1. BUSINESS CASES ON PHARMACEUTICAL INDUSTRY By, DAVID (1121107) VIKAS(1121121) JAYANT(1121124)KISHORE(1121125 AKHIL(1121130)

2. WHATS THE NEED OF ERP IN PHARMINDUSTRY?. Product expansionCompetitive sales conditionsDevelopment of global distribution networksSetter informed customers The orientation of businesses towards satisfying the needscustomer. 3. CASE -1 SUMMARY(PLIVA)The main objective is to present theimpacts of information technology (IT)and enterprise resource planning(ERP) systems in business processrenovation projects. A case study ofbusiness processreengineeringproject and the implementation of theSAP software solution in PLIVA (PLIVAPharmaceuticals, Inc) is presented 4. SAP software solutions in PLIVABefore the erp implementation had aclassical transaction information systemwith centralized, hand-entered data.Due to lack of time for development of anew system they adopted the SAP package.The implementation of the SAP solutiontook place in individual phases, with twomodules in the area of costcenteraccounting and profit centeraccountingimplemented in 1997. 5. SAP modules were implementedthrough 4 phases:1. phase: 1996-1997 (SAP 3.0)2. phase: 1998-20003. phase: 20014. phase: 2002 6. 1. phase: 1996-1997 (SAP 3.0)FI-FinancialsCO-Controlling BC-Basis components UPGRADE 3.0-3.1 H 7. 2. phase: 1998-2000MM- Materials ManagementPP:-Production PlanningQM-Quality ManagementSD-Sales & DistributionWM- Warehouse Management 8. Continue..HR-Human ResourcesUPGRADE SAP 3.1H-4.0B-2000 (JAN)UPGRADE 4.0B-4.6 C 2000 (JULY) 9. . phase: 2001PP-PI-Production Planning-Processindustries-extension of PP module QM module-advanced functionality ofQualitycontrol PM-Plant Mainteinance 10. 4. phase: 2002International roll-out A thorough reviewof the information system according toSAP specifications and standards wasalso conducted, and theimplementation of the followingmodules is planned in 2003:SCM- Supply Chain Management, BIW- Business InformationWarehouse, Project Systems, and 11. The results achieved by ERP andBPR projects in PLIVAreduction of overall inventory by at least30%, thus increasing the coefficient ofturnover, reduction of product delivery time to thebuyer from 4 days to 24 hours, reductionof the number of employees by 20-30% in functions where the new system wasimplemented (redistribution of work 12. Continue reduction in the number ofcomplaints due to mistakes indelivery (complaints reduced to aminimum) reduction of time of payment by30% with the implementation of thebuyers credit limit better visibility of the workflowsystems and their coordination, 13. Continue secured forecasts of money flows andplanning of available financial resources for amore rapid execution of all businessprocesses. better (monthly) production planning (basedon market needs and standing inventory) better flexibility of the system with regard tobusiness decisions, well-informed decision making, new quality inplanning and forecasting. 14. THANK UUUU