Study of ERP-SAP Implementation at

Dabur

Submitted to Dr. Satish Kumar

By

Rishiraj Sengupta A035

Bhagyashree Kanungo A009
Subhalaxmi Tripathy A047
Aparna Mishra A004
Niharika Arora A029

PGDM 10, TRIM 1

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Contents
ENTERPRISE RESOURCE PLANNING: ............................................................................................. 3
FMCG INDUSTRY MARKET .............................................................................................................. 4
ROLE OF ERP IN FMCG INDUSTRY .............................................................................................................. 5
DABUR –THE COMPANY ................................................................................................................... 6
SOME KEY FACTS: .......................................................................................................................... 7
DABUR WORLDWIDE .................................................................................................................... 9
EXPECTED FEATURES OF AN EFFICIENT ERP SYSTEM ....................................................................... 12
KEY STAKEHOLDERS IN ERP IMPLEMENTATION ..................................................................... 13
BENEFITS OF ERP ........................................................................................................................................... 15
IT INITIATIVES .............................................................................................................................. 17
UPCOMING CHALLENGES .......................................................................................................... 17
Sample Report ........................................................................................................................... 18
CONCLUSION .................................................................................................................................... 18
REFERENCES ..................................................................................................................................... 19
FIGURES:

Figure 1:FMCG opportunities in India .......................................................................................... 4

Figure 2:FMCG sector breakup in India ........................................................................................ 5
Figure 3:Major players in FMCG sectors in India ......................................................................... 5
Figure 4:ERP System architecture .................................................................................................. 6
Figure 5: Various products under Dabur ......................................................................................... 7
Figure 6:Category wise contribution under Dabur……………………………………………… 9
Figure 7: Sample reports………………………………………………………………………… 19

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ENTERPRISE RESOURCE PLANNING:

To define, Enterprise Resource Planning (ERP) is a system which brings all the decision making
information from all the departments in a company into one single place in order to increase efficiency,
productivity and profit of the company. ERP consists of 3 words-Enterprise, Resource and Planning. The
first word among these three is the most important. There are many systems which deal with resource
planning. It is the enterprise part that is important. ERP’s power and Potential comes from the
movement from the traditional business model to enterprise business model.

Before the beginning of Systems Integration, different departments in an organization were responsible
for developing their own computer systems, each one working separately using its own applications and
data. Each and every department relied on the others to transfer key information. Items such as
employee numbers would be generated in one system, then passed on and entered manually into the
other applications.

This process was not convenient. The coordination of information was manual, slow and unreliable.
Mistakes happened, leading to additional complications as erroneous data propagated throughout the
organization.

Enterprise Resource Planning (ERP) standardizes and reduces the number of software specialties
required in large organizations.

The ERP systems of today generally cover one or a number of the following:

1. Manufacturing Bills of material, scheduling, quality control, cost management.

2. Supply Chain Management Inventory, order entry, purchasing.

3. Financials General Ledger, cash flow, accounts payable, accounts receivable.

4. Projects Costing, billing, expenses.

5. Human Resources Payroll, benefits, training.

6. Customer Relationship Management (CRM) Sales and marketing, commissions

Data Warehouse, Reporting, Data Mining

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FMCG INDUSTRY MARKET:

The FMCG industry market is very competitive in nature. If a retailer’s shelves are empty of a
manufacturer’s product, he will simply fill them with a competing product. This challenge of ensuring
that the business is optimized to cater to ever-changing market demands is an issue which every FMCG
major is facing. The demands of a competitive market require a solution that supports process-centric
collaboration internally and across its value chain.

The key challenges which FMCG industry is facing are:

 Arrival of modern trade in India

 Legacy systems and business infrastructure are unable to meet transaction and process
capability requirements of the modern trade

Market fundamentals require companies to ensure availability of their products so that they can
respond quickly to customers’ orders in the most cost efficient manner. This is even more critical in the
emerging modern trade scenario. The distribution of goods across the country in the right quantity, right
time and at the right place is already one of the biggest challenges they face. In order to thrive in the era
of modern trade, companies need to deliver a service level that is higher than what the industry is used to
and operate a supply chain which is superior to the competitors .

