BusinessBluePrint_Exide

BUSINESS BLUEPRINT FOR MYSAP CRM IMPLEMENTATION @EXIDE –AN INTRODUCTION........5 INTRODUCTION.........................................................................................................................................................5 GOAL OF THE BLUEPRINT............................................................................................................................................5 STRUCTURE.................................................................................................................................................................5 OTHER DOCUMENTS....................................................................................................................................................5 1.0 MASTER DATA......................................................................................................................................................6 1.1 BUSINESS PARTNER...............................................................................................................................................6 1.2 ORGANIZATIONAL MANAGEMENT.......................................................................................................................12 1.3 TERRITORY MANAGEMENT..................................................................................................................................16 1.4 PRODUCT MASTER...............................................................................................................................................17 1.5 PRICE MASTER.....................................................................................................................................................20 1.6 MASTER DATA MANAGEMENT............................................................................................................................23 2.0 SERVICE FUNCTIONAL SCENARIOS –FUNCTIONAL SCOPE...............................................................25 2.1 INSTALLED BASE .................................................................................................................................................25 2.2 COMPLAINT & WARRANTY.................................................................................................................................27 2.2.1 FMIB: Complaint handling.........................................................................................................................28 2.2.2 Railway Complaint......................................................................................................................................34 2.2.3 Solar complaint handling............................................................................................................................34 2.2.5 Catalogs, Code Groups and Codes.............................................................................................................35 2.2.6 Reason for Rejection....................................................................................................................................37 2.2.7 Integration with R/3.....................................................................................................................................38 2.2.8 Warranty......................................................................................................................................................40 2.3 SERVICE PROCESS................................................................................................................................................44 2.3.1 Service Quotation........................................................................................................................................44 2.3.2 Service Contract or Annual Maintenance Contract (AMC):.......................................................................44 2.3.3 Planned services..........................................................................................................................................49 2.4 SERVICE ORDERS.................................................................................................................................................54 2.4.1Installation & Commissioning......................................................................................................................55 2.4.2 Repair & Rectification.................................................................................................................................56 2.4.3 Overhauling of the battery bank..................................................................................................................57 2.4.4 Initial Filling & Charging..........................................................................................................................59 2.5 SERVICE CONFIRMATION.....................................................................................................................................59 2.5.1Service Invoicing and costs in CRM.............................................................................................................62 2.6 ASP EVALUATION ACTIVITY................................................................................................................................62 2.7 CASE MANAGEMENT...........................................................................................................................................63 2.7.1 8D/Case Management.................................................................................................................................63 2.8 SOLUTION DATABASE...........................................................................................................................................66 2.9 SERVICE ANALYTICS............................................................................................................................................67 3.0 SALES FUNCTIONAL SCENARIOS –FUNCTIONAL SCOPE....................................................................70 3.1 ACTIVITY MANAGEMENT....................................................................................................................................70 3.2 OPPORTUNITY MANAGEMENT:............................................................................................................................72 3.2.1 Infrastructure - Power & Projects: New Projects.......................................................................................73 3.2.2 Infrastructure - Power & Projects: Replacement........................................................................................75 3.2.3 Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL and DOT) through Switch Manufacturers like Nokia, Ericsson.....................................................................................................................76 3.2.4 Telecom: Supply To Private Service Providers (Airtel, Hutch, Reliance)...................................................78

