are
S(P RC:
)B- GB=D Uni!ersal Gatabase2
)B- *i!oliD #amil% o# products
Ser%ers
)B- eSer!er2 pSeriesD
)B- eSer!er +SeriesD
Ser%ices
)B- Business Consulting Ser!ices
)B- Global Ser!ices 3 Strategic utsourcing
#imerame
? months &#irst phase'
E8pansion ongoing
*he showcase o# the new solution is a decision-support dashboard "nown as
Business Per#ormance -anagement &BP-'$ which pro!ides a uni#ied !iew o#
realtime #inance and procurement in#ormation. Using BP-$ Bhirlpool
emplo%ees around the world can automaticall% trac"$ drill down on and
anal%+e "e% metrics drawn #rom the global S(P plat#orm and use them to
optimi+e their decision-ma"ing. Bhirlpool,s global process impro!ement
initiati!e has also !astl% impro!ed the e##icienc% o# product de!elopment b%
enabling engineers #rom Bra+il$ China or Europe to access and share the
same technical data$ thus strengthening its abilit% to bring new products to
mar"et #aster. *he broader bene#it;across the entire range o# Bhirlpool,s
processes;is #le8ibilit% to rapidl% deplo% new capabilities on a worldwide
basis to sei+e opportunities and sustain competiti!e ad!antages in the global
mar"etplace.
But while di##erentiation is critical to maintaining strong margins$ recall that
it represents onl% hal# o# the Bhirlpool trans#ormation stor%. *he other hal# is
the optimi+ation o# unsung$ %et mission critical processes that are the
#oundation o# its business da% a#ter da%. 4ere again$ S(P standardi+ation
e##orts ha!e pla%ed a "e% role b% enabling Bhirlpool to manage its business
globall%$ resulting in higher e##icienc% and lower costs;and thereb% more
resources to in!est in securing competiti!e ad!antage. (nother important
source o# resource e##icienc% in the pro7ect was an o!erhaul o# Bhirlpool,s
global in#rastructure strateg%. (s with processes$ the goal o# the initiati!e
was to simpli#% the management o# Bhirlpool,s s%stems$ impro!e their
#le8ibilit% and lower their cost. )n the wa"e o# the pro7ect$ the compan% now
operates a single data center in Benton 4arbor$ -ichigan &down #rom a high
o# F0' managed remotel% b% )B- Global Ser!ices sta## located in Bra+il. nce
a patchwor" o# disparate s%stems$ its in#rastructure now consists o# )B-
eSer!er pSeries and +Series ser!ers$ with )B- GB= pro!iding core database
#unctionalit% #or S(P and )B- *i!oli products pro!iding s%stems
management. *he in#rastructure,s resource e##icienc% was #urther enhanced
b% )B-,s #le8ible #inancing arrangement$ including an pen )n#rastructure
##ering #or ser!er hardware that enables Bhirlpool to ramp up capacit%
5uic"l%$ a!oid large up#ront e8penditures and "eep costs !ariable and
predictable.
'ven though our processes were best(in(class at a regional level$ it
was still not good enough. e )new we needed to optimize the
entire business on a global scale. * +sat ,e$er
*he bene#its Bhirlpool has accrued #rom its new solution are directl% in line
with its goals o# #reeing up resources$ and then using them to strengthen
competiti!e per#ormance. *he #irst is e!ident in the wa% it has reduced its
o!erall )* costs b% 1 percent in each o# the past #our %ears$ o!er which time
it has achie!ed nearl% double-digit re!enue growth. *hese cost sa!ings
represent the combined e##ect o# standardi+ed and consolidated s%stems$
which ha!e streamlined and simpli#ied s%stems management and enabled
Bhirlpool to shi#t its )* #ocus and resources toward growth-related initiati!es.
