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Arpit Agarwal (B01) Rishikesh Ashar (B05) Ankur Gupta (B21) Aditya Nadimpalli (B38) Abhinav Pattarkine (B45) Praveen Rajagopalan (B47) Apoorv Singhal (B54)
About ONGC
ONGC was re-organized as a limited Company under the Company's Act, 1956 in February 1994 The Government disinvested 2 percent of its shares through competitive bidding in 1994.
During March 1999, ONGC, Indian Oil Corporation (IOC) and Gas Authority of India Limited (GAIL) , agreed to have cross holding in each other's stock
In the year 2002-03, after taking over MRPL from the A V Birla Group, ONGC diversified into the downstream sector
ONGC has also entered the global field through its subsidiary, ONGC Videsh Ltd. (OVL)
ONGC used PCbased legacy system for material management, project monitoring and maintenance planning
Information is as valuable as oil for any organization and sometimes harder to locate
ONGC felt the need for a solution using IT to solve the problems in streamlining the business processes, and integrating all the information along the enterprises core business processes
Leveraging IT
Existing Environment
Database: Hardware: Operating system: Oracle HP, Compaq, IBM and Sun Microsoft Win NT, Sun Solaris, and Unix
1996 ONGC undertook Project Kuber for an integrated financial system December, 1999 ONGC started Project Shramik for automation of HR Modules Shortcomings of piecemeal implementation of SAP Lack of real-time information Monthly reports generated were insufficient to take forward-looking managerial decisions Need for integrating all functions of the company under one umbrella
Implementation Plan
ONGC had the IT mission to develop an integrated, flexible and standardized Information Technology architecture for fundamental competitive advantage.
The organization decided to realign its business processes to bring all the legacy systems under a common ERP. The vision of the then C&MD Mr. Subir Raha to have One organization, one data, one Information ushered in a new era of organization-wide information sharing, and its use would enhance business efficiency. ONGC before the implementation of project ICE monitored its activities on daily, monthly, quarterly and annual basis. This required comprehensive, exhaustive multi process based data integrated manually with each other. In absence of any integrated online data systems, key executives always had to face time lags between the activity period and data availability, resulting in constraints in logical decision making. This crisis led to creation of an IT landscape that was decentralized, comprising of multiple stand alone systems and packages. Evidently an integrated information system for good governance was missing.
SAP had experience with global Oil and Gas production companies
SAP Consulting blended expertise with ability to improvise as complexities of project required.
Project ICE
First Major ERP exercise in Indian Oil & Gas Industry 23 SAP modules
Mfg. Engineering
R/3
A/P Inventory
Controlling
Purchasing
Production Planning
FI
Financial Accounting
CO
Controlling
R/3
Client / Server ABAP/4
CIN/ IS-Oil
AM
Fixed Assets Mgmt.
EC
QM
PS WF
Workflow
Enterprise Controlling
PM
Project System
HR
Human Resources
Implementation
Constituted of 150 Project Core Team Members, 60 SAP Consultants, 18000 sq. ft Project Office, 4000 Sq. ft area data center with 22.5 TB storage capacities ONGC implemented an enterprise-wide ERP implementation under Project ICE comprising 23 SAP modules They adopted SAP R/3 to streamline and integrate its various functions The data center is located in New Delhi The project currently has 23000 end-users working on the system and using the employee selfservice (ESS) functionality under SAMPARC Production and Planning (PP) To track planned and actual costs of production processing of Crude Oil, Natural Gas Facilitates real time updating of data, helps in calculating actual & standard costs at any stage in the product cycle Monitors real time production environment related to Materials & Products, as well as customized report generation for faster decision making Plant Maintenance (PM): The PM module provides a system for the management and maintenance of technical systems including the cost incurred in the planned and breakdown maintenance. By being integrated with other modules it gives the cost of each maintenance activity. It will also track various audit activities and their follow up actions in ONGC.
Implementation
Financial Accounting (FI) This module Integrates General Ledger, Accounts Payable, Accounts Receivable with all the sub ledgers synchronized with the G/L in an on-line, real-time manner. The existing SAP customization KUBER is a stand alone module with only FI functions. In ICE FI function is integrated with all the adopted R/3 modules starting from supply to the sales. Sales & Distribution (SD): SD module comprises of entire Sales & Distribution activities starting from sales agreements to delivery and generation & printing of invoice in integrated sales process for all products of ONGC including scrap and services. It is integrated with financial accounting for account receivable management; material management and production planning for real time stock updating.
Implementation
Quality Management (QM) QM module covers inspection of procured material, inspection of in-house products, and generation of Quality certificate for issuing finished products to the Customers. Among many features, Vendor/Material complaints processing, quality clearance certificate for incoming material and for the products, failure analysis etc. shall be available through this system.
