LM THAPAR SCHOOL OF MANAGEMENT

MIS
PROJECT REPORT
(MIS Employed in Maruti Suzuki India
Ltd.)

Submitted to:
Submitted by:
Amit K Bhardwaj Aakriti Nirmal
(501004001)
Alisha
Sehgal (501004004)
Gurpreet Gill
(501004019)

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 Rishabh
Aggarwal (501004055)
Shefali
(501004062)

Acknowledgement

We are thankful to the prestigious campus of LM Thapar School of Management for

providing us the esteemed platform for enhancing our knowledge and skills of
management discipline.

We are also thankful to our mentor Mr. Amit K Bhardwaj for his time to time
guidance for the improvement of project work. This unique way of making the MIS
concepts seems really interesting and without his guidance project would have been
gone off the track. We hope the project work is up to the expectations.

Last but not the least, we are thankful to our parents and friends for their cooperation
and also to our group members for working as a very cooperative team and putting in
the best efforts to make the project successful.

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INTRODUCTION...................................................................................................5
Profile..................................................................................................................5
Industrial relations...............................................................................................10
INFORMATION SYSTEM USED IN MARUTI SUZUKI...................................................12
ORACLE................................................................................................................13
SALE PROCESS OF MARUTI SUZUKI........................................................................19
CUSTOMER INTERACTION SYSTEM (C.I.S.)..............................................................19
DEALER MANAGEMENT SYSTEM (D.M.S.)...............................................................21
PROCESS FLOW.....................................................................................................21
DMS (DATA MANAGEMENT SOFTWARE).................................................................24
The Maruti System Architecture..........................................................................29
BACKGROUND......................................................................................................30
• Design Goals...............................................................................................30
• Design Approach and Principles.......................................................................31
Customer Relationship Management:.............................................................................34
Maruti and CRM.......................................................................................................34
Key Initiatives...................................................................................................34
Setting up "Express Service Bays" & "2 - Technician Bays"...........................................34
Service at Door Step through Maruti Mobile Support...................................................35
Maruti Auto Card...............................................................................................35
Maruti Call Center..............................................................................................35
Maruti on Road Services.......................................................................................35
N2N................................................................................................................36
Market Research Department.................................................................................36
Types of CRM....................................................................................................36
Operational CRM...............................................................................................36
Analytical customer relationship management................................................36
Collaborative CRM............................................................................................37
Other advantage: which help in CRM.............................................................................37
A Buying Experience like No Other...................................................................37

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 Quality Service across 1036 Cities...................................................................37
One Stop Shop..................................................................................................38
The Low Cost Maintenance Advantage.............................................................38
SUPPLY CHAIN MANAGEMENT:..............................................................................39
COMPUTER INTEGRATED MANUFACTURING(CIM):.................................................40
PRODUCT LIFECYCLE MANAGEMENT:....................................................................42
Model of an Executive Support System...........................................................................43
ESS is used for decision making functions at the highest level...............................................43
Maruti Suzuki Customer Care Website...........................................................................45
RECOMMENDATIONS:...........................................................................................46
3. Economic Order Quantity Concept.................................................................46
CONCLUSION.......................................................................................................48
FUTURE PLANS OF MARUTI TOWARDS ADVANCEMENT OF THEIR INFORMATION
TECHNOLOGY BASED PROGRAMS:.........................................................................49

FUTURE PLANS OF MARUTI TOWARDS ADVANCEMENT

OF THEIR INFORMATION TECHNOLOGY BASED
PROGRAMS:

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 INTRODUCTION

Maruti Suzuki India Limited (Hindi: मारित सुजूकी इंिडया िलिमटेड) a partial subsidiary of
Suzuki Motor Corporation of Japan, is India's largest passenger car company, accounting for
over 45% of the domestic car market. The company offers a complete range of cars from
entry level Maruti 800 and Alto, to stylish hatchback Ritz, A star, Swift, Wagon-R, Estillo
and sedans DZire, SX4 and Sports Utility vehicle Grand Vitara.
It was the first company in India to mass-produce and sell more than a million cars. It is
largely credited for having brought in an automobile revolution to India. It is the market
leader in India and on 17 September 2007, Maruti Udyog Limited was renamed Maruti
Suzuki India Limited. The company's headquarters are located in Delhi.

Profile

Maruti Suzuki is India's number one leading automobile manufacturer and the market leader
in the car segment, both in terms of volume of vehicles sold and revenue earned. Until
recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki
of Japan. The BJP-led government held an initial public offering of 25% of the company in
June 2003. As of 10 May 2007, Govt. of India sold its complete share to Indian financial
institutions. With this, Govt. of India no longer has stake in Maruti Udyog.

Maruti Udyog Limited (MUL) was established in February 1981, though the actual
production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which
at the time was the only modern car available in India, its only competitors- the Hindustan
Ambassador and Premier Padmini were both around 25 years out of date at that point.
Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold
in India and various several other countries, depending upon export orders. Models similar to
Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor
Corporation and manufactured in Pakistan and other South Asian countries.

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The company annually exports more than 50,000 cars and has an extremely large domestic
market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the India's
largest selling compact car ever since it was launched in 1983. More than a million units of
this car have been sold worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts
and Maruti Suzuki Swift is the largest selling in A2 segment.
Due to the large number of Maruti 800s sold in the Indian market, the term "Maruti" is
commonly used to refer to this compact car model ("Maruti" is another name of the Hindu
god, Hanuman).
Maruti Suzuki has been the leader of the Indian car market for over two decades.
Its manufacturing facilities are located at two facilities Gurgaon and Manesar south of Delhi.
Maruti Suzuki’s Gurgaon facility has an installed capacity of 350,000 units per annum. The
Manesar facilities, launched in February 2007 comprise a vehicle assembly plant with a
capacity of 100,000 units per year and a Diesel Engine plant with an annual capacity of
100,000 engines and transmissions. Manesar and Gurgaon facilities have a combined
capability to produce over 700,000 units annually.
More than half the cars sold in India are Maruti Suzuki cars. The company is a subsidiary of
Suzuki Motor Corporation, Japan, which owns 54.2 per cent of Maruti Suzuki. The rest is
owned by public and financial institutions. It is listed on the Bombay Stock Exchange and
National Stock Exchange in India.
During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all,
over six million Maruti Suzuki cars are on Indian roads since the first car was rolled out on
14 December 1983.
Maruti Suzuki offers 15 models, Maruti 800, Alto, WagonR, Estilo, A-star, Ritz, Swift, Swift
DZire, SX4, Omni, Eeco, Gypsy, Grand Vitara. Swift, Swift DZire, A-star and SX4 are
manufactured in Manesar, Grand Vitara is imported from Japan as a completely built unit
(CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant.
Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars
for three decades. Suzuki’s technical superiority lies in its ability to pack power and
performance into a compact, lightweight engine that is clean and fuel efficient.
Nearly 75,000 people are employed directly by Maruti Suzuki and its partners. It has been
rated first in customer satisfaction among all car makers in India from 1999 to 2009 by J D
Power Asia Pacific.

