PROJECT REPORT ON ENTERPRISE RESOURCE PLANNING

TABLE OF CONTENTS

1. Acknowledgment 2. Meaning 3. Functional Area of ERP 4. History of ERP

5. Components of ERP

6. Best Practices

7. Implementation 8. Advantages of ERP 9. Disadvantages of ERP 10.Integration Modeling Techniques for ERP 11.ERP in HDFC Bank 12.Conclusion 13.Bibliography

ACKNOWLEDGMENT
To make a good project report requires sound knowledge of subject concerned and skills to make a proper use of the knowledge. We are grateful to all that equipped us with the right frame of mind to make us still more respective to knowledge and skills. We feel it my profound privilege to express our most sincere gratitude and indebtedness to our project guide Mr. ANURAG GUPTA who has been

instrumental in providing us direction, constant encouragement and cooperation and played a pivotal role in completing this project.

Meaning of Enterprise resource planning (ERP)

Enterprise resource planning (ERP) integrates internal and external management information across an entire organization, embracing finance/accounting, manufacturing, sales and service, etc. ERP systems automate this activity with an integrated software application. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders.

ERP systems can run on a variety of hardware and network configurations, typically employing a database to store data.

ERP systems typically include the following characteristics:

An integrated system that operates in (next to) real time, without relying on periodic updates. A common database, that supports all applications. A consistent look and feel throughout each module. Installation of the system without elaborate application/data integration by the Information Technology (IT) department.

FUNCTIONAL AREA OF ERP

FINANCIAL ACCOUNTING:
General ledger, payables, cash management, fixed assets, receivables, budgeting, consolidation;

HUMAN RESOURCES
Payroll, training, benefits, 401K, recruiting, diversity management;

MANUFACTURING
Engineering, bill of materials, work orders, scheduling, capacity, workflow management, quality control, cost management, manufacturing process, manufacturing projects, manufacturing flow, activity based costing, Product lifecycle management;

SUPPLY CHAIN MANAGEMENT

Order to cash, inventory, order entry, purchasing, product configurator, supply chain planning, supplier scheduling, inspection of goods, claim processing, commissions;

PROJECT MANAGEMENT
Costing, billing, time and expense, performance units, activity management;

CUSTOMER RELATIONSHIP MANAGEMENT

Sales and marketing, commissions, service, customer contact, call center support;

DATA SERVICES
Various "selfservice" interfaces for customers, suppliers and/or employees;

ACCESS CONTROL
Management of user privileges for various processes;

HISTORY OF ERP
1. Origin of "ERP":
In 1990 Gartner Group first employed the acronym ERP as an extension of material requirements planning (MRP), later manufacturing resource planning and computerintegrated manufacturing. Without supplanting these terms, ERP came to represent a larger whole, reflecting the evolution of application integration beyond manufacturing. Not all ERP packages were developed from a manufacturing core. Vendors variously began with accounting, maintenance and human resources. By the mid1990s ERP systems addressed all core functions of an enterprise. Beyond corporations, governments and nonprofit organizations also began to employ ERP systems.

2. Expansion :

ERP systems experienced rapid growth in the 1990s because the year 2000 and the Euro disrupted legacy systems. Many companies took this opportunity to replace such systems with ERP. This rapid growth in sales was followed by a slump in 1999 after these issues had been addressed.

ERP systems initially focused on automating back office functions that did not directly affect customers and the general public. Front office functions such as customer relationship management (CRM) dealt directly with customers, or ebusiness systems such as ecommerce, egovernment, etelecom, and efinance, or supplier relationship management (SRM) became integrated later, when the Internet simplified communicating with external parties.

"ERP II" is coined in the early 2000s. It describes webbased software that allows both employees and partners (such as suppliers and customers) realtime access to the systems. "Enterprise application suite" is an alternate name such systems.

