Biostadt Erp 61t1s
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Janani Kushal Amit Varun Vishal
WOCKHAR DT
BIOSTADT INDIA LIMITED •
•
•
Biostadt India Ltd. believes that 'the growth of India is directly related to the growth of the rural areas' Farmers being the central focus of rural India, it becomes necessary to give them a helping hand by providing them with topof-the-line agricultural inputs and services With this as their core initiative, Biostadt India Limited has been serving the farming community for over two decades
BIOSTADT INDIA LIMITED •
•
The company helps in providing the farmers not just customized products but customized solutions, developing and evaluating products and processes for improving their satisfaction Revenues of Rs.200 crores in 2008 and expected revenues of Rs.500 crores in 2012
MILESTONES •
•
•
•
1986 – Launched ‘Biozyme’ a biotechnology based product which is currently the undisputed leader in its niche market 1987 – Laid the foundation of its first factory at Aurangabad 1993 – Entered into the chemical pesticides business 1994 – Formulated New pesticide unit at Aurangabad
•
•
•
•
1997 – Firmly entrenched its roots in the foreign land by establishing Biostadt Philippines Inc. with office at Metro Manila 2002 – Entered into the seeds business through the launch of Hi-Q seeds 2003 – Demerged from parent company, Wockhardt limited and emerged as an independent company called Biostadt India Limited 2004 – Formed a t venture company “Biostadt MH Seeds Limited” with Mahindra Hybrid Seeds Limited
BUSINESS AREAS • • • • • •
Biotechnology Inputs Crop Protection Chemicals Hybrid Seeds Aquaculture Inputs Biostadt Astha Clinic Biostadt Healthcare
Stages of Implementation Pre-Evaluation and Planning •
A project manager was identified to oversee and lead implementation.
•
A project team was formed which included individuals knowledgeable of the organization's history, needs and project goals.
GAP Analysis/Examine Current Business Processes •
GAP analysis enables a company to evaluate its current performance and compare it with potential performance.
•
The business asks itself where it desires to be in of a particular aspect of productivity or gain.
QA and Training •
The core team tested the ERP to ensure it functions properly.
•
The ERP was also documented.
•
Once the ERP quality assurance process was complete, the core team and other relevant employees were trained in how to use of the ERP.
The After Effect • Ø Ø Ø Ø Ø
Production and Supply chain: codes rather than invoice system No Sale before Material In Duration for transportation. Customer Aware about material despatch SOP for CFA
Marketing: Ø Transparency Ø Forecasting Ø Stock info Ø ATR Ø CRM
Finance: Ø Timely reports Ø Easy Audit Ø Easy CN postings Human Resources: Ø Ø
Ø Ø
Online Pay Slip Online expense reports Balanced Score card Incentive calculation
Factors contributing to Success •
Proper Planning-functional wise • Easy going process • Sticked to timelines • Proper Training • 3 Months Demo period • Go live in April 2008.
THANK YOU
Click to edit Master subtitle style
Janani Kushal Amit Varun Vishal
WOCKHAR DT
BIOSTADT INDIA LIMITED •
•
•
Biostadt India Ltd. believes that 'the growth of India is directly related to the growth of the rural areas' Farmers being the central focus of rural India, it becomes necessary to give them a helping hand by providing them with topof-the-line agricultural inputs and services With this as their core initiative, Biostadt India Limited has been serving the farming community for over two decades
BIOSTADT INDIA LIMITED •
•
The company helps in providing the farmers not just customized products but customized solutions, developing and evaluating products and processes for improving their satisfaction Revenues of Rs.200 crores in 2008 and expected revenues of Rs.500 crores in 2012
MILESTONES •
•
•
•
1986 – Launched ‘Biozyme’ a biotechnology based product which is currently the undisputed leader in its niche market 1987 – Laid the foundation of its first factory at Aurangabad 1993 – Entered into the chemical pesticides business 1994 – Formulated New pesticide unit at Aurangabad
•
•
•
•
1997 – Firmly entrenched its roots in the foreign land by establishing Biostadt Philippines Inc. with office at Metro Manila 2002 – Entered into the seeds business through the launch of Hi-Q seeds 2003 – Demerged from parent company, Wockhardt limited and emerged as an independent company called Biostadt India Limited 2004 – Formed a t venture company “Biostadt MH Seeds Limited” with Mahindra Hybrid Seeds Limited
BUSINESS AREAS • • • • • •
Biotechnology Inputs Crop Protection Chemicals Hybrid Seeds Aquaculture Inputs Biostadt Astha Clinic Biostadt Healthcare
Stages of Implementation Pre-Evaluation and Planning •
A project manager was identified to oversee and lead implementation.
•
A project team was formed which included individuals knowledgeable of the organization's history, needs and project goals.
GAP Analysis/Examine Current Business Processes •
GAP analysis enables a company to evaluate its current performance and compare it with potential performance.
•
The business asks itself where it desires to be in of a particular aspect of productivity or gain.
QA and Training •
The core team tested the ERP to ensure it functions properly.
•
The ERP was also documented.
•
Once the ERP quality assurance process was complete, the core team and other relevant employees were trained in how to use of the ERP.
The After Effect • Ø Ø Ø Ø Ø
Production and Supply chain: codes rather than invoice system No Sale before Material In Duration for transportation. Customer Aware about material despatch SOP for CFA
Marketing: Ø Transparency Ø Forecasting Ø Stock info Ø ATR Ø CRM
Finance: Ø Timely reports Ø Easy Audit Ø Easy CN postings Human Resources: Ø Ø
Ø Ø
Online Pay Slip Online expense reports Balanced Score card Incentive calculation
Factors contributing to Success •
Proper Planning-functional wise • Easy going process • Sticked to timelines • Proper Training • 3 Months Demo period • Go live in April 2008.
THANK YOU
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