Partner for the joint venture

Sanjay Gandhi owned the Maruti Technical Services Limited, which ran into trouble and was
liquidated. After the death of Sanjay Gandhi, the Indira Gandhi government assigned a
delegation of Indian technocrats to hunt for a collaborator for the project. Initial rounds of
discussion were held with the giants of the automobile industry in Japan including Toyota,
Nissan and Honda. Suzuki Motor Corporation was at that time a small player in the four
wheeler automobile sector and had major share in the two wheeler segment. Suzuki's bid was
considered negligible.
While the major companies were personally represented in the initial rounds of discussion,
Osamu Suzuki, Chairman and CEO of the company ensured that he was present in all the

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rounds of discussion. Osamu in an article writes that it subtly massaged their (Indian
delegation's) egos and also convinced them about the sincerity of Suzuki's bid. Suzuki in
return received a lot of help from the government in such matters as import clearances for
manufacturing equipment (against the wishes of the Indian machine tool industry then and its
own socialistic ideology), land purchase at government prices for setting up the factory
Gurgaon and reduced or removal of excise tariffs. This ensured that Suzuki conscientiously
nursed Maruti Suzuki through its infancy to become one of its flagship ventures.

Joint venture related issues

Maruti Suzuki's A-Star vehicle during its unveiling in Pragati Maidan, Delhi. A-Star, Suzuki's
fifth global car model, was designed and is made only in India. Besides being Suzuki's largest
subsidiary in terms of car sales, Maruti Suzuki is also Suzuki's leading research and
development arm outside Japan
Relationship between the Government of India, under the United Front (India) coalition and
Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian
media till Suzuki Motor Corporation gained the controlling stake. This highly profitable joint
venture that had a near monopolistic trade in the Indian automobile market and the nature of
the partnership built up till then was the underlying reason for most issues.
The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987
and further to 50% in 1992. In 1982 both the venture partners had entered into an agreement
to nominate their candidate for the post of Managing Director and every Managing Director
will have tenure of five years.
Initially R.C.Bhargava was the managing director of the company since the inception of the
joint venture. Till today he is regarded as instrumental for the success of Maruti Suzuki.
Joining in 1982 he held several key positions in the company before heading the company as
Managing Director. Currently he is on the Board of Directors. After completing his five year
tenure, Mr. Bhargava later assumed the office of Part-Time Chairman. The Government
nominated Mr. S.S.L.N. Bhaskarudu as the Managing Director on 27 August 1997. Mr.
Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector
undertaking Bharat Heavy Electricals Limited as General Manager. Later in 1987 he was
promoted as Chief General Manager, 1988 as Director, Productions and Projects, 1989
Director, Materials and in 1993 as Joint Managing Director.
Suzuki Motor Corporation didn't attend the Annual General Meeting of the Board with the
reason of it being called on a short notice. Later Suzuki Motor Corporation went on record to

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state that Mr. Bhaskarudu was "incompetent" and wanted someone else. However, the
Ministry of Industries, Government of India refuted the charges. Media stated from the
Maruti Suzuki sources that Bhaskarudu was interested to indigenise most of components for
the models including gear boxes especially for Maruti 800. Suzuki also felt that Bhaskarudu
was a proxy for the Government and would not let it increase its stake in the venture. If
Maruti Suzuki would have been able to indigenise gear boxes then Maruti Suzuki would have
been able to manufacture all the models without the technical assistance from Suzuki. Till
today the issue of localization of gear boxes is highlighted in the press.
The relation strained when Suzuki Motor Corporation moved to Delhi High Court to bring a
stay order against the appointment of Mr. Bhaskarudu. The issue was resolved in an out-of-
court settlement and both the parties agreed that R S S L N Bhaskarudu would serve up to 31
December 1999, and from 1 January 2000, Jagdish Khattar, Executive Director of Maruti
Udyog Limited would assume charges as the Managing Director. Many politicians believed,
and had stated in parliament that the Suzuki Motor Corporation is unwilling to localize
manufacturing and reduce imports. This remains true, even today the gear boxes are still
imported from Japan and are assembled at the Gurgaon facility.

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Industrial relations
For most of its history, Maruti Udyog Limited had relatively few problems with its labour
force. Its emphasis of a Japanese work culture and the modern manufacturing process, first
instituted in Japan in the 1970s, was accepted by the workforce of the company without any
difficulty. But with the change in management in 1997, when it became predominantly
government controlled for a while, and the conflict between the United Front Government
and Suzuki may have been the cause of unrest among employees. A major row broke out in
September 2000 when employees of Maruti Udyog Ltd (MUL) went on an indefinite strike,
demanding among other things, revision of the incentive scheme offered and implementation
of a pension scheme. Employees struck work for six hours in October 2000, irked over the
suspension of nine employees, going on a six-hour tools-down strike at its Gurgaon plant,
demanding revision of the incentive-linked pay and threatened to fast to death if the
suspended employees were not reinstated. About this time, the NDA government, following a
disinvestments policy, proposed to sell part of its stake in Maruti Suzuki in a public offering.
The Staff union opposed this sell-off plan on the grounds that the company will lose a major
business advantage of being subsidised by the Government.
The standoff with the management continued to December with a proposal by the
management to end the two-month long agitation rejected with a demand for reinstatement of
92 dismissed workers, with four MUL employees going on a fast-unto-death. In December
the company's shareholders met in New Delhi in an AGM that lasted 30 minutes. At the same
time around 1500 plant workers from the MUL's Gurgaon facility were agitating outside the
company's corporate office demanding commencement of production linked incentives, a
better pension scheme and other benefits. The management has refused to pass on the
benefits citing increased competition and lower margins.
Board of directors
1. Mr. R.C.Bhargava Chairman

2. Mr. Shinzo Nakanishi Managing Director and CEO

3. Mr. Manvinder Singh Banga Director
4. Mr. Amal Ganguli Director
5. Mr. D. S. Brar Director
6. Mr. Keiichi Asai Director
7. Mr. Osamu Suzuki Director
8. Mr. Shuji Oishi Director
9. Ms. Pallavi Shroff Director
10. Mr. Kenichi Ayukawa Director
11. Mr. Tsuneo Ohashi Director and Managing
Executive Officer

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INFORMATION SYSTEM USED IN MARUTI SUZUKI

MANAGEMENT INFORMATION SYSTEM (MIS):

It is the integration & Streamlining of business processes involving Process

adherence, Structuring, storage & retrieval of data. This involves Instant generation of
Business analysis report control and monitoring of Man and machine, Support
operations and decision MAKING.

