ANNEXURE

LIST OF COMPANIES THAT USE SAP/ERP IN INDIA

Mostly all the big companies in India are either running on SAP implemented ERP solution
or going to implement SAP. Some of the names with their official website are given below-

Automotive
Apollo Tyres , India http://www.apollotyres.com/
Hero India-Hero MotoCorp Ltd. http://www.heromotocorp.com/
Mahindra & Mahindra Ltd., India http://www.mahindra.com/
MRF, India http://www.mrftyres.com/
Tata Motors, India http://www.tatamotors.com/
Bajat Auto, India http://www.bajajauto.com/
TVS Motors, India http://tvsmotor.in/
Ford ,India http://www.india.ford.com/
Eicher,India http://www.eicherworld.com/
Honda Two Wheelers, India http://www.honda2wheelersindia.com/
Maruti , India http://www.marutisuzuki.com/
Hindustan Motors Ltd., India http://www.hindmotor.com/
Hero Cycles Ltd., India http://www.herocycles.com/
Force Motors Ltd., India http://forcemotors.com/
Bajaj Tempo, India http://www.bajajauto.com/
Oil and Gas
ONGC India http://www.ongcindia.com/
Indian Oil, India http://www.iocl.com/
BPCL,India http://www.bharatpetroleum.com/
Consumer Products
Hindustan Unilever , India http://www.hul.co.in/
Madura Garments , India http://www.madurafnl.com/
BIG BAZZAR,India http://bigbazaar.futurebazaar.com/
VISHAL MEGAMART,India http://www.megamalls.in/
Future Group, India http://www.futuregroup.in/
Aravind Mills, India http://www.arvindmills.com/
Videocon, India http://videoconworld.com/
Onida, India http://www.onida.com/
Sony, India http://www.sony.co.in/
Coca cola, India http://www.coca-colaindia.com/
Pepsi, India http://pepsicoindia.co.in/
Britania Industries, India http://www.britannia.co.in/
Samsung, India http://www.samsung.com/in/
VOLTAS, India http://www.voltas.com/
TITAN, India http://www.titanworld.com/
Nestle, India http://www.nestle.in/
Relaxo Footwear http://www.relaxofootwear.com/
ABG Cement http://www.abgcement.com/
Engineering, Construction & Operations
GMR Group , India http://www.gmrgroup.in/

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Hindustan Construction Company , India http://www.hccindia.com/
Okaya Power Group http://www.okayapower.com/

Healthcare
Wockhardt, India http://www.wockhardtin.com/
Industrial Machinery & Components
Jindal Steel,India http://www.jindalsteelpower.com/
Tata Steel, India http://www.tatasteel.co.in/
Essar Steel, India http://www.essar.com/
Jindal Group, India http://www.jindalgroup.com/
Bhusan Steel, India http://www.bhushanltd.com/
Telecommunications
Reliance InfocommLimited , India http://www.rcom.co.in/Rcom/personal
SuzlonPower , India http://www.suzlon.com/
Chemicals
Tata Chemicals, India http://www.tatachemicals.com/
LG Polymers ,India http://www.lgpi.co.in/
Dulux Paints, India http://www.dulux.in/index.jsp
Nerolac Paints, India http://www.nerolac.com/
Asian Paints, India http://www.asianpaints.com/
Sudarshan Chemical http://www.sudarshan.com/
Nagarjuna Fertilizers http://www.nagarjunafertilizers.com/
Marico Industries http://www.marico.com/
Rallies India http://www.rallis.co.in/
VBC Ferro Alloys http://www.vbcindia.com/
Medi Corp Group http://www.medicorpgroup.com/
Madras Hydraulic Hose(p) Ltd. http://www.madrashydraulic.com/
Shasun Chemicals and Drugs Limited http://www.shasun.com/
Paradeep Phosphates Limited http://www.paradeepphosphates.com/
Orchid Chemicals & Pharmaceuticals Ltd. http://www.orchidpharma.com/
Rajiv Plastic Industries hhttp://www.rajivplastics.com/
Narendra Plastic http://www.narendrabags.com/
Neuland Laboratories Limited http://www.neulandlabs.com/
Bhansali Engineering Polymers Ltd. http://www.bhansaliabs.com/
Sterling Auxiliaries Pvt. Ltd. http://www.sterlingaux.com/
Ambuja cements Ltd. https://www.ambujacement.com/
Pharma-Medical
Dabar, India http://www.dabur.com/default.aspx
Dr. Reddy, India http://www.drreddys.com/
GlenmarkPharma , India http://www.glenmarkpharma.com/
Zandu , India http://www.zanduayurveda.com/
Nicholas Piramal http://www.nicholaspiramal.com/
IntasPharma http://www.intaspharma.com/
Alembic Pharma http://www.alembic-india.com/
EmcurePharma http://www.emcure.co.in/
Mahyco Seeds http://www.mahyco.com/
Government Sector
GAIL, India http://www.gail.nic.in/
BHEL,India http://www.bhel.com/home.php
BSNL,India http://www.bsnl.co.in/

