ANNEXURE

LIST OF COMPANIES THAT USE SAP/ERP IN INDIA

Mostly all the big companies in India are either running on SAP implemented ERP solution
or going to implement SAP. Some of the names with their official website are given belowAutomotive
Apollo Tyres , India
http://www.apollotyres.com/
Hero India-Hero MotoCorp Ltd.
http://www.heromotocorp.com/
Mahindra & Mahindra Ltd., India
http://www.mahindra.com/
MRF, India
http://www.mrftyres.com/
Tata Motors, India
http://www.tatamotors.com/
Bajat Auto, India
http://www.bajajauto.com/
TVS Motors, India
http://tvsmotor.in/
Ford ,India
http://www.india.ford.com/
Eicher,India
http://www.eicherworld.com/
Honda Two Wheelers, India
http://www.honda2wheelersindia.com/
Maruti , India
http://www.marutisuzuki.com/
Hindustan Motors Ltd., India
http://www.hindmotor.com/
Hero Cycles Ltd., India
http://www.herocycles.com/
Force Motors Ltd., India
http://forcemotors.com/
Bajaj Tempo, India
http://www.bajajauto.com/
Oil and Gas
ONGC India
http://www.ongcindia.com/
Indian Oil, India
http://www.iocl.com/
BPCL,India
http://www.bharatpetroleum.com/
Consumer Products
Hindustan Unilever , India
http://www.hul.co.in/
Madura Garments , India
http://www.madurafnl.com/
BIG BAZZAR,India
http://bigbazaar.futurebazaar.com/
VISHAL MEGAMART,India
http://www.megamalls.in/
Future Group, India
http://www.futuregroup.in/
Aravind Mills, India
http://www.arvindmills.com/
Videocon, India
http://videoconworld.com/
Onida, India
http://www.onida.com/
Sony, India
http://www.sony.co.in/
Coca cola, India
http://www.coca-colaindia.com/
Pepsi, India
http://pepsicoindia.co.in/
Britania Industries, India
http://www.britannia.co.in/
Samsung, India
http://www.samsung.com/in/
VOLTAS, India
http://www.voltas.com/
TITAN, India
http://www.titanworld.com/
Nestle, India
http://www.nestle.in/
Relaxo Footwear
http://www.relaxofootwear.com/
ABG Cement
http://www.abgcement.com/
Engineering, Construction & Operations
GMR Group , India
http://www.gmrgroup.in/
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Hindustan Construction Company , India

