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October 31, 2013

HR -LCP's Year End Process User Guide

Monitor - bi-weekly

a)      Monitor SAP website  bi-weekly https://websmp205.sap-ag.de/patches to determine if notes available SAP Component (verify system component level in production) and download or print appropriate notes  and review

b)      Coordinator will schedule recurring monthly meeting to discuss if  SAP notes for the same is available and the relative  support pack level which needs to be attained  for each component.

c)      If notes  are available Coordinator will schedule meeting with Basis and Testing teams  and submit a Change control board Engagement form for a Project Creation for the LCP's.

d)     SAP Component Leads will create a charm document for manual corrections

 

Support Pack, Patches, and Legal Change Pack Process

 

 

 

1)      Monitor - bi-weekly

a)      Monitor SAP website  bi-weekly https://websmp205.sap-ag.de/patches to determine if notes available SAP Component (verify system component level in production) and download or print appropriate notes  and review

b)      Coordinator will schedule recurring monthly meeting to discuss if  SAP notes for the same is available and the relative  support pack level which needs to be attained  for each component.

c)      If notes  are available Coordinator will schedule meeting with Basis and Testing teams  and submit a Change control board Engagement form for a Project Creation for the LCP's.

d)     SAP Component Leads will create a charm document for manual corrections

 

2)      Schedule - Based on Production Release Timeline

a)      Coordinator of SAP changes - set-up meeting with Basis and Testing team to discuss corresponding SAP Notes for each component levels to apply, predefined dates for transporting into various environments, and testing

b)      Send e-mail to Basis, Testing team  and SAP Component Leads providing the calendar. Information to be assimilated to  others within your group that are required to assist with reviewing, testing information for scenarios, testing, and defect fixes

3)      Review and Testing information

a)      Review notes by designated date

b)      If determined testing required - Provide the detailed information for the impacted Functionality on the SAP notes  to T  in a summarized document .

i)        Separate spreadsheet for each component:

(1)   Note Number

(2)   Note title

(3)   Analyst Name

(4)   Provide  detailed testing information

4)      Testing Team  - Test Scenario creation

(1)   Testing team  to create new positive /negative test scenarios and also regression test scenarios  based on information provided

(2)   New script reviewed and approved by SME (Subject Matter expert)

5)      Testing - In Quality client

a)      Testing team   to test in Quality  client  based on established scenarios and test cases  and new scenarios provided by designated date mentioned as per project calender.

b)      Each team for each SAP component is responsible for testing  any notes or programs that Testing team does not have a current valid scenario available

6)      Defects

a)      Defects for any errors will be raised by Testing team

b)      Defects are sent to the SAP Component Lead to assign for appropriate action (fixing the configuration/code)  within their group .

c)      Analyst will review, and/or fix, provide feedback to Testing team so that it can taken up for further retest.

d)     Mandatory - All pending defects needs to be in  fixed state  and then subsequently retested and closed by testing team  in QC before notes are approved and moved to production

7)      SPAU and SPDD  Adjustments  

a)      Completed by designated programmer

8)      Move to production

a)      Once all testing has been completed transports are moved to Production based on the production rail release scheduled date.

 

BSI TUBS for US Payroll taxes - Tips and Tricks & Best Practices

Get latest tax updates and calculations affecting the payroll so that the respective payroll taxes are correctly deducted and calculated as required for the effective dates. For W-2 processing also if any changes have come in TUBS gets downloaded in BSI and thus calculates the correct reportable wages (taxes) for the year end processing and submission to IRS
Pre-requisites: BSI system should be connected via the ODBC connection to SAP and should be linked with the network for Online downloads of TUBS. BSI should be always be updated with the latest internal levels within the same version within the6 BSI . For instance currently the release version is BSI xx l which is compatible with SAP so that it does not error out in any tax calculation which is brought in TUBs.

The TUB bulletin number which the client needs to update their taxes should always be downloaded otherwise the specific tax changes and requirements will not be met with.

Benefits to Clients: Get latest tax updates and calculations affecting the payroll so that the respective payroll taxes are correctly deducted and calculated as required for the effective dates. For W-2 processing also if any changes have come in TUBS gets downloaded in BSI and thus calculates the correct reportable wages (taxes) for the year end processing and submission to IRS.  