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ORACLE
Oracle Full Stack:

“The open interfaces of Oracle E-Business Suite offered the best integration with our
legacy systems. Standardizing on Oracle technology and applications would also lower
support costs and ensure easy upgrades in the future.”

Rajesh Uppal, Chief General Manager, Information Technology, Maruti Suzuki India
Limited

Maruti Suzuki India Limited has led India’s car market for more than a quarter of a century.
First established in 1981, the company is now a fully-fledged subsidiary of the Suzuki Motor
Corporation. Its principal activities include the manufacture and sale of motor vehicles and
spare parts via a 300-strong dealer network scattered across India.

The year 2002 saw Maruti add finance, leasing, insurance, and pre-owned car businesses to
its portfolio, increasing the scale of its operations and prompting a review of its processes and
systems.

Oracle Consulting was engaged to install a number of Oracle E-Business Suite modules
and integrate them with Maruti existing systems. The eight-month project involved managing
up to 50 people, including Maruti staff, Oracle consultants, and employees of third-party
organizations. Oracle also assisted Maruti with change management, a critical part of the
process to ensure quick user acceptance.

By standardizing on a single Oracle platform, the company achieved better control of its
finance, procurement, and human resources functions. It also gained a more manageable and
scalable platform to support its rapidly expanding business.

The Need to Strengthen Management Control

Prior to employing Oracle, Maruti used a number of home-grown systems to manage its
various lines of business. Many of these disparate systems could not talk to each other,
requiring staff.

Why Oracle?

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Maruti has a successful history of Oracle implementations, beginning with the deployment of
Oracle Database and Oracle Real Application Clusters as a stable foundation for its
nationwide dealer management system. The dealer management system itself was developed
using Oracle Fusion Middleware products. When it came to selecting a solution for the ERP
system, Maruti again turned to Oracle.

“We evaluated several packages but found that the open interfaces of Oracle E-Business
Suite offered the best integration with our legacy systems,” said Uppal. “Standardizing on
Oracle technology and applications would also lower support costs and ensure easy upgrades
in the future.”

Maruti had previously used external parties to develop and deploy its Oracle solutions. This
time, the company decided to work directly with the vendor to deploy the ERP system.

“We found that many of the systems integrators did not have sufficient knowledge of Oracle
E-Business Suite to guarantee a smooth deployment,” said Uppal. “By engaging Oracle
Consulting, we would have easy access to technicians with an in-depth understanding of the
product and consultants with extensive project management experience and business
understanding.

“Oracle Consulting were exemplary in their conduct throughout the project.”

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Implementation Process
In addition to designing the system and providing advice on business process reengineering,
Oracle Consulting was responsible for managing the different parties involved in the
implementation. These included Oracle Certified Advantage Partner IBM, who completed
part of the functional work (writing custom extensions code and installing Oracle Financials
and Oracle Procurement). Oracle Consulting deployed the Oracle Human Resources modules.

Oracle Consulting provided three months of post-implementation support, and also assisted
Maruti for one month in the lead-up to the company’s year-end closing.

Key Benefits
• Strengthened management by consolidating on a single financial platform
• Gained deep insight into financial performance by using Hyperion to analyze budgets
and consolidated accounts
• Lowered procurement costs by streamlining purchasing process
• Provided HR staff with greater control over recruitment, payroll, compensation
management, leave management, competency assessments, and staff development
• Ensured a smooth rollout by engaging Oracle Consulting to supervise the design and
deployment of the solution, and manage the implementation team
• Achieved seamless integration with legacy systems, ensuring senior managers have
visibility into business performance
• Promoted user acceptance by developing extensive training programs to help staff
transition to the new system

Maruti serves within India. To support this growth and improve efficiency, the company
decided to revamp its information technology systems to provide end-to-end visibility into
the organization.

To minimize the impact of the system change on its business, Maruti decided on a phased
migration to Oracle E-Business Suite. As a first step, the company decided to replace its
financial, purchasing, and human resources systems with Oracle Financials, Oracle
Procurement, and a range of Oracle Human Resources applications.

Oracle Consulting was selected to supervise the implementation, including determining

Maruti’s requirements and developing a project plan, designing the system, deploying the
software, managing the various parties involved, and providing post-implementation support.

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Standardization Improves Financial Insight
The problem with using multiple systems to manage finances was the lack of control over
processes and information quality. Each office followed different workflows, which often
meant one division lagged behind another in delivering information. Differing data formats
required tedious consolidation, preventing real-time access to critical statistics.

With Oracle Financials, Maruti was able to standardize on a single financial management
platform. According to Uppal, the company achieved tight control over accounts payable and
accounts receivable, and gained a comprehensive general ledger that assists in the
management of all financial information.

Drilling Down to Details with Hyperion

Maruti has used Hyperion business performance management software for the past two years
to analyze budgets, consolidate accounts across nine subsidiaries, and conduct financial
reporting in compliance with generally accepted accounting principles (GAAP) in India. The
system is integrated with Oracle Financials and is currently used by around 10 budgeting
staff in Maruti’s finance department.

“We use Hyperion to complete scenario- and project-based analytics,” said Uppal. “The
system supports all types of reporting and analysis, giving staff and senior management
deeper insight into our performance as and when they need it. It alerts us to possible
problems before they impact our operations and has helped improve the accuracy of our
forecasts. We are able to respond faster to changing market conditions, which boosts our
competitiveness.”

Oracle’s acquisition of Hyperion in April 2007 is good news for Maruti.

“When we implemented Oracle Financials, we found that the application integrated easily
with the Hyperion system, so there were no interruptions to the business when we cut over to
Oracle from our legacy financial system,” Uppal said. “Now that

Streamlined Procurement Lowers Costs

Maruti implemented Oracle Purchasing to manage procurement of capital goods, services,
and indirect consumables. Prior to implementing Oracle Purchasing, some subsidiaries had a
rudimentary system, while others relied on basic spreadsheets to manage the process. This
made it difficult for the organization as a whole to have control over capital and services
purchasing, leading to escalating costs and excess inventory.