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BPCL http://www.bharatpetroleum.com/
IPCL http://www.ipclindia.com/
ONGC http://www.ongcindia.com/
Others Companies using SAP
Tata Toyo http://www.tata.com/company/Media
TTL http://www.ttl-solutions.com/
SUBROS http://www.subros.com/
Bajaj Tempo http://www.bajajauto.com/
BSES http://www.bsesdelhi.com/
ISPAT http://www.jswispat.in/
NFCL http://www.nagarjunafertilizers.com/
Nestle http://www.nestle.in/
Times of India http://timesofindia.indiatimes.com/
Hindustan Times http://hindustantimes.com/
Kalyani Brakes http://www.kalyanigroup.com/
Finolex Cables http://www.finolex.com/
Kirloskar http://www.kbl.co.in/
Gujarat Reclaim & Rubber Products http://www.gujaratreclaim.com/
Carbon Black http://www.birlacarbon.com/
CEAT http://www.ceattyres.in/
Sundaram Clayton http://sundaramclayton.in/
Bharat Froge http://www.bharatforge.com/
STERLITE Group http://sterlite-industries.com/
BOSCH http://www.boschindia.com/
LIBERTY http://www.libertyshoes.com/
BEML India http://www.bemlindia.com/
Jaihind Industries Ltd. http://www.jayahind.com/
RelaxoFootware http://www.relaxofootwear.com/
Reliance Retail
http://www.ril.com/html/business/business_retail.html
Sundram Fasteners http://www.sundram.com/
Man Force Trucks Pvt. Ltd. http://www.manforcetrucks.com/
Mother Dairy http://www.motherdairy.com/
Force Motors Ltd. http://forcemotors.com/
Rallies http://www.rallis.co.in/
Rahman Industries Ltd. http://www.rahman-group.com/
Continental Carbon India Limited http://www.continentalcarbonindia.com/
Honeywell International http://honeywell.com/
Gujarat State Petroleum Corporation http://www.gspcgroup.com/
Orient Paper Industries http://www.orientpaperindia.com/
Grasim Industries http://www.grasim.com/
ZydusCadila Healthcare http://www.zyduscadila.com/
IFB Industries http://www.ifbindustries.com/
IT (SOFTWARE) COMPANIES
TCS http://www.tcs.com/
IBM India http://www.ibm.com/in/en/
Accenture India http://www.accenture.com/
HCL Technologies Ltd. http://www.hcltech.com/
NIIT Limited http://www.niit.com/
Hewlett-Packard (HP) – India http://www8.hp.com/