COMPONENTS OF ERP
Transactional database Management portal/dashboard Business intelligence system Customizable reporting External access via technology such as web services Search Document management Messaging/chat/wiki Workflow management

BEST PRACTICES
Best practices are incorporated into most ERP systems. This means that the software reflects the vendor's interpretation of the most effective way to perform each business process. Systems vary in the convenience with which the customer can modify these practices. Companies that implemented industry best practices reduced timeconsuming project tasks such as configuration, documentation, testing and training. In addition, best practices reduced risk by 71% when compared to other software implementations.

The use of best practices eases compliance with requirements such as IFRS, SarbanesOxley, or Basel II. They can also help comply with de facto industry standards, such as electronic funds transfer. This is because the procedure can be readily codified within the ERP software and replicated with confidence across multiple businesses who share that business requirement.

MODULARITY
Most systems are modular to permit automating some functions but not others. Some common modules, such as finance and accounting are adopted by nearly all users; others such as human resource management are not. A service company for example likely has no need for a manufacturing module. Other companies already have a system that they believe to be adequate. Generally speaking, the greater the number of modules selected, the greater the integration benefits, but also the increase in costs, risks and changes involved.

CONNECTIVI TO PLANT FLOOR INFORMATION

ERP systems connect to realtime data and transaction data in a variety of ways. These systems are typically configured by systems integrators, who bring unique knowledge on process, equipment, and vendor solutions.

Direct integration ERP systems connectivity (communications to plant floor

equipment) as part of their product offering. This requires the vendors to offer specific support for the plant floor equipment that their customers operate. ERP vendors must be expert in their own products, and connectivity to other vendor products, including competitors.

Database integration ERP systems connect to plant floor data sources through
staging tables in a database. Plant floor systems deposit the necessary information into the database. The ERP system reads the information in the table. The benefit of staging is that ERP vendors do not need to master the complexities of equipment integration. Connectivity becomes the responsibility of the systems integrator.

Enterprise appliance transaction modules (EATM) These devices

communicate directly with plant floor equipment and with the ERP system via methods supported by the ERP system. EATM can employ a staging table, Web Services, or systemspecific program interfaces (APIs). The benefit of an EATM is that it offers an offtheshelf solution.

Customintegration solutions Many system integrators offer custom solutions.

These systems tend to have the highest level of initial integration cost, and can have a higher long term maintenance and reliability costs. Long term costs can be minimized through careful system testing and thorough documentation. Customintegrated solutions typically run on workstation or server class computers.

Standard protocolsCommunications drivers are available for plant floor

equipment and separate products have the ability to log data to staging tables. Standards exist within the industry to support interoperability between software products, the most widely known being OPC.

IMPLEMENTATION
ERP's scope usually implies significant changes to staff work practices. Generally, three types of services are available to help implement such changesconsulting, customization, and support. Implementation time depends on business size, number of modules, customization, the scope of process changes, and the readiness of the customer to take ownership for the project. Modular ERP systems and can be implemented in stages. The typical project for a large enterprise consumes about 14 months and requires around 150 consultants. Small projects can require months; multinational and other large implementations can take years. Customization can substantially increase implementation times.

Implementing ERP software can overwhelm inexperienced technicians. As a result, hiring professionally trained consultants to implement these systems is common. Consulting firms typically provide three areas of professional services: consulting, customization, and support. The client organization can also employ independent program management, business analysis, change management, and UAT specialists to ensure their business requirements remain a priority during implementation.

PROCESS PREPARATION
Implementing ERP typically requires changing existing business processes. Poor understanding of needed process changes prior to starting implementation is a main reason for project failure.[16] It is therefore crucial that organizations thoroughly analyze business processes before implementation. This analysis can identify opportunities for process modernization. It also enables an assessment of the alignment of current processes with those provided by the ERP system. Research indicates that the risk of business process mismatch is decreased by: linking current processes to the organization's strategy;

 analyzing the effectiveness of each process; understanding exising automated solutions. ERP implementation is considerably more difficult (and politically charged) in decentralized organizations, because they often have different processes, business rules, data semantics, authorization hierarchies and decision centers.[19] This may require migrating some business units before others, delaying implementation to work through the necessary changes for each unit, possibly reducing integration (e.g. linking via Master data management) or customizing the system to meet specific needs.