With Oracle, Maruti now has a standardized platform to oversee procurement. The company
has set up a list of preferred suppliers to cut down on the number of vendors it deals with and
ensure it has control over costs. An automated workflow sends purchase orders along the
approvals chain and keeps staff in the accounts payable department aware of all procurement
activity.

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While moving to an electronic system was a major change for most staff, Uppal said it was
adopted quickly after an intensive period of training.

“We have a good system that has streamlined procurement and given staff the ability to track
the entire process, from the initial order to receipt of goods and payment,” said Uppal. “Staff
are happier, efficiency has improved, and costs have been reduced.”

Integrated HR System Smartens Workforce Management

A period of rapid growth saw Maruti’s workforce expand to 5,000 people across India, and
the company quickly discovered that using mismatched systems to manage human resources
was inadequate. What the company needed was a single, integrated system to manage its
employees.

After implementing a range of Oracle Human Resources applications, Maruti reported

better control over HR functions such as recruitment, payroll, compensation management,
leave management, competency assessments, and staff development.

The details of each employee are stored into a single database, from which HR staff can
access a complete personal and work history. If a new position needs to be filled, they can
search the database and run reports to determine the best candidate for the job. Staff can also
run reports to determine the skill level of various employees, and ensure there are proper
training programs in place to advance their knowledge.

Maruti deployed Oracle Self-Service HR to free HR staff from basic duties such as changing
staff address details and answering queries about payment details and leave entitlements.
Staff are encouraged to update their details and apply for vacation time using the system.
Their managers can then approve the request online.

“Our HR staff love the system because it has released them from mundane tasks and allowed
them to focus their energies on value-adding activities such as performance assessment and
staff development,” said Uppal. “This helps us attract and retain high-quality people, a major
asset for any organization.”

Tight Project Management Ensures Swift Deployment

As with all Oracle Consulting-led deployments, consultants sat down with Maruti managers
and key business users to scope out their requirements. A steering committee was set up to
guide the implementation and ensure consultants had recourse to senior executives for advice.

The project plan delineated the responsibilities of each party and incorporated monthly
milestones and testing deadlines. Oracle Consulting ensured a fast, problem-free installation
by employing Oracle’s Business Flow Accelerators—an implementation approach that
leverages predefined business flow templates to reduce the time and cost associated with
application deployments.

A key project challenge was interfacing the Oracle modules with Maruti’s legacy systems,
including direct item procurement, dispatch systems, the time card system for attendance, and
the Hyperion business intelligence platform. The integration had to be completed without

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any impact on the company’s business, which frequently deals in large volumes. For
example, Maruti generates more than 2,000 invoices each day and any lengthy interruptions
could have disastrous impacts on cash flow further down the line.

The open, modular structure of Oracle E-Business Suite ensured the technical side of the
integration was relatively painless. Process-wise, Oracle Consulting helped ensure tight
integration for real-time performance, enabling budget and credit checks to be completed
online in the legacy system.

Ensuring a Smooth Transition

While Oracle Consulting was not actively involved in change management, the team
contributed indirectly to Maruti’s efforts to transition users to the new modules. The Oracle
team advised Maruti on process changes and contributed to training programs.

“Oracle Consulting developed the user manuals, helped us design a train-the-trainer program,
and provided additional training for our super users,” said Uppal. “Their assistance was a
huge help in overcoming resistance among users and adjusting them to the new system. Once
they understood how it worked and the benefits it generated, they were happy to adopt the
Oracle applications.

“With Oracle Consulting, we got a total solution—a partner with end-to-end responsibility
for developing, installing, and supporting the solution.”

Future Plans
After the success of the financials, procurement, and human resources deployment, Maruti is
considering expanding its Oracle footprint. The company is evaluating Oracle Advanced
Supply Chain Management and Oracle Enterprise Asset Management.

“We would like to further automate supply chain management and integrate more processes
with the Oracle ERP system,” said Uppal. “We are also looking at integrating more systems
with Oracle, so we can access real-time information across all our businesses. I expect Oracle
Consulting to play a role in future projects.”

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SALE PROCESS OF MARUTI SUZUKI
Maruti Suzuki sells its car through showroom across India. Apart from selling car it
also provide services facility to its car owner like – Insurance, Finance, Exchange,
True Value, and Driving School.

SOURCES OF CUSTOMER

Walk In

ReferenceTelephone

CUSTOMER IDENTIFICATION

Identification of customer is done according to

• Usage

• Requirement

• Repayment option

• Year of repayment

• Mid class

CUSTOMER INTERACTION SYSTEM (C.I.S.)

• All data collected by the agent is processed in a system called C.I.S.
• All daily inquires are feed in the system and Appointments are taken accordingly.

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DEALER MANAGEMENT SYSTEM (D.M.S.)
All the data collected by the various dealers and showrooms is processed in D.M.S.

DEALER

DATA D.M.S.
Connection Process

SHOWROOM

PROCESS FLOW
There are three broad processes at a showroom.
• Pre-sales
• Sales
• Post –sales

All these are inter-related to each other

Pre-Sales
The pre-sales process is very important because if a customer has a satisfying
experience during this process, it greatly increases the chances of him purchasing the
car from your showroom. At this stage, the customer is indecisive as to which car to
buy and from where to buy

The customer acquires Knowledge about

• MUL ‘s range of cars

• Allied services like finance, insurance, pre owned cars, extended warranty etc.
• Accessories, range offered, prices etc.
• Preventive maintenance of the car

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The Sales Activities Include:

• Visit the prospects

• Understanding needs of the prospects

• Give a proposition to the customer.

• Create interest and preference for MUL

• Give a detailed demonstration and test drive

• Provide clarification to queries and handle objections

• Follow-up with the customer

• Secure order from customer

• Offer allied services like finance, insurance, accessories etc.

• Advice customer on all matters related to his car.

• In case there are too many Sales cases, a special focus is required to
serve these

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Post Sales Follow UP (PSF)

Parameters

A. Number of cars sold

B. Number of customers contacted

C. PSF percentage (B/A *100)

D. Number of satisfied customers

E. Number of dissatisfied customers

F. Satisfaction % (D/B * 100)

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A database is complied which includes the above said parameters.

• Customer Complaints received by dealer are through :

E-mail

Internet survey forms

Telephone Letter

Consumer Forum / Legal Notices

This data is compiled in software database.

DMS (DATA MANAGEMENT SOFTWARE)

According to Maruti “Today’s market is a customer-oriented one, where the customer is the
king. If a person wants to purchase something, he would like to make enquiries at all
reachable sources. Now it depends upon the seller that how efficiently he manages these
enquiries and makes efforts to convert the same into productive ones. It is very important to
keep track of each and every enquiry until and unless it is not converted or closed. It is also
important to keep an eye on the marketing team; so that you know what they are doing in
market and what response, they are getting from the market.”