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 ITC Infotech http://www.itcinfotech.com/
Intelligroup Asia Pvt. Ltd. http://www.intelligroup.com/
L&T Infotech http://www.lntinfotech.com/
Siemens Information systems Limited http://www.siemens.co.in/
Mahindra-Satyam http://www.mahindrasatyam.com/
Wipro Infotech http://www.wipro.com/
CSC India http://www.csc.com/in
Capgemini India http://www.in.capgemini.com/
Deloitte http://www.deloitte.com/
Fujistu http://www.fujitsu.com/in/
KPIT http://www.kpitcummins.com/
SAPLABS India http://www.sap.com/
Intel Technology India Pvt. Ltd. http://www.intel.com/
Microsoft Corporation India Pvt. Ltd. http://www.microsoft.com/india/

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 II

ERP QUESTIONNAIRE(General) FOR CDM/HDMC STUDENT OFFICERS

Rank and name (OPTIONAL) :
ARM/SERVICE :
APPTS DONE :
HOW LONG HAVE YOU WORKED FOR ARMY/AIR
FORCE/NAVY?
Can't
(Please Select only One Check Box for each Question) Yes No
Say
1. Have you read/heard about ERP?
2. Does processes of automation benefit an organization?
3. There a need to integrate the many departments of a logistic
service for better overall control, Do you agree?
4. The Introduction of an ERP software will increase the
efficiency of higher decision makers, do you agree ?
5. Is there really a need for lateral and vertical logistics supply
chain info visibility by higher commanders ?
6. An ERP System will increase the productivity and efficiency
of the employees using it. Do you agree ?
7. An ERP helps a decision maker track all logistics activities at
one instant. Do you agree ?
8. Does the ERP help in faster completion of your daily routine
tasks?
9. Do you think Report generation will be simpler using the
ERP?
10. Is there a need for integrating reverse logistics in ERP
package for Armed Forces ?
11. ERP packages are very costly.Do you think Armed Forces
should invest in it vis-à-vis eqptprocurement ?

Please mention the number in the box, which best represents

your satisfaction level:.
1 = Disagree; 2 = Somewhat Disagree; 3 = Neutral; 4 = Somewhat

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Agree; 5 = Strongly Agree
Questionnaire – Detailed

Are the logistic echelons of your Arm/Service fully automated?

The environment in your Arm/Service is IT trained.
There is a need to train the manpower in IT aspects before introducing ERP.
The existing database of logistics echelons is often fudged to depict better efficiency.
There is a need to conduct a dedicated drive to educate the environment about benefits of ERP.
There will be resistance from the environment for implementing ERP.
Higher Commanders are likely to resist more than the end user.
There is little awareness about ERP at all levels.
Manual processes and procedures is a better option than IT based ERP, especially for Armed Forces.
The ERP will increase the employee satisfaction and productivity and enable better choices for
employees
Introduction of ERP is indeed a futuristic step for the organisation.
Hiring of consultants will compromise the security of your organisation.
Implementation of ERP will be a huge challenge for any logistics service of Armed Forces.
Simultaneous implementation of ERP for all logistics branches will be a better option than peacemeal
implementation.
Army, Air Force and Navy should have some commonality in there ERP platforms.
Interlinking of lateral IT chains of ERP between Army, Air Force and Navy will result in better
decisions during joint Operations.

Open - Ended Questions

ERP should be included in the curriculum at Senior Command, HDMC/Higher Command, NDC
courses.
Do you like the idea of ERP implementation in the Armed Forces?
Please rate the following factors in their order of importance for ERP implementation in Army:

Business Process Re-engineering’, Planning and foresight, User training on IT, Change

management, Top management support, Effective communication ,Team work ,User involvement ,

314
 Use of private consultants, Management of Risk (10 for most important and in descending

order)

Recommendations/suggestions (If Any)