A potential disadvantage is that adopting "standard" processes can lead to a loss of competitive advantage. While this has happened, losses in one area often offset by gains in other areas, increasing overall competitive advantage.

CONFIGURATION
Configuring an ERP system is largely a matter of balancing the way the customer wants the system to work with the way it was designed to work. ERP systems typically build many changeable parameters that modify system operation. For example, an organization can select the type of inventory accountingFIFO or LIFOto employ, whether to recognize revenue by geographical unit, product line, or distribution channel and whether to pay for shipping costs when a customer returns a purchase.

CUSTOMIZATION
When the system doesn't offer a particular feature, the customer can rewrite part of the code, or interface to an existing system. Both options add time and cost to the implementation process and can dilute system benefits. Customization inhibits seamless communication between suppliers and customers who use the same ERP system uncustomized.

Key differences between customization and configuration include:

 Customization is always optional, whereas the software must always be configured before use (e.g., setting up cost/profit center structures, organisational trees, purchase approval rules, etc.) The software was designed to handle various configurations, and behaves predictably any allowed configuration. The effect of configuration changes on system behavior and performance is predictable and is the responsibility of the ERP vendor. The effect of customization is less predictable, is the customer's responsibility and increases testing activities. Configuration changes survive upgrades to new software versions. Some customizations (e.g. code that uses predefined "hooks" that are called before/after displaying data screens) survive upgrades, though they require retesting. Other customizations (e.g. those involving changes to fundamental data structures) are overwritten during upgrades and must be reimplemented.

Customization can be expensive and complicated, and can delay implementation. Nevertheless, customization offers the potential to obtain competitive advantage vis a vis companies using only standard features.

EXTENTIONS
ERP systems can be extended with thirdparty software. ERP vendors typically provide access to data and functionality through published interfaces. Extensions offer features such as: archiving, reporting and republishing; capturing transactional data, e.g. using scanners, tills or RFID

 access to specialized data/capabilities, such as syndicated marketing data and associated trend analytics.

DATA MIGRATION
Data migration is the process of moving/copying and restructuring data from an existing system to the ERP system. Migration is critical to implementation success and requires significant planning. Unfortunately, since migration is one of the final activities before the production phase, it often receives insufficient attention. The following steps can structure migration planning: Identify the data to be migrated Determine migration timing Generate the data templates Freeze the toolset Decide on migration-related setups Define data archiving policies and procedures

CONSULTANTS
Many organizations do not have sufficient internal skills to implement ERP. Typically, an outside consulting team is responsible for the ERP implementation including selecting the vendor, planning, training, configuring/customizing, testing, implementation, delivery. Examples of other services include writing process triggers and custom workflows; specialist advice to improve how the ERP is used in the business; system

optimization; custom reports; complex data extracts or implementing Business Intelligence.

For midsized companies, the cost of the implementation typically ranges from 12x the software's list price. Large companies, and especially those with multiple sites or countries, may spend 35x.

Unlike most singlepurpose applications, ERP packages typically include source code and a vendorsupported development environment for customizing and extending the delivered code.

ADVANTAGES OF ERP
The fundamental advantage of ERP is that integrating the myriad processes by which businesses operate saves time and expense. Decisions can be quicker and with fewer errors. Data becomes visible across the organization. Tasks that benefit from this integration include: Sales forecasting, which allows inventory optimization Order tracking, from acceptance through fulfillment Revenue tracking, from invoice through cash receipt Matching purchase orders (what was ordered), inventory receipts (what arrived), and costing (what the vendor invoiced)

ERP systems centralize business data. Benefits of this include: Eliminates synchronizing changes between multiple systemsconsolidation of finance, marketing and sales, human resource, and manufacturing applications Enables standard product naming/coding.

 Provides comprehensive enterprise view (no "islands of information"). Makes realtime information available to management anywhere, anytime to make proper decisions. Protects sensitive data by consolidating multiple security systems into a single structure.