Possible Problems in Update:  Check the audit report after each TUB download process and if any inconsistencies are reported and the report does not show correct calculations, report the same to BSI support for further help. If 
Tips and Tricks
To make sure that the required number of TUBS are downloaded always click the update button to check for the latest level of TUB in the BSI system. It makes sure that extra TUBS are not downloaded and no TUB sequence is missed.Check for the next TUB bulletin number when we click on download for the next TUB. Always run a payroll in SAP after TUBS and check in BSI message viewer tab that the correct version of BSI is getting picked for tax calculations. Always use the test tab to make sure for any correct calculation of taxes,the TUB is downloaded in outin out of sequence, it will disrupt the entire TUB downloads and we need to start form scratch for the TUB download in that version of BSI. Always remember to download the TUBS in a sequential manner of sequence, it will disrupt the entire TUB downloads and we need to start form scratch for the TUB download in that version of BSI. Always remember to download the TUBS in a sequential manner


TRANSPORTS PROCEDURE

In SAP HR box we do the table adjustments as explained in  the earlier  screenshots and we create a transport  request for the tables adjustments we do to compare the HRD000 & HRD010 clients. The BASIS team follow the TUB bulletins to apply their part of table adjustments to create a list of sequential requests   starting with LBDK......series. These  transports will have  to be applied initially on the Base client 000  and also in client which  is meant to to be transported  to quality(test) client HRQ, and Production client HRP etc..
Always make sure the BASIS team sends their list of transport  requests to HRQ and followed by HRDK.... Transport request. 

Once the transport is in HRQ , subsequent steps  needs to be performed in BSI HRQ  instance for TUBS  download and table  mapping in BSI  for the corresponding SAP provided tax authority numbers. Once the  testing is done successfully in HRQ the process  is repeated in HRP  before  we execute the payroll. 

Important Note: Please make sure  before we do the download of TUBS in HRP instance of BSI  all no one is logged to HRP and executing  payroll , otherwise it can impact  the TUBS and ultimately  incorrect tax downloads in HRP  which will  result in wrong tax calculation. 


BSI PASSWORD CHANGE Process

1) We get email  notifications from Basis/DBA team for  the proposed dates for  password  resets, usually it's  every  quarter.
2) Finalize a date with them and  the timeline.
3) Get into  conference call  initiated by BASIS
4) Once they do the password resets  (by DBA and BASIS respectively) , then  logon to the BSI-HRQ, BSI-HRP datasets  and  check  with the new passwords. 
5) If it works  , logon  to  SAP SE38  , use program RPTBTCU0   and execute the transaction in each clients HRQ, HRP to make sure the  taxes are calculated correctly without error. 

6) Once done communicate to HRIS -Payroll users about the change notifications and share the password with the intended team. 






October 27, 2013

End of life program for SAP systems

Typically End of life period for hardware will be 5 years and software will be 2 yrs (It may differ vendor to vendor and depends on organization policy). SAP EOL policy is different from other softwares. It spans 3 or more years for software and extend the support for hardware in coordination with hardware partenrs. SAP policy for End of Patch, End of Maintenance, and End of life (support) is available and it is well monitored with solution manager maintenance tool. For example EOL for SAP BusinessObjects XI 3.1: December 31, 2015 this is the date that patch support will end. It is scheduled to reach End of Priority-One Support on December 31, 2017. For End of Life - Support (Product) cases customers should explore the migration options with their SAP Sales Account Executives.

 

SAP has its own discover tools (SolMan maintenance agents) for tracking the EOL of SAP software. HP Opsware agents shall be one of the tools for capturing the software asset data. Based on the discover tools data , the hard ware and software can be upgraded or replaced for better performance and to avoid sudden blackouts.

SAP certifify the hardware in collaboration with hardware vendors (IBM,HP,VMware etc.,) and separate excellence centers exist in Germany to ensure that the SAP certified hardware platform is stable and scalable when implementing SAP solutions. An SAP-certified hardware platform is subsequently supported for all SAP releases that are available for the Linux or Windows on an Intel/AMD platform combination, including all SAP approved databases.

The current trend is virtulization of non-production SAP systems and some of production SAP systems too. SAP software is being virtualized for the benefit of toal cost of ownership. Hypervisor version must be same for all virtual systems. So virtual servers' upgrades are mandatory and these are vendor driven.