Also, traditional product lifecycle management is being challenged with the frequent introduction of
new products and services with shorter lifecycles and a focus on brand extension. All of the above is
placing intense pressure on conventional manufacturing and supply chain practices.

Figure 1

FMCG opportunities in India

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 Figure 2

FMCG sector breakup in India

Figure 3

Major players in FMCG sector in India

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 ROLE OF ERP IN FMCG INDUSTRY:

Manufacturers’ investment in strategic infrastructure, such as Enterprise Resource Planning (ERP) and
networks, can provide the foundation to bring people, processes, and relationships together to build an
integrated business system that supports the e-business strategy for critical business initiatives without
huge IT investments. The importance lies in the extent to which the technology can be integrated and
is interoperable to allow all of your systems and the Internet (for communication and collaboration) to
work in concert.

Figure 4

ERP Systems Architecture

Such an example in the FMCG sector is Dabur. Dabur implemented ERP in year 2001. The project was
named Project Synergy and it worked on two ERP systems: For the outbound logistics it runs QAD
ERP suite known as MFG/PRO. For manufacturing locations, there was BaaN. By 2005 Dabur started
to feel the pinch of maintaining two independent ERP systems. They were facing issues like
maintenance costs, data redundancy, etc. So, in April 2006, they migrated from standalone ERP
systems - Baan and Mfg to centralized SAP ERP system for all business units (BUs).

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 DABUR –THE COMPANY:

Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of about US$750 Million
(over Rs 3416Crore) &Market Capitalization of over US$3.5 Billion (over Rs 16,000Crore). Building
on a legacy of quality and experience of over 125 years, Dabur is today India’s most trusted name and
the world’s largest Ayurvedic and Natural Health Care Company.
Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Herbal Ayurvedic products.
Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities -- Dabur as
the master brand for natural healthcare products, Vatika for premium personal care, Hajmola for
digestives, Réal for fruit juices and beverages and Fem for fairness bleaches and skin care products.

Dabur today operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin
Care, Home Care and Foods. The company has a wide distribution network, covering over 2.8 million
retail outlets with a high penetration in both urban and rural markets.

Dabur's products also have a huge presence in the overseas markets and are today available in over 60
countries across the globe. Its brands are highly popular in the Middle East, SAARC countries, Africa,
US, Europe and Russia. Dabur's overseas revenues stand at over Rs 500Crore in the 2008-09 fiscal,
accounting for about 20% of the total turnover. The 125-year-old company, promoted by the Burman family,
had started operations in 1884 as an Ayurvedic medicines company

Figure 5
Various products under Dabur

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SOME KEY FACTS:

 Dabur is a leading consumer goods company in India with a turnover of Rs. 8533 Crore
For FY 2018-19

 3 major strategic business units (SBU) – Consumer Care Division (CCD), Consumer Health
Division (CHD) and International Business Division (IBD)

 3 Subsidiary Group companies – Dabur International, Fem Care Pharma and NewU and 8 step
down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer
Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care (Nigeria),
Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc.
(USA).