DISADVANTAGES OF ERP
Customization is problematic. Reengineering business processes to fit the ERP system may damage competitiveness and/or divert focus from other critical activities ERP can cost more than less integrated and/or less comprehensive solutions. High switching costs increase vendor negotiating power vis a vis support, maintenance and upgrade expenses. Overcoming resistance to sharing sensitive information between departments can divert management attention. Integration of truly independent businesses can create unnecessary dependencies. Extensive training requirements take resources from daily operations.

Integration Modeling Techniques for Enterprise Resource Planning

Today's most successful companies understand and practice enterprise application integration through innovative approaches and techniques. A composite story, drawing from experiences applying Enterprise Resource Planning (ERP) software with companies in the employment services sector, provides an example of how such companies can apply integration modeling techniques to ERP objectives. The packaged software that is provided by ERP vendors such as PeopleSoft, SAP, JD Edwards, and Baan delivers improved enterprise application integration by offering an integrated suite of applications to perform standard business functions. Back-end functions such as accounting, inventory, and shipping are supported, as well as front-end functions such as call center and sales force automation. ERP packages are used in conjunction with business process improvement techniques to upgrade big chunks of a company's supporting systems.

Companies undertake ERP implementations when they need to integrate multiple systems quickly. Sometimes business competition forces companies to undertake ERP initiatives, when competitors, due to tight integration of their own systems, can offer more desirable services and product features. At other times, technological advances require that a company upgrade all its systems to keep up with new opportunities. Yet another reason companies install ERP systems is when outsourcing initiatives have failed and they want to reinstate their own information technology systems support. When bringing this function back inside a company is a good time to overhaul the systems and make sure they're integrated and maintainable.

Background
The new Chief Information Officer's charter was to replace obsolete computer systems with current packaged systems, providing a competitive advantage through technology. This meant using advanced systems to bring more resources to market (that is, filling jobs faster with their temporary employees), while at the same time slashing prices by reducing operating margins. The goal was to implement improved business processes by configuring and installing packaged ERP systems according to the results of an enterprise-wide reengineering effort. The sales and service delivery team would be able to fill jobs faster with temporary employees by using sales support applications that were configured based on best practices identified and propagated throughout the organization's distribution network. New business acquisition and retention of existing customers would be enhanced through customer management software and customer information reporting. The field offices would be able to reduce operating margins by using packaged applications that support field office functions, such as billing, payroll, time accounting, and collections. The definition of core business processes, flow of activities, and decision support needs would ensure the proper configuration of the packaged software to take advantage of reengineered processes with the latest technologies. The pre-integrated nature of the ERP-packaged software would provide a new baseline for all the company's systems, including those that would not be involved in the initial installation. These included isolated systems without integration requirements, systems that were not included in the available ERP functions, and unique in-house applications and customized applications. Systems would be converted into the new order on a scheduled basis, and new development would target the standards established by the ERP implementation. As all applications migrated into the new systems environment, integration would increase and the company would begin to develop sophisticated knowledge management at the corporate level to be used for decision-making. The CIO's main problem was the seemingly insurmountable gap between what he knew (the fragmented puzzle of the company's current systems) and what he needed to know (business requirements for the new systems). He had very little information about how the existing systems were actually being used to conduct business. His technical

managers, field managers, and the headquarters staff that supported them all wanted the package installation to succeed. All held a piece of the information needed to make it a success, but none could see the whole picture. Without the crucial understanding of the use of current systems as a basis for defining future business requirements, the implementation project risked missing the mark.

Applying Integration Modeling for ERP

When integration modeling techniques are applied to our CIO's problem, they fill the gap by gathering company intelligence and consolidating it into models that can be taken in at a glance. The models are used to analyze requirements for configuring the new system and to orient the technical team implementing the new software. Figure shows the process methodology followed in this example for ERP integration.