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3.2.5 Telecom: Supply To Private Service Providers (Tata Tele services, Reliance) through Switch Manufacturers e.g. Motorola................................................................................................................................79 3.2.6 Traction: Replacement – Traction Trade.....................................................................................................79 3.2.7 Traction: Replacement – OEM..................................................................................................................80 3.2.8 FMIB – Existing UPS OEM........................................................................................................................82 3.2.9 FMIB – Existing Dealer.............................................................................................................................84 3.2.10 FMIB – New Dealer..................................................................................................................................84 3.2.11 FMIB – New OEM.....................................................................................................................................84 3.2.12 Defence......................................................................................................................................................85 3.2.13 Caplamps...................................................................................................................................................85 3.2.14 Exports: CBSEA: For Cells......................................................................................................................86 3.2.15 Exports: CBSEA: Battery Bank................................................................................................................86 3.2.16 Exports: CBSEA: for specific requirement...............................................................................................86 3.2.17 Exports: ESPEX.........................................................................................................................................87 3.2.18 Non-CBSEA/ESPEX: For Cells.................................................................................................................87 3.2.19 Non-CBSEA/ESPEX: Battery Bank...........................................................................................................87 3.2.20 Non-CBSEA/ESPEX: specific requirement...............................................................................................88 3.3 QUOTATION MANAGEMENT.................................................................................................................................88 3.3.1 Infrastructure - Power & Projects: New Projects.......................................................................................88 3.3.2 Infrastructure - Power & Projects: Replacement........................................................................................90 3.3.3 Infrastructure – Railways – Direct Supply..................................................................................................91 3.3.4 Railways: Supply through Contractors and Integrated Power Supply (IPS)..............................................91 3.3.5 Telecom: Direct Supply To Government Customers (BSNL, MTNL, DOT)................................................92 3.3.6 Telecom: Supply to Government Customers/Service Providers (BSNL, MTNL, DOT) through Switch Manufacturer like Nokia, Ericsson etc.................................................................................................................92 3.3.7 Supply To Private Service Providers (Airtel, Hutch, Reliance)...................................................................93 3.3.8 Supply To Private Service Providers (Tata Teleservices, Reliance) through Switch Manufacturers (Motorola).............................................................................................................................................................95 Same as Telecom: Supply To Government Customers/Service Providers (BSNL, MTNL, DOT) through Switch Manufacturer like Nokia, Ericsson etc.................................................................................................................95 3.3.9 Solar............................................................................................................................................................95 3.3.10 Traction: Replacement (Traction Trade)...................................................................................................95 3.3.11 FMIB: Existing OEM/New OEM/Existing Dealer/New Dealer/NIC/DGS&D..........................................96 3.3.12 Defence......................................................................................................................................................96 3.3.13 CAPLAMPS...............................................................................................................................................96 3.3.14 Exports: CBSEA: For Cells......................................................................................................................97 3.3.15 Exports: CBSEA: Battery Bank................................................................................................................97 3.3.16 Exports: CBSEA: for specific requirement...............................................................................................98 3.3.17 Exports: ESPEX.........................................................................................................................................98 3.3.18 Exports: Non-CBSEA/ESPEX: For Cells..................................................................................................98 3.3.19 Exports: Non-CBSEA/ESPEX: For Battery Banks....................................................................................99 3.3.20 Non-CBSEA/ESPEX: For Specific Requirement.......................................................................................99 3.4 SALES ORDER......................................................................................................................................................99 3.4.1 Infrastructure - Power & Projects: New Projects.....................................................................................100 3.4.2 Infrastructure - Power & Projects: Replacement......................................................................................101 3.4.3 Infrastructure – Railways – Direct Supply................................................................................................102 3.4.4 Railways: Supply through Contractors and Integrated Power Supply (IPS)............................................104 3.4.5 Telecom: Direct Supply to Government Customers (BSNL, MTNL, DOT)..............................................104 3.4.6 Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL, DOT) through Switch Manufacturers like Nokia, Ericsson etc..............................................................................................................106 3.4.7 Supply to Private Service Providers (Airtel, Hutch, Reliance).................................................................107