DMS does the following:

a) It can keep a record of all enquiries and can generate timely reports whenever
required.
b) At the time of enquiry feeding, it will ask for all required details.
c) After collecting all information, it can generate a Performa Invoice/Offer Letter for
the customer.
d) DMS not only generates Performa Invoice or allot the enquiries to sales
executives, but it will keep record of the enquiry until and unless the enquiry is not
converted or closed.
e) DMS generates several reports that help the management as well as the sales team.
f) It generates reports like enquiry register, booking register, test drive register,
visiting register, pending enquiry register, enquiry lost with reason, per day enquiry
list, closed enquiry register, conversion ratio, expenses per enquiry, target v/s
achievement report (executive wise/overall) and many more that will definitely help
Maruti which believes in customer care and 100% conversion of enquiry

The minimum system specifications for using DMS are:

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 • Pentium PC (with CD ROM Drive to install the s/w)
• 80 Column DOT MATRIX PRINTER (can be shared within the network)
• Windows 95/98/Me or Windows NT/2000/XP
• 64 MB RAM
• 200 MB free hard disk space

There are several DMS Forms: Model Details

Basic Models

• The information about all the basic models have to be entered using this form. An
important thing is the availability of the color option. That means within each & every
basic model, there is an option to allow/disallow the color’s availability.

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 • Model Variant

To make an entry for a variant model, it is necessary to select its basic model. Now,
you have automatically got the information of the colors availability. If it is
“Metallic” then there you have two frames (one is price detail & the second is colors
detail for the metallic) to specify the information regarding that option. The other
frame (which belongs to non-metallic option) is disabled. If you have allowed both
color types in the color availability box of the Basic Model Master, then you are free
to make entries into the “Metallic” and “Non-Metallic” frames. There are options to
enter sale price, booking price, RTO amount, and insurance amount & handling
charges

• After, this, select (put ticks) the colors from the frames that are available with the
model. Only the selected colors will be displayed in the enquiry form with this model

• There is an option - “Active” - to make you free from the burden to select the models
from the bunch, in the enquiry form. If you select “No”, then the variant model will
not be displayed in the enquiry form, but still it will remain in the database

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 • Accessories Details

In this form, you can specify the details of the accessories and basic models on which
these are applicable. You can specify the rates of the accessories along with the
associated model. According to your selection, you will have the list of accessories in
the booking form with their sale & purchase price. You can change the price of the
accessory in the booking form, which is applicable to that sale only.

• Color Details

In this form, you are having the options to add or modify the model colors. According
to your specification of the colors, you will have the list of the colors in the Model
Variant Details form

Executive details

• This form is used to create an executive profile. You can make a new entry as well as
change an existing entry. A photograph of the executive can also be scanned into the
system and can be saved with the profile. A username and password must be provided
if you are making a new entry. This is because DMS considers each executive as a
user with the operator level rights. He has to feed his entries and alter them on his
own. In some companies, the executives may not be directly using the software. For
them, we have provided a User Manager with the help of which you can create a new
user with manager level rights.

• Financer Details

In the financer master form, all the information is maintained related with the finance
company. Only the company name & the city in which it is situated have to be
entered.

• Insurance Details

Here you can maintain the information regarding the insurance companies. Only
insurance company name & its working city are necessary to make the alteration in to
that form.

• Status Details

The status details are one of the most important features of AutoSoft. The status that
is being entered defines the exact position of an enquiry. Hence, it is very important to
select an appropriate name for the status, so that it can be self- defining. The ‘Close’
field is used to determine whether an enquiry with the given status is active or not.
We are providing a list of most commonly used status names and we think that these
may fulfill all your needs. However, in case if you want to enter or alter a status you
can do it with the Status Details form. Some predefined status is related with report
generations are locked from changes. The others can be altered as your requirement.

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 • Area Details

This form can be used to manage various work areas in your dealership. The enquiries
can be categorized into various areas, so that in future you can pay more attention on
a specific region where your market is strong and maybe you can arrange a camp in
that area.

• Mode Details

There can be various ways through which an enquiry can be made. These are the
enquiry modes, which can be specified using this form. Mode is basically used in the
Enquiry Details form to maintain the customer communication with our company.

• Training Details

In the Training master form, you can enter the information about the training, which
have been conducted during a particular time period. We are also maintaining the
information regarding the attendance of the executives in a specific training. That is,
how many executives out of the given list have attended the training? With the help of
these training details we are generating various MIS reports. The details provided here
can help the management to find out an efficient person for a special task. Searching
facility is also available, so you can find out the total information of a particular
training with just one click over there.

• Offer Details

It is used just to maintain such special offers that are applicable to various basic
models

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The Maruti System Architecture

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BACKGROUND
The Maruti project started in 1988. The first version of the system was designed as an object-
oriented system with suitable extensions for objects to support real-time operation.
• The proof-of-concept version of this design was implemented to run on top of the
UNIX operating system and supported hard and non-real-time applications running in
a distributed, heterogeneous environment.
• The feasibility of the fault-tolerant concepts incorporated in the design of Maruti
system was also demonstrated. No changes to the UNIX kernel were made in that
implementation, which was operational in 1990. Unix was not a very hospitable host
for real-time applications, as very little control over the use of resources can be
exercised in that system without extensive modifications to the kernel. Therefore,
based on the lessons learned from the first design, they proceeded with the design of
the current version of Maruti and changed the implementation base to CMU Mach
which permitted more direct control of resources.

HARDWARE:
Most recently, they have implemented Maruti directly on 486 PC hardware, providing Maruti
applications total control over resources. The initial version of the distributed Maruti has also
been implemented, allowing Maruti applications to run across a network in a synchronized,
hard real-time manner.

• Design Goals

The design of a real-time system must take into consideration the primary
characteristics of the applications which are to be supported. The design of Maruti has
been guided by the following application characteristics and requirements:

• Real-Time Requirements
The most important requirement for real-time systems is the capability to support the
timely execution of applications.
• Fault Tolerance
Many of the mission-critical systems are safety-critical, and therefore have fault
tolerance requirements. In this context, fault tolerance is the ability of a system to
support continuous operation in the presence of faults.