The process model for an ERP integration project specifies the steps that must be taken to complete the project. The process model for this ERP integration project shows the steps involved in developing the requirements for an ERP implementation. The products from each step of the process are added to the evolving set of deliverables. Deliverables from earlier steps are utilized and refined by later steps. Early steps are completed with the support of the sponsor (in the case of this example, this would be the CIO) and his senior technical advisors, setting up the heart of the process - the serial interview of business area representatives and subject matter experts. Serial interviewing proceeds in iterative fashion with the application of integration models and techniques to analyze and improve on the initial models. The next sections describe the details of the seven steps of the process: 1. Identify roles and resources. 2. Build "best guess" models. 3. Validate "best guess" models. 4. Conduct interviews with internal experts and external sources.

5. Analyze and improve models. 6. Generate recommendations. 7. Present deliverables.

1. Identify Roles and Resources

The first step is to introduce the new roles required specifically for an integration project. The next several sections describe these roles. A. Champion The champion is the process owner and "chief persuader," the overall coordinator and internal PR agent for the project. He performs the following functions:

Helping build enthusiasm Educating others on the project's benefits Generating support throughout the organization

In this example, the CIO clearly became the champion for the project. Monthly and sometimes more frequent meetings were held with the champion to provide ongoing updates and mid-course corrections for the duration of the project. B. Contributors Business area representatives from across functions provide a sounding board for the duration of the project, giving input on what works and what doesn't (from the field). Contributors are also responsible for ongoing prioritization of needs. Represented areas include the following:

Sales - Can include the senior executive for the sales area. Would also include salespeople from the field and branch or regional managers. Marketing - In our example company, the Vice President of Marketing became an important project ally, working closely with the integrators and the project champion to set direction and provide organizational support. Corporate Management - Includes CEO, President, and Vice-President levels. Interview results are summarized and applied to help define the goals and priorities of the project. MIS (Senior Technical Analysts) - Systems managers and senior technologists knowledgeable about the company's systems environment are essential to the success of the project. Product Engineering - New product development, research and development, managers, and technical specialists are included.

Business Planning - Strategic planners, senior marketing executives, investor relations experts, and sometimes legal counsel can be included, depending on the goals of the project. Service Delivery - Line managers, customer service providers and their managers, regional executives, and branch staff can all be included from this perspective.

C. Integrator The role of the integrator is flexible and fluid. It requires a tolerance for ambiguity and the ability to provide reflective feedback to project stakeholders. Some of the functions of the integrator include

Conducting the project. Conducting open-ended interviews. Starting outside the box. Stepping in to define issues. Identifying candidates to resolve issues. Getting back out of the box through a phased approach.

When the new roles have been introduced and understood, the integrator works with the project sponsors to identify and assign the initial resources required, including

Internal experts to be consulted, such as subject matter experts and representatives of the business areas affected by the project or business initiative. External sources, such as industry associations, online information, consultants, and competitors. Existing models, systems, and information repositories that will be consulted to gather information for the project.

As the consultation of the initial resources identified proceeds, additional contacts and sources will surface and can be added to the list. Depending on the time availability and the depth of organizational contacts of the project sponsors, the initial list can be limited or it can be fairly comprehensive. It should not be exhaustive.

2. Build "Best Guess" Models

The goal of the next step is to develop a starting point for viewpoint analysis models that capture the essence of each significant point of view represented in the project. Scenarios and viewpoint analysis models enable you to model current usage of applications across the company, interviewing as needed to understand individual differences in requirements. You then produce a series of models for each viewpoint, gathering an understanding of what is most important to each perspective.

The integrator will do just enough preliminary research to pull together a straw man, or discussion starter, as a basis for interviews. The straw man is a descriptive model you set up so that people can knock it down and correct it, which is easier than starting from scratch.

3. Validate "Best Guess" Models

Validate the starting point models by reviewing with members of the technical team, and by reviewing existing documents. If necessary, do some external research on the industry to make sure you understand the basic concepts of doing business in the target market space. Test your models against a brief review of industry norms.