Okaya Power Group

http://www.hccindia.com/
http://www.okayapower.com/

Healthcare
Wockhardt, India
http://www.wockhardtin.com/
Industrial Machinery & Components
Jindal Steel,India
http://www.jindalsteelpower.com/
Tata Steel, India
http://www.tatasteel.co.in/
Essar Steel, India
http://www.essar.com/
Jindal Group, India
http://www.jindalgroup.com/
Bhusan Steel, India
http://www.bhushanltd.com/
Telecommunications
Reliance InfocommLimited , India http://www.rcom.co.in/Rcom/personal
SuzlonPower , India
http://www.suzlon.com/
Chemicals
Tata Chemicals, India
http://www.tatachemicals.com/
LG Polymers ,India
http://www.lgpi.co.in/
Dulux Paints, India
http://www.dulux.in/index.jsp
Nerolac Paints, India
http://www.nerolac.com/
Asian Paints, India
http://www.asianpaints.com/
Sudarshan Chemical
http://www.sudarshan.com/
Nagarjuna Fertilizers
http://www.nagarjunafertilizers.com/
Marico Industries
http://www.marico.com/
Rallies India
http://www.rallis.co.in/
VBC Ferro Alloys
http://www.vbcindia.com/
Medi Corp Group
http://www.medicorpgroup.com/
Madras Hydraulic Hose(p) Ltd.
http://www.madrashydraulic.com/
Shasun Chemicals and Drugs Limited
http://www.shasun.com/
Paradeep Phosphates Limited
http://www.paradeepphosphates.com/
Orchid Chemicals & Pharmaceuticals Ltd.
http://www.orchidpharma.com/
Rajiv Plastic Industries
hhttp://www.rajivplastics.com/
Narendra Plastic
http://www.narendrabags.com/
Neuland Laboratories Limited
http://www.neulandlabs.com/
Bhansali Engineering Polymers Ltd.
http://www.bhansaliabs.com/
Sterling Auxiliaries Pvt. Ltd.
http://www.sterlingaux.com/
Ambuja cements Ltd.
https://www.ambujacement.com/
Pharma-Medical
Dabar, India
http://www.dabur.com/default.aspx
Dr. Reddy, India
http://www.drreddys.com/
GlenmarkPharma , India
http://www.glenmarkpharma.com/
Zandu , India
http://www.zanduayurveda.com/
Nicholas Piramal
http://www.nicholaspiramal.com/
IntasPharma
http://www.intaspharma.com/
Alembic Pharma
http://www.alembic-india.com/
EmcurePharma
http://www.emcure.co.in/
Mahyco Seeds
http://www.mahyco.com/
Government Sector
GAIL, India
http://www.gail.nic.in/
BHEL,India
http://www.bhel.com/home.php
BSNL,India
http://www.bsnl.co.in/
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BPCL
http://www.bharatpetroleum.com/
IPCL
http://www.ipclindia.com/
ONGC
http://www.ongcindia.com/
Others Companies using SAP
Tata Toyo
http://www.tata.com/company/Media
TTL
http://www.ttl-solutions.com/
SUBROS
http://www.subros.com/
Bajaj Tempo
http://www.bajajauto.com/
BSES
http://www.bsesdelhi.com/
ISPAT
http://www.jswispat.in/
NFCL
http://www.nagarjunafertilizers.com/
Nestle
http://www.nestle.in/
Times of India
http://timesofindia.indiatimes.com/
Hindustan Times
http://hindustantimes.com/
Kalyani Brakes
http://www.kalyanigroup.com/
Finolex Cables
http://www.finolex.com/
Kirloskar
http://www.kbl.co.in/
Gujarat Reclaim & Rubber Products
http://www.gujaratreclaim.com/
Carbon Black
http://www.birlacarbon.com/
CEAT
http://www.ceattyres.in/
Sundaram Clayton
http://sundaramclayton.in/
Bharat Froge
http://www.bharatforge.com/
STERLITE Group
http://sterlite-industries.com/
BOSCH
http://www.boschindia.com/
LIBERTY
http://www.libertyshoes.com/
BEML India
http://www.bemlindia.com/
Jaihind Industries Ltd.
http://www.jayahind.com/
RelaxoFootware
http://www.relaxofootwear.com/
Reliance Retail
http://www.ril.com/html/business/business_retail.html
Sundram Fasteners
http://www.sundram.com/
Man Force Trucks Pvt. Ltd.
http://www.manforcetrucks.com/
Mother Dairy
http://www.motherdairy.com/
Force Motors Ltd.
http://forcemotors.com/
Rallies
http://www.rallis.co.in/
Rahman Industries Ltd.
http://www.rahman-group.com/
Continental Carbon India Limited
http://www.continentalcarbonindia.com/
Honeywell International
http://honeywell.com/
Gujarat State Petroleum Corporation
http://www.gspcgroup.com/
Orient Paper Industries
http://www.orientpaperindia.com/
Grasim Industries
http://www.grasim.com/
ZydusCadila Healthcare
http://www.zyduscadila.com/
IFB Industries
http://www.ifbindustries.com/
IT (SOFTWARE) COMPANIES
TCS
http://www.tcs.com/
IBM India
http://www.ibm.com/in/en/
Accenture India
http://www.accenture.com/
HCL Technologies Ltd.
http://www.hcltech.com/
NIIT Limited
http://www.niit.com/
Hewlett-Packard (HP) India
http://www8.hp.com/
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ITC Infotech
Intelligroup Asia Pvt. Ltd.
L&T Infotech
Siemens Information systems Limited
Mahindra-Satyam
Wipro Infotech
CSC India
Capgemini India
Deloitte
Fujistu
KPIT
SAPLABS India
Intel Technology India Pvt. Ltd.
Microsoft Corporation India Pvt. Ltd.