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 • Distributivity
The inherent characteristics of many systems require that multiple autonomous
computers, connected through a local area network, cooperate in a distributed manner.
The computers and other resources in the system may be homogeneous or
heterogeneous. Due to the autonomous operation of the components which cooperate,
system control and coordination becomes a much more difficult task than if the
system were implemented in a centralized manner. The techniques learned in the
design and implementations of centralized systems do not always extend to
distributed systems in a straightforward manner.
• Scenarios
Many real-time applications undergo different modes of operation during their life
cycle. A scenario defines the set of jobs executing in the system at any given time. A
hard real-time system must be capable of switching from one scenario to another,
maintaining the system in a safe and stable state at all times, without violating the
timing constraints.
• Integration of Multiple Requirements
The major challenge in building operating systems for mission-critical computing is
the integration of multiple requirements. Because of the conflicting nature of some of
the requirements and the solutions developed to date, integration of all the
requirements in a single system is a formidable task. For example, the real-time
requirements preclude the use of many of the fault handling techniques used in other
fault-tolerant systems.

• Design Approach and Principles

Maruti is a time-based system in which the resources are reserved prior to execution.
The resource reservation is done on the time line, thus allowing for reasoning about
real-time properties in a natural way. The time-driven architecture provides
predictable execution for real-time systems, a necessary requirement for critical
applications requiring hard real-time performance. The basic design approach is
outlined below:

• Resource Reservation for Hard Real-Time Jobs

Hard real-time applications in Maruti have advance resource reservation resulting in a
priori guarantees about the timely execution of hard real-time jobs. This is achieved
through a calendar data structure which keeps track of all resource reservations and
the assigned time intervals. The resource requirements are specified as early as
possible in the development stage of an application and are manipulated, analyzed,
and refined through all phases of application development.

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 • Predictability through Reduction of Resource Contention

Hard real-time jobs are scheduled using a time-driven scheduling paradigm in which
the resource contention between jobs is eliminated through scheduling. This results in
reduced run time overheads and leads to a high degree of predictability. However, not
all jobs can be pre-scheduled. Since resources may be shared between jobs in the
calendar and other jobs in the system, such as non-real-time activities, there may be
resource contention leading to lack of predictability. This is countered by eliminating
as much of resource contention as possible and reducing it whenever it is not possible
to eliminate it entirely. The lack of predictability is compensated by allowing enough
slack in the schedule.
• Integrated Support for Fault Tolerance
Fault tolerance objectives are achieved by integrating the support for fault tolerance at
all levels in the system design. Fault tolerance is supported by early fault detection
and handling, resilient application structures through redundancy, and the capability
to switch modes of operation. Fault detection capabilities are integrated with the
application during its development, permitting the use of application-specific fault
detection and fault handling. As fault handling may result in violation of temporal
constraints, replication is used to make the application resilient. Failure of a replica
may not affect the timely execution of other replicas and thereby the operation of the
system it may be controlling. Under anticipated load and failure conditions, it may
become necessary for the system to revoke the guarantees given to the hard real-time
applications and change its mode of operation dynamically so that an acceptable
degraded mode of operation may continue.
• Separation of Mechanism and Policy
In the design of Maruti, an emphasis has been placed on separating mechanism from
policy. Thus, for instance, the system provides basic dispatching mechanisms for a
time-driven system, keeping the design of specific scheduling policies separate. The
same approach is followed in other aspects of the system. By separating the
mechanism from the policy, the system can be tailored and optimized to different
environments.
• Portability and Extensibility
Unlike many other real-time systems, the aim of the Maruti project has been to
develop a system which can be tailored to use in a wide variety of situations-from
small embedded systems to complex mission critical systems. With the rapid change
in hardware technology, it is imperative that the design be such that it is portable to
different platforms and makes minimal assumptions about the underlying hardware
platform. Portability and extensibility is also enhanced by using modular design with
well defined interfaces. This allows for integration of new techniques into the design
with relative ease.

• Support of Hard, Soft, and Non-Real-Time in the Same Environment

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 Many critical systems consist of applications with a mix of hard, soft, and non-real-
time requirements. Since they may be sharing data and resources, they must execute
within the same environment. The approach taken in Maruti is to support the
integrated execution of applications with multiple requirements by reducing and
bounding the unpredictable interaction between them.
• Support for Distributed Operation
Many embedded systems need several processors to carry out their computations.
When multiple processors function autonomously, their use in hard real-time
applications requires operating system support for coordinated resource management.
Maruti provides coordinated, time-based resource management of all resources in a
distributed environment including the processors and the communication channels.
• Support for Multiple Execution Environments
Maruti provides support for multiple execution environments to facilitate program
development as well as execution. Real-time applications may execute in the
Maruti/Mach or Maruti/Standalone environments and maintain a high degree of
temporal determinacy. The Maruti/Standalone environment is best suited for the
embedded applications while Maruti/Mach permits the concurrent execution of hard
real-time and non-real-time UNIX applications. In addition, the Maruti/Virtual
environment has been designed to aid the development of real-time applications. In
this environment the same code which runs in the other two environments can execute
while access to all UNIX debugging tools is available. In this environment temporal
accuracy is maintained with respect to a virtual real-time.

• Support for Temporal Debugging

When an application executes in the Maruti/Virtual environment its interactions are
carried out with respect to virtual real-time which is under the control of the user. The
user may speed it up with respect to actual time or slow it down. The virtual time may
be paused at any instant and the debugging tools used to examine the state of the
execution. In this way we may debug an application while maintaining all temporal
relationships, a process we call temporal debugging.

Customer Relationship Management:

In these competitive times the challenge is to keep inventing newer ways of doing things to
keep the customers in your fold.

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Over the last few years, the company strengthened the existing practices and experimented
with many new initiatives by way of kaizens (continuous improvements) to delight its
customers.

These initiatives ranged from product design and quality to network expansion, and included
new service programs to meet unsaid needs of customers.

The company has retained its competitive edge by offering high quality products. In the field,
the products are supported by rapidly expanding networks. The company has diverse
networks for new cars, spares, service, pre owned cars and so on, and all of them were in
expansion mode last year to enable the company get closer to the customer.

The company takes great pride in sharing that customers have rated Maruti Suzuki first once
again in Customer Satisfaction Survey conducted by independent body, J. D. Power

Maruti and CRM

Post 1998, the market structure changed drastically. As a result of the internal turmoil and the
changes in the external environment, Maruti faced a depleting market share, reducing profits,
and increase in inventory levels, which it had not faced in the last 18 years. This forced
Maruti to create the land-mark in CRM by launching a website for the customers in the year
1998. Maruti is investing a lot of money and effort in building customer loyalty programmes.

Key Initiatives

Setting up "Express Service Bays" & "2 - Technician Bays"

As the name suggests the company set out to delight its customers by
offering them faster car service
by introducing new concepts
such as Express Service Bays &
2- Technicians Bays. These are
done for customers who are
hard pressed for time.