In a typical End Of Life SAP program occurs when implementing a new SAP product. It mandidates the legacy software upgrade for the smooth integration. So the legacy SAP software will be supported by the new software initially and will set a deadline for its migration/upgrade. It is a challenge to prepare preliminary estimates and getting budget approvals as EOL projects are secondary. The EOL program can be combined with main upgrade project and plan for retiring the same after hypercare phase will help a lot. The bolt on systems integration and functional testing along with main upgrade program will be simple and smooth. BOL and EOL shall be back to back.

The Hidden cost of poor project management

Because hidden costs are often unaccounted they often go unnoticed. Hidden costs can be material. Without them the complete picture of project costs does not exist, and therefore a P&L assessment of the project is flawed. Hidden costs are often social, emotional and human. It's much easier to price up how many iron girders are needed in a construction project than how many team meetings might be needed to ensure everyone understands the vision. These costs are difficult to quantify, but that doesn't mean we shouldn't try. Even if we really can't quantify hidden costs we can at least ask ourselves whether we have a problem with them, and then we will be more likely to do something about managing those hidden costs. We believe in adding value to our key contacts by sharing ideas, news and market updates we feel could be helpful to your daily business practices. Hope those can bring you fresh insight and new perspectives .

THE HIDDEN COST OF POOR PROJECT MANAGEMENT

How much really does your project cost you ..?? Have you realised it ? What do you think is the actual cost of project?

These core questions needs to be analysed and understood . There wil be two kinds of costs as below

DIRECT COSTS,  INDIRECT COSTS Materials and all tangibles: software, hardware , labour costs ..Building, utility costs, annual company auditing charges ...

or

HIDDEN COSTS

We will focus on this piece (Hidden costs) which is the main crux of unknown cost to projects .We will analyse the core causes, its symptoms a

Causes and Symptoms of Hidden Costs

1) CAUSE ->Poor project sponsorship

SYMPTOMS ->The project fails to make the correct strategic decisions, or struggles to make decisions at all; required resources are not forthcoming; lack of congruency with wider corporate/programed strategy; business case unclear.

COST-> Sub-optimal decisions mean labor and materials are spent on unbeneficial activities; lack of resources or decision making ability may put project into a 'holding pattern' where costs are incurred with little progress.


2) CAUSE -> Poor scope management

  SYMPTOMS -> Absence of scope management documentation and/or process leads to confusion amongst project team regarding what is in or out of scope leading to scope creep.

  COST ->Higher labor or material costs because effort is spent on unnecessary activities.

 

3) CAUSE  -> Poor risk management

  SYMPTOMS -> Without a risk management strategy and/or governance process project team members will be unwilling to take accountability for their decisions because their decision making is not being properly appraised. This will manifest as a lack of decisiveness and unwillingness to commit to a course of action.

    COST ->Excessive time is spent trying to make decisions, leading to reduced productivity and higher labour charges. If incorrect decisions are made expensive consequences can follow.


4) CAUSE -> Absence of vision

SYMPTOMS -> Without a vision the project team will struggle to unify their effort towards delivering the end product. Symptoms include missing or incomplete project plan, and/or documentation; confusion amongst the project team - time spend trying to figure out what needs to be done, and time spent complaining about the project.

COST -> Higher labor charges because project team are less productive.


5) CAUSE -> Absence of transparent, cooperative culture

  SYMPTOMS -> Various communication issues, unwillingness to resolve issues, team silos develop, information is withheld (e.g. burying hidden costs), dominance of certain individuals and views of others ignored. A lack of trust, inflexibility, split agendas across the project team - users, suppliers and business Conflict.

COST -> Unnecessary work, reduced productivity, continued costs after the project finishes..


6) CAUSE -> Lack of customer focus

 SYMPTOMS -> A lack of appreciation of what quality standards the customer has. End product lacks features that the customer expected.

 COST -> Customer has received poor value for money, and/or is forced to do more work to compensate. For example, if a system automates half a process rather than the whole process, the customer will have to continue to support the process by hand. Therefore customer incurs labor and/or material costs.


Conclusion:
A project might have been priced at USD 500k. Assuming it will have: good project management, good sponsorship, cohesive team, etc. Perhaps the project could be delivered for USD 500k, provided all these things were in place. In reality, many projects overrun, under-deliver or exceed their budget. In part, because hidden costs are not accounted for from the start .Explicitly accounting for hidden costs will force a review of project timelines to include the fact that, for example, team might not be as productive as expected. If a team are less productive we can't get away from the fact that it will take them longer to get through the same amount of work. Alternatively, the scope or quality will be reduced to hit the deadline.