315
 ERP QUESTIONNAIRE(General) FOR NDC STUDENT OFFRS
Rank and name (OPTIONAL) :
ARM/SERVICE :
APPTS DONE :
HOW LONG HAVE YOU WORKED FOR ARMY/AIR
FORCE/NAVY?
Can't
(Please Select only One Check Box for each Question) Yes No
Say
Have you read/heard about ERP?
Does processes of automation benefit an organization?
There a need to integrate the many departments of a logistic service
for better overall control, Do you agree?
The Introduction of an ERP software will increase the efficiency of
higher decision makers, do you agree ?
Is there really a need for lateral and vertical logistics supply chain
info visibility by higher commanders ?
An ERP System will increase the productivity and efficiency of the
employees using it. Do you agree ?
An ERP helps a decision maker track all logistics activities at one
instant. Do you agree ?
Does the ERP help in faster completion of your daily routine
tasks?
Do you think Report generation will be simpler using the ERP?
Is there a need for integrating reverse logistics in ERP package for
Armed Forces ?
Please mention the number in the box, which best represents
your satisfaction level:.
1 = Disagree; 2 = Somewhat Disagree; 3 = Neutral; 4 = Somewhat
Agree; 5 = Strongly Agree

316
Questionnaire - Detailed
Are the logistic echelons of your Arm/Service fully automated?
The environment in your Arm/Service is IT trained.
There is a need to train the manpower in IT aspects before
introducing ERP.
The existing database of logistics echelons is often fudged to
depict better efficiency.
There is a need to conduct a dedicated drive to educate the
environment about benefits of ERP.
There will be resistance from the environment for implementing
ERP.
Higher Commanders are likely to resist more than the end user.
There is little awareness about ERP at all levels.
Manual processes and procedures is a better option than IT based
ERP, especially for Armed Forces.
The ERP will increase the employee satisfaction and productivity
and enable better choices for employees
Introduction of ERP is indeed a futuristic step for the organisation.
Hiring of consultants will compromise the security of your
organisation.
Implementation of ERP will be a huge challenge for any logistics
service ofArmed Forces.
Simultaneous implementation of ERP for all logistics branches will be a
better option than peace meal implementation.

Interlinking of lateral IT chains of ERP between Army, Air Force and Navy will
result in better decisions during joint Operations.

Open - Ended Questions

ERP should be included in the curriculum at Senior Command,

317
HDMC/Higher Command, NDC courses.
Do you like the idea of ERP implementation in the Armed
Forces?
Please rate the following factors in their order of importance for
ERP implementation in Army:
Business Process Re-engineering’, Planning and
foresight, User training on IT, Change management, Top
management support, Effective communication ,Team work
,User involvement , Use of private consultants, Management
of Risk (10 for most important and in descending order)

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 Enterprise Resource Planning (ERP) Implementation Strategies
(Corporate/ Industries)
The purpose of this questionnaire is to collect information to identify the key implementation
parameters that influence the choice of an implementation strategy with a view to drawing up
a list of critical success factors of ERP implementation to increase the business success.

Your answers will be kept strictly CONFIDENTIAL. All information gathered will only be
used for tabulating results.
Section 1: Company profile

1 Please describe the size of your organisation:

Small Medium Large

2 What is/was the motivation for ERP implementation?

Technical
Business / Strategic
Functional
Cost saving and other financial reason

Others, please specify:

3 From your experience, what do you consider to be the organisational critical

success factors of an ERP implementation?
Redesigning business processes to fit software
Organisational commitment to change
Integration with software
Adequate internal expertise
Adequate mix of internal and external human resources
Sufficient standardisation and discipline
Avoiding technical bottlenecks
Avoiding conflict with business strategy
Clearly stating scope of project
Clearly stating project timeline

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 Assigning role/responsibilities for functional areas

4 How long was the implementation of the ERP system?

Less than 1 year
1 year to 1.5 years
1.5 year to 2 years
2 years to 2.5 years
2.5 years to 3 years
Over 3 years

5 What implementation strategy was used?

Parallel approach Phased approach
Big band approach Pilot approach

Others, please specify:

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