Both the initiatives undertaken

in this direction have helped
improve customer interface and
also helped increase the
productivity and capacity of
existing workshops.

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Service at Door Step through Maruti Mobile Support

Another unique initiative is the door step service facility through Maruti Mobile
Support.

Maruti Mobile Support is a first of its kind initiative and is expected not only to
help the company reach out customers in metro cities but also as a mean to
reach semi urban /rural areas where setting up of new workshop may not be
viable

Maruti Auto Card

Maruti Auto Card in association with Master Card, brings

the customer all the advantages of an international credit
card in addition to bringing the customer an opportunity of
earning valuable Auto points for his next Maruti car.

Maruti Call Center

Maruti has proper customer complain handling cell under the CRM dept. The CIC will
help MUL rapidly build an information pool of over 3 million Maruti owners as well as that
of its prospective customers.

Maruti on Road Services

The MOS ensures:

Round-the-clock services in most of the cities

 A computerized call-monitoring system dispatches a

mobile MOS van to the customer at the earliest

 All MOS vans are managed by qualified Maruti

Authorized Dealers / MASS technicians who are
trained by Maruti in problem diagnosis

 The customer are charged only Rs.100 on labour and spares

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N2N
Maruti’s N2N Fleet Management Solutions for companies, takes care of the A-Z of
automobile problems. Services include end-to-end backups/solutions across the vehicle’s life:
Leasing, Maintenance, Convenience services and Remarketing.

Market Research Department

Their Market Research department remains on its toes to study the changing consumer
behaviour and market needs. They capture the CRM data throughout the customer buying
cycle through their CRM softwares and analyse the changing customer trends. Maruti enjoys
70% repeat buyers which further bolsters their claim of being customer friendly

Types of CRM
There are three main parts of the CRM process in Maruti: analytical, operational, and
collaborative.

Operational CRM
Operational CRM refers to the customer facing business processes such as sales, marketing
and service. Interactions with customers are generally stored in customers’ contact histories,
and staff can retrieve customer information as necessary. This provides staff members with
immediate access to important information on customer products and prior calls etc.
eliminating the need to individually obtain this information directly from the customer. The
tasks that come from these processes are then passed on to the employees responsible for
them, along with the information necessary for carrying out the tasks.

• Managing Campaigns
• Enterprise marketing Automation
• Sales force Automation
• Sales Management System

Analytical customer relationship management

In this aspect of CRM, data is gathered from various CRM efforts and analyzed to identify
cross- and up-selling opportunities. This data gathering is a ongoing process which allows for
business decisions to be continually refined over time based on feedback from earlier
analysis.

It makes heavy use of data mining and other techniques to produce useful results for decision
making. It is at the analytical stage that the more information that the analytical software has
available for analysis, the better its predictions and recommendations will be.

Sales intelligence CRM

Sales intelligence CRM is similar to analytical CRM but is intended as a more direct sales
tool

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Features include alerts sent to sales staff regarding:

• Designing and executing targeted marketing campaigns.eg customer acquisition and

cross selling.
• Analyzing customer behaviour in order to take decisions regarding products and
services.
• Management information system (Forecasting or Budgeting).

Collaborative CRM
Collaborative CRM streamlines interactions with customers through all channels – email,
phone, letter, and fax – by supporting ease of interaction and coordinating employee teams
and customers. It’s a customer relationship management solution that brings customers,
employees, processes, and data together to allow companies to better serve and retain their
customers.

Other advantage: which help in CRM

A Buying Experience like No Other
Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities, with
a workforce of over 6000 trained sales personnel to guide MUL customers in finding the right
car.

Quality Service across 1036 Cities

In the J.D. Power CSI Study Maruti Suzuki scored the highest across all 7 parameters:

1. Least problems experienced with vehicle serviced,

2. highest service quality,
3. best in-service experience,
4. best service delivery,
5. best service advisor experience,
6. most user-friendly service and
7. best service initiation experience.

92% of Maruti Suzuki owners feel that work gets done right the first time during service. The
J.D. Power CSI study also reveals that 97% of Maruti Suzuki owners would probably
recommend the same make of vehicle, while 90% owners would probably repurchase the
same make of vehicle.

One Stop Shop

At Maruti Suzuki, customers will find all car related needs met under one roof. Whether it is
easy finance, insurance, fleet management services, exchange- Maruti Suzuki is set to
provide a single-window solution for all car related needs.

The Low Cost Maintenance Advantage

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 The acquisition cost is unfortunately not the only cost customers face when buying a car. Not
so in the case of a Maruti Suzuki. It is in the economy segment that the affordability of spares
is most competitive, and it is here where Maruti Suzuki shines.

Following diagram summarizes the role of CRM in MARUTI SUZUKI:

SUPPLY CHAIN MANAGEMENT:

Using a combination of Unix Shell programming, Oracle forms, .Net, and Windows FTP
technology, there is transparency in the export supply chain. It covers the entire process from
when a distributor orders a vehicle to production to shipment. It provides all stakeholders
complete visibility of an order's progress. It also updates distributors' systems to facilitate
their dispatch planning. It facilitates electronic transfer of orders and acknowledgements, and

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communicates the daily progress of a production plan, and dispatch status to the distributor.
The entire process is IT driven and any exception during production, planning, and factory
dispatch can be traced and corrective action made with no delay.

These are the various processes which are involved in the Supply Chain Management. All of
the above processes are detailed in databases which are maintained under high security and
accuracy.

Following is the Distribution Network followed in Maruti:

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COMPUTER INTEGRATED MANUFACTURING(CIM):
• (CIM) is the manufacturing approach of using computers to control the entire
production process.

• This integration allows individual processes to exchange information with each other
and initiate actions. Through the integration of computers, manufacturing can be
faster and less error-prone, although the main advantage is the ability to create
automated manufacturing processes. Typically CIM relies on closed-loop control
processes, based on real-time input from sensors. It is also known as flexible design
and manufacturing

• CIM is most useful where a high level of ICT is used in the company or facility, such
as CAD/CAM systems, the availability of process planning and its data.

Hence Maruti uses this system which assists in designing the automobiles which bring about
innovation in the product line of Maruti.