 17 ultra-modern manufacturing units spread around the globe

 Products marketed in over 60 countries

 Wide and deep market penetration with 50 C&F agents, more than 5000 distributors and over
2.8 million retail outlets all over India

 Consumer Care Division (CCD) addresses consumer needs across the entire FMCG spectrum
through four distinct business portfolios of Personal Care, Health Care, Home Care & Foods

 Master brands:

o Dabur – Ayurvedic healthcare products

o Vatika – Premium hair care

o Hajmola – Tasty digestives

o Réal – Fruit juices & beverages

o Fem – Fairness bleaches & skin care products

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 Figure 6
Category wise contribution under Dabur

SAP ERP SYSTEM

ERP is a software which is pre dominantly designed to facilitate ease of enterprise operations. MYSAP
is the most commonly used application of SAP by Dabur India. Normally ERP software does not
discharge the functions properly if the organization does not adapt to the change. The possibility of the
problems may be from technical to managerial. MYSAP is one such application from SAP which is
designed in overcoming the above mentioned drawbacks. It is also compatible with all the functions in
an organization. It helps in better performance and better integration.
Some advantages of a MYSAP application are:
 Transparency and flexible application: It can be easily accessed by any staff in the organization,
from top level to bottom level employees.
 Complete solution: This system includes almost all part of the organization like reengineering,
organizational dynamics etc. This in turn makes the job of the vendor easier.
 Helps the organization in making quick and effective decisions.
 Enables minimization of costs.

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 THE CHALLENGES FACED BY DABUR:
Dabur operates in FMCG Industry which is characterized by high degree of competition and a large
number of low-value transactions. Dabur had to maintain a very short time lag between procurement,
manufacturing, order, distribution and consumption for it to be competitive. Also, the profit margins
for any FMCG company per transaction are very low hence it demands Dabur to be cost effective in
its line of business. The inventory management system for FMCG companies is different & unique
from that of the other industries and Dabur had to balance the inventory system effectively.
One of the problems Dabur faced severely was the Selling and Distribution problem. Dabur was facing
problems to ensure availability of their products so that they can respond quickly to customers’ orders
in the most cost efficient manner. By 2000, the company’s distribution network has grown rapidly over
a period of time, spanning 29 factories, 6 mother warehouses, 47 stocking points, 4 zonal offices and
over 10,000 stockists and dealers. About one hundred trucks were dispatched daily. The distribution of
goods across the country in the right quantity, right time and at the right place is already one of the
biggest challenges they face. With distribution pressures rising, technology upgradation was becoming
more and more important. In order to thrive in the era of modern trade, companies need to deliver a
service level that is higher than what the industry is used to and operate a supply chain which is superior
to the competitors.

Also, Dabur faced problems with their product lifecycle management. The new products and services
were usually of shorter lifecycles and a focus on brand extension was demanded through the
development of new products. Management was unable to figure out the demands and expectation of
their customers.

Dabur Company did demand forecasting internally with little or no direct liaison with the
organization’s customers. In fact, sometimes forecast information is not even shared amongst
appropriate stakeholders internally, example, price promotions run by marketing without adjusting for
inventory holdings or capability to deliver on the factory floor.
For many years, Dabur had been using Fox Pro based systems for handling its logistics but as the
network grew, the distribution pressure rose, thus making technology development a necessity. Fox
Pro was a database in which each of the departments likes sales, finance etc. had a separate database
for their respective departments. It was not a rational database. The company faced a lot of problems
because this had data inconsistencies. Thus, it became necessary to integrate the fragmented
distribution network for the benefit of the company. This was the time when Dabur felt the need to
implement some kind of an ERP system

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OBJECTIVES OF IMPLEMENTING ERP SYSTEM:

In order to mitigate the above mentioned problems, Dabur implemented two ERP systems. To
manage the outbound logistics QAD ERP suite known as MFG/PRO was used and to manage
manufacturing locations BaaN was implemented. Though it showed improvements in the sales dispatch
and demand forecasts, it posed severe problem due to data redundancies and inconsistencies at time.
Thus formulating strategy and taking business decisions still remained as severe problem.

The key objectives of new system “SAP ERP system” were:

1. Implementing a new sales and distribution strategy

One of the important reasons for the implementation of the SAP system was to develop new
sales and distribution strategy so as to identify key customer segments in urban and rural
markets, customize sales activities for main accounts and reorganize Dabur’s sales teams. Dabur
teamed up with Accenture to optimize the internal logistics and distribution processes for mega
retail customers, and put incentives and metrics in place to drive specific goals.