Business Information Warehouse (BW) This module shall generate analytical and strategic reports for Business Analysis and performance tracking including the Corporate Key Performance Indicators. This would become the single, integrated, MIS System for ONGC.
Implementation Highlights
Converting Knowledge to Wealth The total deal for the implementation of the ICE project is Rs. 95 Crores Project ICE is one of the worlds biggest ERP (Enterprise Resource Planning) packages, across its 400 locations By the time the project was completed in May 2005, this new solution was available to a total of 23,000 users 65% more than the user base originally planned This is the first major ERP exercise in the Indian Oil & Gas industry One of the largest in size the world , the project was very challenging in terms of complexity also. ONGCs Exploration and Production (E&P) business is unique, different in many ways from other businesses of manufacturing, trading and services for which SAP is known best for This large and complex exercise has been completed within 30 months (from July 2002 to December 2004), which is a record of sorts
Implementation Highlights
ONGC chose the hardest and most critical areas first: production and drilling to go live with. Idea was if hard target succeed then all the others would fall in line. The Mumbai Headquarters of ONGC was the first to go live in its exhaustive ERP deployment. First rollout was for 3,000 users. One key test was making the transition at the most challenging sites: offshore and onshore oil drilling platforms, where daily activity reports are required by 6 a.m. without fail. SAP Consulting blended expertise with ability to improvise as complexities of project required. Project team consultants from SAP played critical role in rollout and education of users. SAP used ONGC as training centers for its employees to learn about Oil & Gas industry The project management group also excelled in meeting the logistical challenge of connecting hundreds of sites across India even on nomadic drilling rigs and seismic field parties. Innovative solutions included secure satellite and radio-based communication network access to offshore locations and other remote locations deployed through a tightly coordinated schedule between the ONGC project team and service providers.
Legacy Systems
Non SAP
SAP BW
BAPI
File
VSAM ADABAS
RDBMS (DB2)
BW Load Pack
E-Business Applications
Siebel PeopleSoft
Oracle
...
A very important tool for Asset Managers and Business Managers to monitor performances and evolve business strategies
Stage 3
Workplace for Key Business Managers
Stage 4
EDMS Lifecycle Data Management concept
Stage 5
Strategic Enterprise Management
Stage 6
Asset Lifecycle Costing
Add-On 1
UFSO/CRC Realignment
Add-On 2
HR Migration / Integration
Implementation Options
FI MM
Company
PP
IM
Phase 2
Company
Location 1
Roll-out
Roll-out
Location 2
Roll-out
Stages Take all relevant functionalities of one or more mySAP Component Phases Implement the functionalities of a given Stage in Pilot Location (Western Offshore) and then Rollout to Other Businesses Milestones SAPs proven ASAP methodology shall be used and each Phase will be implemented in 5 major milestones Project Preparation Business Blueprint Design Realization Preparation to Go-Live Go-Live and Support
Stage 1 mySAP Stage 2 EBP Stage 3 Workplace Stage 4 EDMS Stage 5 SEM Stage 6 ALC
Jul 2002 Jan 2003 Sep03 Jan04 Mar04
May04
Aug04
Oct04
Dec04
Jul04
Sep04
Nov04
Sep03
Nov04
Nov04
Jan 2004
Go-live
Jan 2005
Geographical coverage
Western Offshore Vasudhara Bhavan Uran Hazira Nhava Supplu Base Offshore Rigs & Platforms Juhu Helibase Maker Towers Bengal Chemicals Priyadarshini Mahakali Caves, Andheri T & S Office Arcadia Botwala Chambers Panvel 12 Victoria Docks Darukhana Nirmal IPSHEM, Goa Western Onshore Ahmedabad Baroda Cambay Mehsana Ankleswar Jodpur Location Stores Baroda W.Shop IRS, Ahmedabad Southern & Corporate Chennai Karaikal Rajamundri Narsapur Stores Vizag S.Base Hyderabad Office Delhi Office Dehradun Eastern Onshore Sibsagar Sib.W.Shop Nazira Jorhat-DVP Jorhat-GSD Silchar Northern & Central Agarthala KolkattaRO WBP T&S Jammu
SD
TR & CFM BW / SEM JVA / PSA
10
2 80 10
10
-55 --
22
15 135 17
5
-30 --
5
-20 --
52
17 320 27 8040
Process Owners
Training Manager
Lead Interfaces
Basis Lead
Web Programmers
Basis Team
Post Implementation
Improved visibility of business processes across different business functions from exploration to production to sales and offshore joint ventures
Redefinition of work roles and duties meant greater transparency and accountability
Ensured transparency in the tendering process and thereby generate confidence amongst the bidders.
Add speed to the process of procurement which will allow ONGC to source best in class technology
Recent Developments
Overseas joint ventures
Implement the employee self-service (ESS) functionality of the mySAP ERP solution
Reach over 36000 users facilitates employees to apply for leave, submit their claims, and view their payment details online