CAD SOFTWARES:

• Solid Edge
• Unigraphics(NX-5)
• Autocad
• Tecnomatix
• Teamcenter(CAM)

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In nutshell,

• The Information management, process management and global

collaboration supported by Teamcenter® software
• More efficient and innovative design and manufacturing
with NX™ software
• Ability to simulate manufacturing processes using
Tecnomatix® software

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PRODUCT LIFECYCLE MANAGEMENT:
It has PLM solution with capabilities for information management, process management,
knowledge capture and support for global collaboration. PLM’s information management
capabilities address the issue of the many platforms, local variants and export destinations.
Process management permits concurrent development and faster change management and
provides a platform for other process improvements
Since implementing the UGS PLM solution, engineering change notice (ECN) time at Maruti
has decreased by 50 percent. The number of ECN errors has also been cut in half. Cost
reduction, which had been occurring to some extent before the PLM implementation, is even
more effective now, an improvement of 54 percent. With 3D parametric models now
representing all elements of a vehicle, design reviews include digital mockups, which people
find much easier to understand than drawings. On a recent program, digital design reviews
revealed 36 issues that previously would not have been detected until the prototype stage,
resulting in program delays.

With the UGS PLM implementation, such delays are now avoided. Factory simulation
functionality has had equally beneficial results. Digital 3D plant layouts reduce errors and
have cut personnel costs for accommodating new product introductions. In addition, Maruti
has seen a 50 percent reduction in assembly/build issues.

From the business perspective, all this means vehicles get to market sooner. The company has
Experienced a reduction in design-to-launch time of 25 percent, and expects a further
reduction of 15 percent as more of the collaboration with Suzuki and suppliers is done
electronically in real time. From the customers’ perspective, the move to the UGS PLM
solution is seen in lower prices. Since the implementation of Teamcenter, NX and
Tecnomatix, Maruti has reduced prices for five car models

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Model of an Executive Support System

ESS is used for decision making functions at the highest level.

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This shows that Enterprise system incorporates every aspect of an organisation.

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Maruti Suzuki Customer Care Website

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RECOMMENDATIONS:
1. Selection of SAP as ERP Package because of the following reasons:
• Manages the complete vehicle order to delivery process.
• Manufacture and deliver components
• Handle warranty claims with efficiency and accuracy
• Enhance dealership management
• Improves relationship with customers and partners
• Improves logistics, Resource Planning, etc.
1.

• Developers of Information Systems Must Comply with ILM Policy

Requirements. System, applications, infrastructure, and other information
technology components must be created or acquired using a development
methodology that ensures that Maruti Records are created, maintained and
disposed of in accordance with the ILM Policies.

• Retention of Information. All Information System content must be retained

in accordance with the Record Retention Policy and Schedule. Each
Information System must have a process to ensure the regular and systematic
review and compliance with applicable retention requirements.

• Maruti Information Systems Must Meet ISP&P Requirements.

Information Systems must also meet the following information security
requirements set forth in the GM ISP&P:

○ Availability ensures that Maruti Information is accessible when and

where it is needed.

○ Integrity ensures that Information is correct or accurate to the degree

anticipated by those who use it. It also ensures that Information has not
been changed and has not been exposed to unauthorized modification,
or disposal.

○ Confidentiality ensures that Information is not disclosed to anyone

who is not authorized to access it. In support of this is the idea of need-
to-know, authorizing the sharing of Information only among those who
can demonstrate a legitimate business need.

1. Economic Order Quantity Concept

Traditionally, buyers purchased based on the Economic Order Quantity concept. This model
encourages buyers to place large orders to achieve price breaks. Orders are then delivered to a
receiving area, inspected, and moved to a warehouse. Later, orders are moved to a
manufacturing floor where they are reconditioned. With this system, orders are very standard
and late deliveries are not a problem because a backlog of inventory is available.

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 2. The alternate approach to the adversarial model used in the past is the partnership
model. This model is characterized by the following:
• A high frequency of both formal and informal communications
• Cooperative attitudes
• A trusting relationship
• Problem-solving, ‘win-win’ negotiating styles, with an emphasis on managing total
costs
• Long-term business agreements
• Open sharing of information by multi-functional teams
• Vendor certification and defect prevention approaches
1. A strategy of “leaning” the supply chain through internet technology which involves
using the Web to design, build, and buy innovative new vehicles
2. Development of a network with experts in the fields of Benchmarking, Six Sigma,
Lean Enterprise and Supply Chain Management
3. E-procurement process which is the reverse auction process where vendors bid online
to supply requirements.
4. As a part of Inventory Management System, there can be a centralized, Web-based
system which tracks what parts are used each day out of a dealer's inventory,
collecting data as ebXML through an automated polling system. If any part falls
below five units, the system informs the parts manager and forwards an order to any
of part distribution centers. The system compares a dealer's daily sales to its inventory
list. It knows national averages for dealership parts use, as well as local usage data,
and can account for regional discrepancies

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 CONCLUSION
From all the above information and data collected , it can be concluded
that Maruti Suzuki has eventually developed its infrastructure from non-IT
based to simple computerization of its internal data base and employee
work track and then to networking the whole organization via LANS,MANS
and WANS.

When IT sector flourished and attracted the whole world to its

functionality, Maruti Suzuki too realised its importance and started
adapting IT at various levels from apex level to executive level to
operational level.

First of all the systems used were CAD/CAM at operational level and
TELNET (Black and white Unix based) at all levels. Eventually, the
organization has implemented ERP ORACLE for all its operations like

• DMS ( Data Management System)

• CRM (Customer Relationship Management)
• MOS (Maruti on road services)
• SFA (Sales Force Automation)
• SMS (Sales Management System)
• SCM ( Supply Chain Management)
• DN (Distribution Network)
• CIM ( Computer Integrated Manufacturing)
• PLM (Product Life-cycle Management)
• ESS (Executive Support System)
• CCS (Customer Care System)
Currently Maruti Suzuki is successfully reaping the benefits of its
MIS . The total investment of Rs. 100 crores per annum is not an
expenditure but an asset because ROI increased by 34% in the early
years of implementation of IT infrastructure.

For future SAP ERM is recommended so that company has a

competitive edge in the sector.

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FUTURE PLANS OF MARUTI TOWARDS ADVANCEMENT OF THEIR
INFORMATION TECHNOLOGY BASED PROGRAMS:

Maruti Suzuki is planning to improve its integration with plants in different countries. The
parts assembly, the virtual designing of the new concepts, the information sharing among
employees at plants of different countries is all planned to be integrated in more efficient,
effective and economic way.

For this project , Maruti Suzuki has collaborated with IBM China ,where html based
softwares are to be used. IBOM approach is to be used and this project is currently under
consideration and is not fully implemented in the organization.

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 REFERNCES:

1. Mr. Amit Bholla

Deputy Manager, R&A
+919871429632
2. Mr. Salil Narang
ASM

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