4. Conduct Interviews with Internal Experts and External Sources

Serial interviewing is the preferred method of gathering information in viewpoint analysis models. The goal is to understand the different viewpoints without having them modify one another, as usually happens in a group setting such as Joint Application Design or focus groups. Interviews should start by introducing the goals of the project, the point of the models, and the conventions of the models. Interview subjects can depart from the preliminary models and just describe their situation, or they can offer updates to the models. Use them as conversation starters, not as formal controls on where the interview can go. In the same vein, predetermined survey questions are usually not recommended. If desired anyway, send them out ahead of time and collect responses at the interview, only clarifying verbally what's not clear from the written responses.

A sample scenario and the related view model are :

The CIO Scenario The IT department has teams supporting systems in 12 sites across the country, and the only similarity between the 12 is the general function the systems are performing. Different hardware and software configurations are in each site- some PC-based, some midrange, and a couple even running dumb terminals against old mainframes. The software was written at different times by different vendors, some of which aren't even in business anymore. It's a hodge-podge of aging systems, and a big problem is there's no way to leverage resources across that chasm. No one can provide an overview of all the systems. None of the technical managers can see the forest for the trees, and they spend all their time putting out local fires. What's needed is not just knowledge of all the systems and what they do in technology terms.

What's really needed is to know why they do what they do, and whether they need to continue doing it, today and tomorrow. Because not only must yesterday's systems and technology be understood, but also the main charter is to bring those systems into the new millennium by installing Enterprise Resource Planning systems. At the same time, new technologies must be utilized to pay off by supporting re-engineered business processes and the changing demands of a fast-paced marketplace, before the competition does it first, and puts the company out of business altogether. The CIO View Model The CIO View model Figure shows a broad viewpoint, with high-level information bout systems, and the end users of the technology represented. It describes the functions of the systems while stopping short of employing technical names.

The CIO View model depicts what the CIO sees when looking at the technical environment from a top-down perspective.

5. Analyze and Improve Models

This is the point where you step back, review the viewpoint analysis models, and begin to select and apply the desired integration models. Scenarios and view models typically reveal the integration issues of the project, surfacing the concerns of the business area representatives. As you begin to identify solutions, you will update the models and return them to interview subjects for their feedback and corroboration. This process is an iterative cycle that terminates when the new models have become clear and project participants understand the responses to their particular concerns. In our example, the CIO View model revealed that this company was storing duplicate information about the same business subjects, as well as maintaining multiple nonmatching sources for that information. They were producing marketing reports from one set of systems and financial reports from another. Little wonder that those reports rarely delivered matching financials to the executives.

Before implementing a new system, the redundant data needed to be consolidated into a shared data repository. The seed template, shown in Figure 3, provides the visual pattern for the strategy of building a shared data repository.

The seed template provides the visual pattern for an integration solution.

6. Generate Recommendations
The outcome of one or more iterations of analyzing and improving viewpoint models is formulated into a set of recommendations for the overall solution. The recommendations should include action items at two levels: near-term deliverables and long-term plans. An effort to identify areas of opportunity where relatively simple, minor, or low-cost improvements can be made in such a way that significant integration benefits are accrued is needed. These opportunities are considered "low-hanging fruit" because they are most within reach and available to be harvested early on in the Enterprise Resource Planning project. The purpose of introducing a tactical element at this time in the project is twofold:

Early returns in cost and time savings Visible successes from the project early on to build credibility and support throughout the organization

The recommendations presented should provide both interim solutions and long-term or strategic solutions. The relevant portion of the CIO View model is redesigned, based on the seed template, to consolidate sales, order, and customer information into one shared data repository that can be supported by the packaged ERP solution. The model in Figure shows the solution applying the data sharing strategy.

The CIO View Solution model applies the Seed Integration model for a core component, which collects and contains an array of inputs.

7. Present Deliverables
Deliverables presented should draw on the pool of scenarios, view models, and integration models developed. They are organized to present the recommended solutions in the context of their business setting. View models and integration model solutions are presented to the project champion and business area contributors. They provide the requirement basis for configuring the ERP package. The integrator will collaborate with specialists knowledgeable in the installation requirements of the package selected. Integration model solutions provide the basis for subsequent technical models. A subset of the solutions models and subsequent technical models are presented to the technical teams who will carry out the actual implementation of the packaged solution. View models can be presented if the team needs orientation to specific current implementations.