Because hidden costs are often unaccounted they often go unnoticed. Hidden costs can be material. Without them the complete picture of project costs does not exist, and therefore a P&L assessment of the project is flawed. Hidden costs are often social, emotional and human. It's much easier to price up how many iron girders are needed in a construction project than how many team meetings might be needed to ensure everyone understands the vision. These costs are difficult to quantify, but that doesn't mean we shouldn't try. Even if we really can't quantify hidden costs we can at least ask ourselves whether we have a problem with them, and then we will be more likely to do something about managing those hidden costs. We believe in adding value to our key contacts by sharing ideas, news and market updates we feel could be helpful to your daily business practices. Hope those can bring you fresh insight and new perspectives .

 

KEY BENEFITS of Mobilizing HR

 Mobilizing HR applications can improve, employee retention, productivity and employee engagement. As the companies workforces become more mobile, the core functions that support these workforces must become more mobile as well. In the HR space, this means that a mobile employee must be able reap the benefits of employee self service capabilities without being tied to a hardwired desktop computer, or the manager should be able to view and act on important talent retention KPI's from his or her own mobile devices. Industry standard survey's provide the info that almost 40-50% executives and employees don't have sufficient access to mobile devices and can't perform their necessary jobs while they are mobile from their mobile devices

 

IT departments should be motivated to Mobilize and leverage HR data : The value of mobilizing HR data extends well beyond the HR organization. In fact, IT could see the most direct returns from HR mobilization. That's because the demand for qualified professionals is perhaps highest in IT organization these days and since more companies are looking for launching more IT projects .With mobile access to key HR data- like the development of top talent within the company and employee turnover rates, for instance- even the top brass management (CXO's who are on the move can have a much more productive conversations about  productive conversations about recruiting and retaining talent .


SAP developed mobile applications can provide the necessary level of access, freeing HR professionals to function more efficiently in the field. As a result  there are three key benefits to business/ organization in using the mobile applications .


1) Mobile applications helps extensively in employee recruitment  and retention
As part of many companies post recession growth strategies, monitoring employee turnover and ramping up the recruitment process have been the top priorities for any company. HR professionals must work with their business peers to strategize the recruitment and hiring and retention programs. The most effective way is to get everybody look at the centralized data and and access to  the correct data and information. If we allow an HR executive to show a business manager relevant KPI's about their employee base while in the business manager's office can quickly transform a discussion from general discussion to a specific one.The two can can talk about the updated KPI's to assess how they impact the business and then develop strategies for improvement. SAP has a very useful mobile app called "SAP Manager Insight" app which provides access to the information that managers need to productively meet with other managers and employees at any point of time and anywhere. This app accesses the SAP HCM module and allows HR business partners, HR generalists and managers to plan and prepare the informed meetings  while also providing the fast access to relevant reports and KPI's right from their mobile devices (Ex: Ipads/ tablets .It helps drive fact based decisions by allowing managers to access reports and employee details at their devices rightaway.For ex: Managers can compare headcounts in different locations, check the talent ratio, and pinpoint diversity issues. Adhoc requests can also be addressed.


2) Mobility solutions speeds up the HR related workflows and processes: Setting up mobile workflows can expedite many HR processes. For ex: leave requests that need manager approval often gets stuck in email inbox because the approver must login into the appropriate desktop application to approve the request. Yet many of those approvers have become increasingly mobile, and they don't have access to their desktops. With SAP HR Approvals ,managers can access the appropriate application and approve requests from their mobile devices which drastically cuts down on approval and processing time. HR requests such as travel,leaves, timesheet updates can be approved and leveraged through these workflows .All these approval requests are provided through the mobile apps which extensively improves the approval time and thus negates additional delays in approvals by managers which ultimately optimizes the business process flow and costs .


