From system downtime to digital excellence: An end-to-end ERP transformation

Surya Roshni manufactures pipes and appliances. The company faced several challenges in pipe manufacturing with respect to pipe measurement due to lack of tech integration and supply chain crisis. We helped the client implement a SAP-based solution that improved the operations of its steel pipe division (pipe dimension, price calculation).

The client, Ramkrishna Forgings LTD, faced operational outages and business revenue losses on account of frequent and prolonged enterprise resource planning system downtime, leading to high maintenance costs. The lack of an end-to-end ERP system in place led to disruptions in operations and supply chains. Since a multi-level cost analysis was not feasible, manual financial budgeting and tracking was resulting in a high turnaround time (TAT). The firm wanted a comprehensive procurement system integrated from source-to-pay cycle, and standardisation of processes across categories and plants. 

Our team at PwC oversaw the migration to SAP S/4 HANA/RISE and implemented Document Management Solution (DMS) and Adobe Document Services (ADS) which are essential capabilities on SAP Business Technology Platform (BTP). After the migration, they paved the utilisation of Cloud Application lifecycle management to track daily system operations, streamlining the process.  

The team implemented material ledger-based actual costing and account-based Controlling and Profitability Analysis (COPA) to derive product cost, inventory value, cost of goods sold, and profitability across several dimensions like product, customer, and region.  

They leveraged the SAP Cloud Analytics budget planning for automated and integrated financial budgeting, developed automated dashboards, projected profit and losses, and implemented SAP PS Module to refine CAPEX management. 

To upgrade the procurement process, the team enabled Ariba-integrated sourcing. This helped in implementing e-auctions for direct and indirect materials and services using an intuitive UI platform with GenAI-powered supplier and content recommendations. The update enabled end-to-end integrated purchase requisition to purchase order flow—incorporating automated quality checks and award optimisation scenarios. 

Due to end-to-end collaboration the supply chain started becoming seamless.

Post migration to SAP S/4 HANA Cloud, there was an increased uptime in systems, leading to faster processing and non-reliance on physical servers. This reduced costs significantly.

The collaboration helped streamline IT operations and enhanced documentation management. Automated system upgrades ensured latest software compliance. Digitisation of the supplier onboarding process led to expedited onboarding. Improved user interfaces led to smooth and transparent processes, boosting ESG compliance.

Overall, the project paved the way for systemised budget planning, project execution, and a significant reduction in month-end closing and annual budgeting cycle time through systemisation and automation. This led to a timely managing operations and propelled decision making.