ERP IN HDFC BANK

HDFC Bank has joined forces with SAP to provide its customers a seamless connect to the banks network through ENet. Under this relationship, HDFC Bank will leverage the SAP NetWeaver services to connect to customers running SAP ERP solutions via ENet, HDFC Banks online banking platform.

ENet is an Internet-based, multi-services delivery platform widely used by large corporations for its ability to provide secure access and integrated transaction capabilities. With ENet, the banks corporate customers gain a real-time and seamless access to the banks Electronic Banking Services across geographies. This collaboration with SAP will extend a richer ENet service to all its customers running SAP ERP.

Anil Jaggia, Chief Information Officer, HDFC Bank, said, "HDFC Bank has always tried to initiate technology-based innovations. Right from inception, we have strived to keep our technology infrastructure flexible to serve multiple delivery channels for different customers. This partnership with SAP is a demonstration of this belief. We can now provide our customers off-the-shelf standard integration capabilities, certified by SAP, which provide seamless access to an open architecture platform to adapt and support a variety of ERP solutions. This will enable us to offer end-to-end solutions in the accounts receivables and payment management domain and lead to increased productivity, transparency, and effective controls for our clients."

Powered by SAP NetWeaver, corporate banking services from SAP incorporates open standards and interoperable processes across existing enterprise applications, creating opportunities for HDFC Bank customers to transact and manage their wholesale banking services on a single platform, while bridging the gap for those deterred by platform integration issues at the same time. The solution allows HDFC Bank customers to seamlessly access ENet through secure connections using XML, and also extends the same banking services to wholesale customers, whether they are running on Microsoft.NET, Java EE, IBM WebSphere, UNIX or Linux platforms. In addition, the bank can now provide enhanced host-to-host connectivity for corporate banking services

and reduce the challenges in the areas of customer on-boarding while reducing manual processing and risk.

Further advantage of using SAP NetWeaver is its capacity for customisation according to each individual customers need. While reducing HDFC Banks operational cost and total cost of ownership; it gives HDFC Bank customers the power to initiate transactions through a multitude of interoperable channels and decide for themselves the criteria on which to view or authorise these transactions.

Harish Engineer, executive director, Wholesale Banking, HDFC Bank, said, "We are committed to offering effective and innovative solutions that deliver greater value to our customers. This cooperation with SAP will enable us to offer ENet, our Internet based, online, real time electronic delivery channel to an even wider base of corporates across the country, allowing them seamless multi-branch connectivity and an integrated heterogeneous core back end. With Indian companies looking at the global arena, ENet's design is well suited to today's corporate vision of managing global businesses."

CONCLUSION
ERP (enterprise resource planning) is an industry term for the broad set of activities that helps a business manage the important parts of its business. The information made available through an ERP system provides visibility for key performance indicators (KPIs) required for meeting corporate objectives. ERP software applications can be used to manage product planning, parts purchasing, inventories, interacting with suppliers, providing customer service, and tracking orders. ERP can also include application modules for the finance and human resources aspects of a business. Typically, an ERP system uses or is integrated with a relational database system. The deployment of an ERP system can involve considerable business process analysis, employee retraining, and new work procedures. Rebecca Gill, vice president of Technology Group International says: "For almost twenty years we have had people ask for demonstration copies of our ERP software, so they may play with it at their leisure. For years we have said no and we've done so with good reason. An ERP package is an advanced system. It isn't Microsoft Office and it isn't an iPhone. You can't simply turn it on and expect it to run without training. On implementing an ERP packaged system, the implementation model is provided by the vendor, so what is most needed from the standpoint of the company installing the package are the requirements for configuring and integrating the package system. When integration models were applied to the companies represented by this case study, they provided the glue between the business area representative's views and the technical team. The resulting solution models were used to orient the staff resources that were brought in by the package vendor. They were also used to carve out the implementation project and orient the internal teams who would carry out the project.

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