3) Mobility applications engages Employees: Another important benefit of mobilizing a company's HR functons is the best boost that can be brought to employees engagement.  Recognizing employees for their length of service was the most common employee recognition effort. Even something as simple as  providing a manager mobile access to their employee anniversary list allows managers to send a personal congratulatory message to the employees while they are mobile  and thus creating a great employee engagement exercise which improves the employee motivation .They don't have to wait to logon to desktops and send it later which would effectively loose the importance and value of that moment. The "SAP Manager  Insight"app provides this kind of access, leveraging the data that SAP customers already have in their systems and layering analytics on top of that. The app also gathers KPI's such as employee turnover rates, which can be used to gain a better understanding of the business.


Security Aspect to be considered in the Mobility solutions:


When mobilizing the HR Data , we should never loose sight of security and flexibility of HR data .By streamlining HR workflows and engaging end users, SAP's mobile HR apps provide employees with access to high value, high-use functionality. Of course, enterprise data is often sensitive and employee's master is most sensitive and confidential information. Asking employees to send personal data via their mobile deice requires a very high level of confidence in all security of the underlying infrastructure.
At the same time, with a wide range of employee list for HR , mobile devices and  applications have a high level of flexibility which is mandatory for mobile HR apps. Deploying a mobile app brings  little value if only a fraction of its  intended audience has the right device needed to leverage it.Security design and platform selection is of utmost importance along with flexibility in selection of the correct apps and building a robust unwired platform to project the HR sensitive data on mobile devices . For mobility customers SUP(Sybase unwired platform and Afaria mobile device management provide a strong and flexible and secured  mobile HR environment and offers a stable launch pad for SAP customers to execute their long term mobile strategy .

IT departments should be motivated to Mobilize and leverage HR data : The value of mobilizing HR data extends well beyond the HR organization. In fact, IT could see the most direct returns from HR mobilization. That's because the demand for qualified professionals is perhaps highest in IT organization these days and since more companies are looking for launching more IT projects .With mobile access to key HR data- like the development of top talent within the company and employee turnover rates, for instance- even the top brass management (CXO's who are on the move can have a much more productive conversations about  productive conversations about recruiting and retaining talent .

.

 

 

Common Data Migration Pitfalls and How can we avoid them

Common Data Migration Pitfalls and how can we avoid them
Historically, many data migration projects have been plagued by risks and delayed go lives, resulting in costly budget overruns. The usual culprit is the data !!A frequently overlooked aspect of ERP deployments is the integrity of the data that the system delivers. Traditionally, many systems integrators implementing a new system prioritize the project

Common Data Migration Pitfalls and how can we avoid them
Historically, many data migration projects have been plagued by risks and delayed go lives, resulting in costly budget overruns. The usual culprit is the data !!A frequently overlooked aspect of ERP deployments is the integrity of the data that the system delivers. Traditionally, many systems integrators implementing a new system prioritize the project in this order:
 Application Design
 Implementation planning
 System Integration
 Change Management
 Data Migration

Even though data is one of the most important factors for business success, it gets the least attention. Often, system integrators will defer the data loads to the client's staff, and some may incorrectly assume the data migration is a simple file transfer between systems. Suffice to say, the effort associated with data migration is often grossly underestimated.

Common Pitfalls and mistakes in Data Migration and Tips to Avoid them :


a. Poor data quality: Sometimes data  defects are known, but new deficiencies are often uncovered after extraction. This is where SAP BI/BO  data services can helps us, delivering profiling reports that can be used before, during, and after migration. These reports also provide crucial inputs to continuous monitoring programs implemented as a part of larger information governance initiatives- which are part of larger information governance initiatives- which are an important part of any data migration project .


b. Missing Data : You will be surprised to discover just how many "mandatory" fields in source systems are blank  or nulls? The SAP solutions we mentioned to help to measure poor data quality which can be used to quantify the scope of missing data .


c. Mismatched data: Field overuse is a classic problem of incorrect data sometimes two or more different domains of data can be found in one field that was repurposed after its original use became obsolete. The cure for this issue is to define the domain rules and have the SAP BO/ BI services report the errors so that corresponding data conversion rules can be created and executed.


d. Data is not available in the time for Go Live: Operational commitments are sometimes misaligned with system implementation, delaying the entire deployment. Accessing, extracting and transforming the source data is often the issue here . A key part of the solution is to use an extract, transform, and load ETL tools and prove that works for the environment, it accelerates extract coding and validation rules development.


e. Data requirements are not captured properly: Business and data transformation rules are not sufficiently researched or documented to the breadth or depth necessary for consolidating multiple systems into one target. This is always the hardest part of a migration project. Ensure that you have both the commitment from the business users and time in their schedules to help us formulate the rules.