http://www.itcinfotech.com/
http://www.intelligroup.com/
http://www.lntinfotech.com/
http://www.siemens.co.in/
http://www.mahindrasatyam.com/
http://www.wipro.com/
http://www.csc.com/in
http://www.in.capgemini.com/
http://www.deloitte.com/
http://www.fujitsu.com/in/
http://www.kpitcummins.com/
http://www.sap.com/
http://www.intel.com/
http://www.microsoft.com/india/

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II
ERP QUESTIONNAIRE(General) FOR CDM/HDMC STUDENT OFFICERS
Rank and name (OPTIONAL) :
ARM/SERVICE :
APPTS DONE :
HOW LONG HAVE YOU WORKED FOR ARMY/AIR
FORCE/NAVY?
(Please Select only One Check Box for each Question)
1. Have you read/heard about ERP?
2. Does processes of automation benefit an organization?
3. There a need to integrate the many departments of a logistic
service for better overall control, Do you agree?
4. The Introduction of an ERP software will increase the
efficiency of higher decision makers, do you agree ?
5. Is there really a need for lateral and vertical logistics supply
chain info visibility by higher commanders ?
6. An ERP System will increase the productivity and efficiency
of the employees using it. Do you agree ?
7. An ERP helps a decision maker track all logistics activities at
one instant. Do you agree ?
8. Does the ERP help in faster completion of your daily routine
tasks?
9. Do you think Report generation will be simpler using the
ERP?
10. Is there a need for integrating reverse logistics in ERP
package for Armed Forces ?
11. ERP packages are very costly.Do you think Armed Forces
should invest in it vis--vis eqptprocurement ?

Please mention the number in the box, which best represents

your satisfaction level:.
1 = Disagree; 2 = Somewhat Disagree; 3 = Neutral; 4 = Somewhat
313

Yes

No

Can't
Say

Agree; 5 = Strongly Agree

Questionnaire Detailed

Are the logistic echelons of your Arm/Service fully automated?

The environment in your Arm/Service is IT trained.
There is a need to train the manpower in IT aspects before introducing ERP.
The existing database of logistics echelons is often fudged to depict better efficiency.
There is a need to conduct a dedicated drive to educate the environment about benefits of ERP.
There will be resistance from the environment for implementing ERP.
Higher Commanders are likely to resist more than the end user.
There is little awareness about ERP at all levels.
Manual processes and procedures is a better option than IT based ERP, especially for Armed Forces.
The ERP will increase the employee satisfaction and productivity and enable better choices for
employees
Introduction of ERP is indeed a futuristic step for the organisation.
Hiring of consultants will compromise the security of your organisation.
Implementation of ERP will be a huge challenge for any logistics service of Armed Forces.
Simultaneous implementation of ERP for all logistics branches will be a better option than peacemeal
implementation.
Army, Air Force and Navy should have some commonality in there ERP platforms.
Interlinking of lateral IT chains of ERP between Army, Air Force and Navy will result in better
decisions during joint Operations.

Open - Ended Questions

ERP should be included in the curriculum at Senior Command, HDMC/Higher Command, NDC
courses.
Do you like the idea of ERP implementation in the Armed Forces?
Please rate the following factors in their order of importance for ERP implementation in Army:

Business Process Re-engineering,

Planning and foresight, User training on IT, Change

management, Top management support, Effective communication ,Team work ,User involvement ,

314

Use of private consultants, Management of Risk

order)
Recommendations/suggestions (If Any)

315

(10 for most important and in descending

ERP QUESTIONNAIRE(General) FOR NDC STUDENT OFFRS

Rank and name (OPTIONAL) :
ARM/SERVICE :
APPTS DONE :
HOW LONG HAVE YOU WORKED FOR ARMY/AIR
FORCE/NAVY?
(Please Select only One Check Box for each Question)

Yes No

Have you read/heard about ERP?