2. Developing a new supply chain management capability

Company wanted to leverage SAP by automating Dabur’s material resource planning processes
across the complex manufacturing arena spread across different parts of the country. Also the
new system allowed the company to forecast the demand more accurately than before, this
new approach allowed management to shift their focus from simple transactions to more
strategic procurement efforts to reduce the cost.

3. Optimizing Dabur’s ERP capabilities

With the existing two independent ERP systems, though the company was able to realize the
operational excellence, the infrastructure for decision support was not adequate. The idea of a
single organization wide ERP implementation was proposed in Dabur to improve the
availability of data to the higher management for them to make decisions. Company needed to
improve its capabilities in order to implement strategic and operational changes.

4. Leveraging IT for business initiatives

Gathering real-time data is one of the biggest challenges for any FMCG company. Through the
implementation of the ERP the company aimed at integrating their key customer in order to
gather real time data which would further help them to forecast the demand more accurately and
help them in making sales and distribution decisions swiftly.
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EXPECTED FEATURES OF AN EFFICIENT ERP SYSTEM

1. Packaged Software

The ERP system should be a complete package of modules that are required by the company. As far
as Dabur is concerned, the system should comprise of modules like Sales and Distribution,
Materials Management, Production Planning, Quality Management, Plant Maintenance, etc. The
system modules should be well-integrated and highly efficient .

2. Process the Majority of an Organization’s Transactions

The ERP system should cover as many functions of the organization as possible, so that
most of the organization is brought under the umbrella of a centralized database system .
3. Use a Data Warehouse

The ERP system should be capable of keeping an up-to-date database of all the important
information flowing through an organization, and all the information should be updated
constantly, on a real time basis.
4. Accessibility

The ERP system should be designed in such a way that any authorized employee of the
organization, regardless of which department he is employed in, should be able to access
the information contained in the ERP database, from anywhere in the organization .

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KEY STAKEHOLDERS IN ERP IMPLEMENTATION

1. Management

The most important stakeholder in the implementation of ERP is the management, since it
is the management which is responsible for the funding of the implementation. Effective
implementation an ERP system requires considerable investment of time and money on the
part of the management. As such, it would be in their interest to ensure that the system is
working efficiently and achieving the desired results.

2. Employees

The next priority in the list would be the employees of the company. It has been observed
that employees in an organization are always less than receptive to ERP implementation in
their company, because they are worried that their jobs and positions in the organisation
would be in danger. Therefore, employees need to be given assurance that their services
are still valuable in the company in order to ensure that their loyalty towards the company
does not waver.
3. Customers

The customers of Dabur are also involved because they would expect better service and
products from the company now that it has implemented ERP software. So it is in the
interest of the company to ensure that it meets the customers’ expectations.
4. Suppliers

The suppliers of Dabur would also be interested in the ERP implementation program of
Dabur because the information supplied to them regarding orders, materials and other
production planning decisions would now be more accurate and timely. Accordingly, they
can meet the orders in time and without any mistakes as to the quality, quantity, etc. of the
goods to be supplied.
5. External Users

External users refer to the shareholders as well as the potential investors in the company.
This category of people would be interested in knowing how far the implementation of
ERP in the company has been successful and whether it has achieved the results it
originally set out to achieve. This knowledge might ultimately play an important role in
their decisions regarding their investment in the company.