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3.4.8 Supply to Private Service Providers (Tata Teleservices, Reliance) through Switch Manufacturers (Motorola)...........................................................................................................................................................109 Same as Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL, DOT) through Switch Manufacturers like Nokia, Ericsson etc..............................................................................................................109 3.4.9 Solar..........................................................................................................................................................109 3.4.10 Traction: Replacement (Traction Trade).................................................................................................110 3.4.11 Traction: OEM.........................................................................................................................................111 3.4.12 FMIB - Existing OEM..............................................................................................................................112 3.4.14 FMIB – New OEM...................................................................................................................................113 3.4.15 FMIB Existing Dealer..............................................................................................................................114 3.4.16 FMIB New Dealer....................................................................................................................................115 3.4.17 Defence....................................................................................................................................................116 3.4.18 CAPLAMPS.............................................................................................................................................116 3.4.19 Exports: CBSEA: For Cells.....................................................................................................................116 3.4.20 Exports: CBSEA: Battery Bank...............................................................................................................118 3.4.21 Exports: CBSEA: For Specific Requirement...........................................................................................119 3.4.22 Exports: ESPEX.......................................................................................................................................121 3.4.23 Exports: Non CBSEA/ESPEX For Cells..................................................................................................122 3.4.24 Exports: Non CBSEA/ESPEX For Battery Bank.....................................................................................124 3.4.25 Exports: Non CBSEA/ESPEX For Specific Requirement........................................................................125 3.5 SALES PLANNING..............................................................................................................................................128 Purpose...............................................................................................................................................................128 3.5.1 Telecom, Power & Project, Traction, FMIB-OEM....................................................................................129 3.5.2 FMIB Trade...............................................................................................................................................130 4. MARKETING FUNCTIONAL SCENARIOS –FUNCTIONAL SCOPE.......................................................131 4.1 BUDGETING & MARKETING PLANNING............................................................................................................131 4.2 CAMPAIGN PREPARATION..................................................................................................................................134 4.2.1 Segmentation.............................................................................................................................................134 4.2.2 Maintain Attributes and Attribute Sets......................................................................................................138 4.2.3 Target Group creation................................................................................................................................138 4.2.4 Creating Campaigns and Campaigns Elements........................................................................................138 4.2.5 Communication Channel...........................................................................................................................140 4.2.6 Personalized Mail Form............................................................................................................................141 4.2.7 Content Management Templates................................................................................................................141 4.3 CAMPAIGN EXECUTION.....................................................................................................................................142 4.4 MARKETING CALENDAR....................................................................................................................................143 4.5 EXTERNAL LIST MANAGEMENT........................................................................................................................143 4.6 PRODUCT PROPOSAL.........................................................................................................................................144 4.7 LEAD MANAGEMENT.........................................................................................................................................145 4.7.1 Surveys.......................................................................................................................................................148 4.8 ACTIVITY MANAGEMENT..................................................................................................................................149 4.8.1 Standard Activities.....................................................................................................................................150 4.8.2 New Product Development Activity...........................................................................................................151 4.8.3 New Product Proposal Activity..................................................................................................................153 5.0 REPORTS............................................................................................................................................................155 5.1 SALES................................................................................................................................................................156 5.2 SERVICE.............................................................................................................................................................156 5.3 MARKETING.......................................................................................................................................................156 5.3.1 Campaign Analysis....................................................................................................................................156

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5.3.2 Lead analysis.............................................................................................................................................156 6.0 LIST OF INTERFACES & DEVELOPMENT................................................................................................158 6.1 DEVELOPMENTS –SALES...................................................................................................................................158 6.2 DEVELOPMENT –SERVICE..................................................................................................................................158 6.3 ENHANCEMENTS................................................................................................................................................159 6.4 INTERFACES – SALES.........................................................................................................................................159 6.5 INTERFACES- SERVICE.......................................................................................................................................159 7.0 ADDENDUM.......................................................................................................................................................160 7.1 SALES FLOW CHART –SEGMENT WISE...............................................................................................................160

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Document Management Prepared By Reviewed By Approved By

Name Rakesh Kumar Ashok Mohanty Syed Aleem Saurabh Dutta Kannan Iyer Jahar Sengupta Rakesh Bhatia

Date

Signature

27/10/2005 31/10/2005

Version Management Version No. Changes in Document 1.0 New Document Creation

Date Changed 27/10/2005

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Changed By

Business Blueprint for mySAP CRM Implementation @EXIDE –An Introduction Introduction Goal of the Blueprint This document is the result of various Brown Paper Workshops prepared during Phase I of my SAP CRM Implementation for Exide Batteries, Kolkata by SAP Consulting team. Its goal is to describe the way in which SAP CRM system will support various Sales, Service & Marketing Processes within Exide. This Business Blueprint will be basis for all Customizations and Developments to be done in the Implementation phase. Structure This Blueprint document consists of this introduction chapter, a process overview of Sales, Service & Marketing processes and several chapters that detail the processes that are in scope of this project, as well as separate chapters on Master data, reporting and Legacy data conversion. The process chapters contain:  Process description  Description of how the process will be supported by SAP  Integration issues with other processes/systems  No. Ranges  Document Types  Internal/External Integrations  Inter modular integration issues  Programming issues  Any new field to be created  Any new forms  Any uploading programs  Validations Other Documents This Blueprint document is based on:  Brown Paper Workshop Summary Document  Discussion with process owners and core team members of Exide