Does processes of automation benefit an organization?
There a need to integrate the many departments of a logistic service
for better overall control, Do you agree?
The Introduction of an ERP software will increase the efficiency of
higher decision makers, do you agree ?
Is there really a need for lateral and vertical logistics supply chain
info visibility by higher commanders ?
An ERP System will increase the productivity and efficiency of the
employees using it. Do you agree ?
An ERP helps a decision maker track all logistics activities at one
instant. Do you agree ?
Does the ERP help in faster completion of your daily routine
tasks?
Do you think Report generation will be simpler using the ERP?
Is there a need for integrating reverse logistics in ERP package for
Armed Forces ?
Please mention the number in the box, which best represents
your satisfaction level:.
1 = Disagree; 2 = Somewhat Disagree; 3 = Neutral; 4 = Somewhat
Agree; 5 = Strongly Agree

316

Can't
Say

Questionnaire - Detailed
Are the logistic echelons of your Arm/Service fully automated?
The environment in your Arm/Service is IT trained.
There is a need to train the manpower in IT aspects before
introducing ERP.
The existing database of logistics echelons is often fudged to
depict better efficiency.
There is a need to conduct a dedicated drive to educate the
environment about benefits of ERP.
There will be resistance from the environment for implementing
ERP.
Higher Commanders are likely to resist more than the end user.
There is little awareness about ERP at all levels.
Manual processes and procedures is a better option than IT based
ERP, especially for Armed Forces.
The ERP will increase the employee satisfaction and productivity
and enable better choices for employees
Introduction of ERP is indeed a futuristic step for the organisation.
Hiring of consultants will compromise the security of your
organisation.
Implementation of ERP will be a huge challenge for any logistics
service ofArmed Forces.
Simultaneous implementation of ERP for all logistics branches will be a
better option than peace meal implementation.
Interlinking of lateral IT chains of ERP between Army, Air Force and Navy will
result in better decisions during joint Operations.

Open - Ended Questions

ERP should be included in the curriculum at Senior Command,

317

HDMC/Higher Command, NDC courses.

Do you like the idea of ERP implementation in the Armed
Forces?
Please rate the following factors in their order of importance for
ERP implementation in Army:
Business Process Re-engineering,

Planning and

foresight, User training on IT, Change management, Top

management support, Effective communication ,Team work
,User involvement , Use of private consultants, Management
of Risk

(10 for most important and in descending order)

318

Enterprise Resource Planning (ERP) Implementation Strategies

(Corporate/ Industries)
The purpose of this questionnaire is to collect information to identify the key implementation
parameters that influence the choice of an implementation strategy with a view to drawing up
a list of critical success factors of ERP implementation to increase the business success.

Your answers will be kept strictly CONFIDENTIAL. All information gathered will only be
used for tabulating results.
Section 1: Company profile
1 Please describe the size of your organisation:
Small

Medium

Large

2 What is/was the motivation for ERP implementation?

Technical
Business / Strategic
Functional
Cost saving and other financial reason
Others, please specify:

3 From your experience, what do you consider to be the organisational critical

success factors of an ERP implementation?
Redesigning business processes to fit software
Organisational commitment to change
Integration with software
Adequate internal expertise
Adequate mix of internal and external human resources
Sufficient standardisation and discipline
Avoiding technical bottlenecks
Avoiding conflict with business strategy
Clearly stating scope of project
Clearly stating project timeline

319

Assigning role/responsibilities for functional areas

4 How long was the implementation of the ERP system?

Less than 1 year
1 year to 1.5 years
1.5 year to 2 years
2 years to 2.5 years
2.5 years to 3 years
Over 3 years

5 What implementation strategy was used?

Parallel approach

Phased approach

Big band approach

Pilot approach

Others, please specify:

320