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BENEFITS OF ERP

DABUR is one of those companies who have implemented two ERP systems successfully by streamlining
its primary distribution system and outbound logistics. It has used both MFG/PRO and BaaN. MFG/PRO
can run in an offline mode using local database and it is network independent which served as one of
the major benefits of this kind of system. They were facing issues like maintenance costs, data
redundancy, etc. So, in April 2006, they migrated from standalone ERP systems - Baan and Mfg to
centralized SAP ERP system for all business units (BUs).MFG/PRO is a fully integrated ERP (Enterprise
Resource Planning) solution, which includes manufacturing, distribution, customer service and financial
applications and back-end system (Baan) for materials planning and production scheduling. Thus it helps
create deliverable processes in the outbound logistics and seamlessly integrate it with strategic
inventory management, credit control and sales generation.
The major advantages can be summarized as:

 It helped them to improve the sales dispatch to the Carrying and Forwarding Agents (CFA). In an
FMCG sector, the major chunk of sales happens at the end of the month. Thus over 80% of the
sales happen during this period. Hence they faced a number of problems due to the sheer
volume of the transactions and no system to keep a track of all these. Some of the problems
would be like sales returns and cheque bouncing from ‘pushed’ sales to meet sales targets. ERP
helped them to remove all these glitches in their supply chain to make them into a more
profitable organization.

 Improvement in collections. Collections have recorded an improvement of about 6 days and are
more evenly spread over the month. This leads to considerable saving on working capital locked
up in out-bound logistics. The collection improvement has also helped them to manage their
account receivables and thus more efficiently manage their working capital. In turn it has also
helped them to reduce their bad debts.

 The ERP system has provided them with a platform for visibility of the data across all the
domains in the organization. Thus the stocks with the CFA are visible to the central distribution
planners in saleable and unsalable categories. This has helped them to better plan their
distribution and management by reducing the sales returns and unsold stock inventory.

 In FMCG sector one of the major sources of income is the sale and promotion schemes. Without
an ERP system it becomes very difficult to track the changes in this area especially when one is
to monitor a base as huge as the whole of India. Thus the ERP system has helped towards the
central management of the sales schemes. The schemes and free issues are now managed
centrally at the corporate office and the ERP system keeps a strong check on schemes leading to
reduction in misuse of schemes in the field.

 MFG/PRO gives real-time information sales situation of distributors about their inventory and
improves the accuracy of demand forecasts. These demand forecasts are then fed into the back-
end system (BaaN) for materials planning and production scheduling. Integration of these two
systems has significantly enhanced their efficiency. Mfg Pro is fully operational in the zonal
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 offices, mother warehouses and CFAs and Baan is already live in five manufacturing locations.
Information on inventories, return of products, collections done and dispatch orders from
warehouses are now all available at a central location.

 A Secondary Sales System has been implemented to provide countrywide information on

Secondary pipelines and sales by brand. This new Secondary Sales System has played an
important role in tracking brand-wise sales, and reducing pipeline inventories by focusing on
secondary sales.

 The improvement in area-wise and brand-wise inventory management has scaled up the entire
supply chain management through better sales forecasts, production scheduling, materials
planning, vendor management and raw material sourcing.

 Company has implemented another new initiative of Claims Settlement using an Intranet/
Extranet based system, for systematic tracking and settlement of claims. The Company also
implemented another major initiative-Employee Management System (EMS), an intranet based
HR-information system, including Payroll and PF processing.

IT INITIATIVES

 Migration from Baan and Mfg ERP Systems to centralized SAP ERP system from 1st April 2006
for all business units
 Implementation of a country wide new WAN Infrastructure for running centralized ERP system.

 Setting up of new Data Centre at KCO Head Office.

 Extension of Reach System to distributors for capturing Secondary Sales Data.

 Roll out of IT services to new plants and CFAs.

This ERP implementation was done in 4 stages:

STAGE 1: BaaN
Dabur implemented Baan’s ERP system in 1999 for automation of the manufacturing process. This
was the first ERP system which was implemented by the company in the major plants at Sahibabad and
Baddi respectively. The server used for this was Alpha Unix and was situated at the commercial office.
In Baan ERP system the key modules include finance, manufacturing, master production planning,
intelligent resource planning, dealer planning and costing. The various modules keep track of the
material as the inventory moves through the plant and they are synchronized to each other. The primary
distribution plan becomes a very important component of the manufacturing system. The planning
process of the company includes one month’s stable Rolling Production Plan (RPP) of the

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company and two month’s rolling plans later on, based on a Rolling Sales Forecast (RSF) of Dabur.