)n addition$ with more and better in#ormation a!ailable to its emplo%ees$
Bhirlpool is now better positioned than its competitors to continuousl%
optimi+e its core processes b% ma"ing the right decision at the right time
an%where in the world. *he compan% has made the most o# it. C) and
Corporate Eice President Esat Se+er sees the best e!idence o# this as
BhirlpoolUs abilit% to maintain its gross margins in the #ace o# increased
material costs and the continued increase in competiti!e pressures #rom new
competitors and trade customers. @ur !ision;o# optimi+ing our business
resources b% directing them to where the% matter most;has succeeded in
producing more !alue #or our business$A sa%s Se+er. @B% helping us to
e8ecute on it$ )B- has made us a #ar stronger global competitor.A
(or more inormation
Please contact %our )B- sales representati!e or )B- Business Partner.
Eisit us at:
ibm.comC ondemand
Products and ser!ices used
)B- products and ser!ices that were used in this case stud%.
3ard1are: S%stem p$ S%stem +
Sot1are: GB= Gata Ser!ers
Ser%ice: )B- Global Business Ser!ices$ )B- Global /inancing$
G*S Strategic utsourcing
KCop%right )B- Corporation =001 )B- Corporation Corporate -ar"eting <ew
rchard Road (rmon"$ <L 6010F U.S.(. Produced in the United States o#
(merica 6=-01 (ll Rights Reser!ed GB=$ GB= Uni!ersal Gatabase$ eSer!er$
)B-$ ibm.com$ the )B- logo$ the n Gemand Business logo$ pSeries$ *i!oli
and +Series are trademar"s o# )nternational Business -achines Corporation
in the United States$ other countries$ or both. ther compan%$ product or
ser!ice names ma% be trademar"s or ser!ice mar"s o# others. *his case
stud% illustrates how one )B- customer uses )B- products. *here is no
guarantee o# comparable results. Re#erences in this publication to )B-
products or ser!ices do not impl% that )B- intends to ma"e them a!ailable in
all countries in which )B- operates.
Voltas implements an end-to-end ERP
solution to beat the competition



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Industry
Consumer Products
Customer:
Eoltas Limited
Introduction
Eoltas Limited$ an )ndian air conditioning and engineering #irm$ sharpens its competiti!e edge b%
le!eraging the e8pertise o# )B- Business Consulting Ser!ices to implement S(P RC: on an )B-
in#rastructure.
Business need
*his appliance compan% "new that to o!erta"e its competition$ it needed to strengthen and
streamline its processes and impro!e customer ser!ice. Eoltas decided to implement a S(P solution
#or its Cooling (ppliances Business Gi!ision$ but needed a strong in#ormation technolog% bac"bone
to support it.
&ey c$allen!es
Eoltas targeted three "e% post-manu#acturing areas in which to impro!e business operations. *he
compan% wanted its sales and distribution team to be more #le8ible in responding to mar"et
d%namics and more accountable b% re5uiring it to document all sales commitments. )t needed to
impro!e accounting processes to reduce wor"ing capital re5uirements. (nd it wanted to "eep
comprehensi!e$ centrali+ed records o# all contacts to enhance customer ser!ice and strengthen
customer lo%alt%.
Solution: IBM Business Consultin! Ser%ices
)B- Business Consulting Ser!ices was gi!en the responsibilit% to implement S(P RC:. )t rests on a
robust )* in#rastructure based on )B- eSer!er pSeries and 8Series ser!ers$ )B- *otalStorage
components and )B- *i!oli Storage -anager. Bith a pro7ect launch date o# -arch 6$ =00F$ the end-
to-end implementation will encompass 6. branches$ 6> CP/ depots$ 600 dealers and #i!e call
centers across )ndia.
9esults
*he solution impro!es competiti!eness through industr% best practices and streamlines business
processes to impro!e the compan%Us post-manu#acturing operations. *he CR- application enables
Eoltas to "eep consistent$ comprehensi!e records o# all ser!ice-related calls$ enabling it to
proacti!el% measure and manage its customer ser!ice le!els.
Customer inormation
Eoltas is a leader in )ndiaUs cooling appliances industr% and one o# the largest e8porters o#
mechanical$ electrical and public wor"s products. )t is also a trusted name in mining and
construction e5uipment and a leader in te8tile machiner%$ machine tools and #or"li#t truc"s.
Learn more
Enterprise Resource Planning
)B- Global Ser!ices
)B- Storage Ser!ices
*i!oli Storage -anager
*i!oli Support and Ser!ices