Summary : Always  think of Data first before you get started with a new system migration and implementation . Raise the priority for data migration in the task list and ask your system integrators how they plan to get the migration done with a  thorough planned strategy. Use the standard industry standards and methodology for Enterprise Data lifecycle   management method, to help guide through the process steps .Choose the right tools and budget them with thorough planning to ensure the smooth technical  data conversion of data  between systems  followed with sufficient and stringent  data validations and testing.

October 14, 2013

How Modern ERP Billing Packages are changing Indian Utilities

Over the last decade and the years before Indian Utilities have undergone a series of fundamental changes; right from how they operate to how they provide services to their consumers. Having tasted the benefits on unbundling as early as 2000, many utilities are aggressively following the path toward modernization and improving customer experience. 

In this attempt many of the major utility players have partnered will global leaders in ERP billing packages to successfully transform their businesses, in order to respond to fast-changing customer and market dynamics. SAP for Utilities (ISU) and Oracle Customer Care and Billing (OCCB) are leading choices to fit the bill.  

The Chhattisgarh State Electricity Board or CSEB was one of the first to implement SAP - ISU/CCS (Customer Care and Service) in 2005, and one of the few state boards that are now electricity surplus.

Indian utilities are now providing comprehensive services to their consumers, backed up by the robust industry specific software of the ERP packages. Some of these include:

·         Quick Tariff Restructuring - Inaccuracy of tariff implementation has been a major challenge faced by Indian Utilities. The legacy systems were incapable of handling frequent changes in tariff thus leading to revenue losses for the utilities, which were not able to keep up with the ever rising cost of electricity generation and transmission. But both SAP-ISU and OCCB have strong billing modules that support detailed tariff customization for commercial and residential customers. The short turnaround time ensures that utilities can react quickly to market fluctuations and adjust their tariff accordingly to recover revenues.

·         Spot Billing and Automatic Meter Reading - CSEB consumers have the facility of on the spot billing and automatic meter reading. Earlier there was a gap of about eight days between meter read and bill delivery. But the ability to spot bill eliminated the delay resulting in reduced cycle times and early revenue realization. 

 

Gujarat Gas that uses SAP-ISU even provides its customers an option to enter their meter readings online. A first of its kind service, for Indian Utilities. 

·         Ensured Metering - Indian Utilities have had to battle electricity pilferage for a long time and it continues to be a challenge today. This can be prevented by ensuring that every connection is metered and read. The strategy has already been implemented by the state of Gujarat. The government of Gujarat reached an agreement with the Asian Development Bank to fund the installation of meters at all delivery locations. Coupled with strong policy deterrent against theft and implementation of Oracle solution for E-Governance, the Gujarat State Electricity Board (GSEB) was able to recover over Rs. 16 crore by curbing pilferage and malpractice. 

·         Online Customer Portals - Almost all major utilities now have online customer portals where users can log in, view billing history, pay bills online, lodge complaints, request new connections etc.  SAP Netweaver's seamless interoperability with J2E, .NET and SOA make it an ideal platform for this purpose. SLA driven services and incident resolution have truly, empowered the customer and brought in high level of visibility and accountability that was otherwise missing.  

Online bill payment facility and e-delivery of bills has significantly reduced the turnaround time of revenue collection and also cost of having to maintain manual payment collection centers. Customer complaints of late bill delivery and incorrect meter readings have come down and such steps also promote green initiatives by reducing amount of paper consumed.

 

Notable success stories worth mentioning include GSEB , CSEB and MPSEB (Madhya Pradesh State Electricity Board) that once struggled with electricity deficit are now electricity surplus and able to provide 24x7 electricity to their consumers.

Few other Indian Utilities that have transformed their operations by implementing ERP billing solutions include:

1.       IGL - Indraprastha Gas Ltd

2.       Mahanagar Gas

3.       HPSEB - Himachal Pradesh State Electricity Board

4.       NPCL - Noida Power Company Limited

Improved decision making, better asset utilization, complete processes for meter to cash cycle etc. are few on the notable benefits that ERP billing packages have to offer. In addition they are scalable and customizable to overcome the challenges of all kind of utilities; both big and small. As more and more Indian Utilities join the ERP club, the consumer can look forward to a more rewarding experience with his energy supplier.

 

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