DRAWBACKS OF BAAN
The operation of the manufacturing system has been very difficult as raw materials for Dabur’s
products are mostly sourced from the various unorganized sectors where fruits and herbs and other
natural resources are procured. The other challenge was of extensive customization which was
necessary to meet stringent FDA regulations in the quality circle in Pharma product lines. Not only
this, BAAN requires a central server which was also a problem for the company.

STAGE 2: MFG/PRO ERP

Dabur therefore initiated automation of the outward logistics system in April, 2001 by means of its
primary circulation system named ‘Project Synergy’, which involves the execution of the MFG/PRO
ERP system. The MGF/PRO system was running in greater than a dozen Carrying and Forwarding
Agents (CFAs) and the major warehouses all over the country.
Once it was decided that MFG/PRO will deliver the outbound logistics then a core implementation
team was made which included end users from dissimilar departments, like IT, sales, distribution and
planning, finance and was set up in order to work. The deployment was made in four stages. In the first
stage a requirement study was done where a model was developed. Dabur has many other strategic
business units each of it having a different need in terms of outbound logistics. It is a traditional FMCG
company into family units and healthcare products, pharmaceutical products, food products, which is
a perishable products division, ayurvedic products for both the medicine and home segments. All these
divisions have diverse requirements. The heart team had its job to cut out plus it had to develop a
ordinary business model, which could supply to each and every segment at the same time.
Some of the benefits of this system included:
 Improvement in collections processes. Collections recorded an improvement of about 6 days
after implementing ERP and were more evenly spread out than the month which led to
substantial savings on working capital in out-bound logistics.
 Reduction in unsold stock inventory and sales returns. Stocks in carrying and forwarding agents
were noticeable to fundamental distribution planners in commercial and un-saleable categories
most important to better distribution and management.

STAGE 3: SAP

This was one of the major changes adopted by Dabur. Dabur shifted from standalone ERP systems
which includes MFG and BAAN to centralized SAP ERP system on 1 st April 2006.
Dabur implemented a countrywide Wide Area Network (WAN) infrastructure for running
centralized enterprise resource planning system and set up a new data center at the KCO head office
in Ghaziabad. Addition of systems to the distributors for capturing Secondary Sales Data
information to collect real-time information was done in 2004.. Dabur had no immunity with

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 respect to other industries and realized it needed to execute enhanced systems which quickly made
more rapid decisions in order to outpace its upper class in revenue and prosperity growth. Accenture
projected in front of Dabur that Dabur should improve its supply chain management, to meet such
goals and sales and distribution capabilities should also be improved and use IT as a strategic
enabler for its business strategy. This incorporated migration to a nimbler outsourcing model that
would create significance through quickness and sustain business initiatives and safeguarding of its
SAP ERP system. SAP basically, was selected due to the extensive experience in India and it is
used by its competitors also.

Accenture proposed that Dabur improve its sales and distribution services and supply chain
management capabilities and use information technology as a tactical enabler for its business
strategy. From an IT standpoint, Accenture suggested a two-pronged strategy to Dabur that includes
resettlement to a nimbler outsourcing model that would create value through nimbleness and hold
up business initiatives and protection of its SAP enterprise resource planning system. Accenture
assembled a group of extremely trained industry experts so that it can bring these initiatives to life,
as well as some professionals who have widespread SAP design and implementation experience in
this field which was an important factor.
It implemented a new sales and distribution strategy and, in this Accenture, helped in developing a
widespread strategy that was noticeable as Dabur’s first significant endeavor to identify key
customer segments in urban and rural markets, customize sales programs for key accounts and
reorganize Dabur’s sales teams by one of four trade channels. There was some profit from these
initiatives like increase in annual sales by 17%.

STAGE 4: SAP APO (CURRENT SCENARIO)

Dabur decided to automate its forecasting procedure. The company was already running SAP ERP
from 2006 and decided to put into practice SAP’s Advanced Planner and Optimizer (APO).To
guarantee the precision of SAP APO, chronological data was deconstructed to originate the baseline
sales and impact of ATL/BTL inputs. Dabur, to a great extent got benefits from SAP APO with
enhanced business outcomes.
The project was divided into four different phases:
 The first phase was Diagnosis in which design and organization structure was done. It also
established the potential opportunity size and the business case.
 In the second phase the Design of the supply chain took place.
 In the third phase the actual implementation of APO modules took place.
 In the last phase the actual running took place (April 2010). Once you have input the growth
target the entire sales volume plan will be generated. All the other calculations are in real
time like required capacity planning, markets where we can get more business. The ERP
system will then convert the sales which was forecasted into the real/actual sales at factory
level.

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CHANGES EXPERIENCED DUE TO ERP IMPLEMENTATION

Before the deployment, the lost sales which were earlier accounted to 6% were decreased to
3.75%. Moreover, the company’s error forecast was also reduced from 85 to 40% and its
forecast accuracy amplified from 25 to over 60%. Achieving this act in less than eight months
was an enormous success for Dabur. This would not have been possible exclusive of a
business benefit-led move towards the exercise moderately than an IT-led approach. With the
recent execution of ERP, the effectiveness of the distribution and logistics network is
expected to advance more in the future. Consumer health division grew by 12.5%, that
division has been impacted in the first quarter by the ERP platform changeover.

UPCOMING CHALLENGES

 Forward Integration of SAP with Distributors and Stockists.

 Backward Integration of SAP with Suppliers.

 Implementation of new POS system at Stockist point and integration with SAP-ERP.

 Implementation of SAP HR and payroll.

 SAP Roll-out to Dabur Nepal Pvt. Ltd (DNPL) and other new businesses .

Sample Report:

Figure 7: Sample reports

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 CONCLUSION:

DABUR made a very right move to change into the existing ERP system. This has helped them not
only to remain competitive in the market but also act as an example that even two models can be
integrated together in spite of all the challenges faced by them. The ERP software has helped them to
increase their profitability many folds. By implementing a SAP ERP system, Dabur India has helped
itself in retaining its position as a growing leader in the fast moving consumer goods section (FMCG).
Its move to disable the BAAN and MFG ERP was seen as a highly innovative move. This has also
enabled them for better sales forecasting and improvement in their sales after the implementation of
SAP. The move to make this system available for all the employees starting from the top management
to the bottom strata is what made Dabur distinguish itself from the other companies in the FMCG
sector. With the implementation of MYSAP, Dabur has been able to make some very important
strategic decisions and thus increasing its productivity.

REFERENCES
 Simchi-Levi, “Designing N Managing Supply 3E”, Tata McGraw-Hill Education
 Alexis Leon, “ERP Demystified”
 http://www.dabur.com/Media-ProductShots
 http://russellobrien.hubpages.com/hub/ERP-Explained
 http://www.dabur.com/en/investors1/Annual_reports/2005-06/Dabur_Annual_Report_05-
06.pdf
 http://www.dabur.com/About%20Dabur-Dabur%20World%20Wide
 http://www.valuenotes.com/Investment-Strategy/Dabur-Long-term-outlook-remains-
intact/172842/12540103.00/C
 http://provigator.com/dabur-india-limited
 http://www.chillibreeze.com/articles_various/Dabur-story.asp
 http://www.tspl.com/dabur_case_study.php
 http://www.dabur.com/About%20Dabur
 http://www.accenture.com/us-en/Pages/success-dabur-india-operational-excellence-
competitive-advantage.aspx

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