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1.0 Master Data 1.1 Business Partner Business partners are at the center of the business transaction, and thus center of the business interest. All relevant information about a business must therefore be available in a consolidated form. The customer therefore needs to have a central and comprehensive view of the customer. A business partner can only be created once, regardless of transactions in which it is being used. For example if a company is both a prospect and a customer, the data has to be maintained once. However a business partner can figure in a company in other ways. Depending on the business process in which a business partner participates, the information required about the business partner may vary considerably. For example the business partner participating in delivery process has a different set of data and business partner participating in sales process has a different set of data. A business partner can be in contact with another business partner. These are relationships in CRM and they can be very different in nature. So the business partner concept in CRM is broad as compared to R/3. The business partners in CRM are as per their roles where as there is no concept of roles in R/3. In CRM system, the business partner can be a customer (sold-to party, ship-to party) or Prospect or suspect or employee or contractor or Inspector or coach etc. The role-based concept of CRM allows a business partner’s data to be maintained independently. For example the business partner role employee has a different set of data where as the business partner role prospect has a different set of data. Additional Business Partner Roles for Exide CRM Dealer Sub Dealer OEM End User Institution Consultant Specification Provider Inspection Agency Test Laboratory Govt. Regulatory Body Charger Manufacturer System Integrator Agent Switch Manufacturer EPC Contractor

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Fork Lift Manufacturer Zonal Railways Manufacturing Unit (Rly.) Depot Nodal Agency Exide Business Partner CBSEA Business Partner ESPEX Business Partner Sold To Party Ship To Party Bill To Party Payer Employees Individual End Users Institutional Contact Person Facilitators Competitors Industry Sector Government Private Overseas Individual Persons Industry segment Power Fertilizer Steel Aluminium Education Cement Mine Oil & Natural Gas Info tech Telecom Petroleum Aviation Bank Insurance Hotel Others

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SAP R/3 and SAP CRM have contrasting data models: The business partner concept in CRM is more flexible than the customer master in SAP R/3. SAP R/3 and SAP CRM have different, independent concepts regarding number range assignment, data display, and data usage. For this reason, you cannot use the business partner role and business partner grouping for mapping to account groups. To map to account groups, you use the classification. Business Partner data: Business Partner data is used in many business transactions. The system proposes business partner master data in the appropriate fields when, for example, you create a sales order in my SAP CRM. A business partner can be created in the CRM enterprise from many sources as below: Following methods will be adopted for business partner creation. Initial load from R/3: Business partner data can be imported into the CRM enterprise system from R/3 system using middleware functionality of CRM. People-Centric CRM: If the role has the Account and Contact Management work set, then the user could maintain a business partner. For example, the Sales Representative role allows the sales representative to maintain his customer accounts. The Sales representative uses the Portal to access the account and maintain the changes. When saved, the account information is transferred to the CRM enterprise. My SAP CRM Interaction Center: With the Win client Contact Center, an agent can create or change the account information. This data is transferred to the CRM enterprise. BP Maintenance in CRM Online: The user can create or change the business partner directly through the CRM enterprise through a transaction. SAP BW (Leads): This allows you to import lists into SAP BW that you can then transfer into the CRM system using the Segment Builder. External List Management (Marketing): This scenario requires that addresses rented from address providers be deleted from the system after a certain number of contacts or after a certain period if no positive reaction is elicited from the business partner. A positive reaction can be defined as a positive inbound contact. The number of permitted contacts or the period in which the addresses can be used is defined in the contract conditions of the address provider. The logging of all

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interactions in External List Management with the rented business partners makes it possible for all participants to view at any time whether an address can be added to the customer master data of the company or whether it must be deleted because the agreed period has elapsed (or because the maximum number of contacts have been made). Other sources of Business partner master data creation: In Exide scenario, this will not be used. Internet Self-Registration through Web Portal: With the E-Commerce function (Exide’s Web Portal), a consumer can register himself. The business partner created from the portal will be uploaded to the CRM system through batch upload. The SAP business partner allows the standardized maintenance of business partners across components. Application-neutral data, such as name, address, bank details, and payment cards, is mapped. In doing this, the particular requirements for mapping organizations, groups and persons are taken into consideration. A business partner can be a person, a group of people, or an organization, representing a business interest. The categorization of a business partner as a person (for example, a private person), a group or an organization (legal person or part of a legal person, for example, department) is known as the business partner category. The organization represents units such as a company, a division of a company, a club, or an association. In addition to a legal person, parts of a legal person can be mapped as a business partner. Organization acts as an umbrella term to depict all conceivable occurrences in daily business activities. In this way, a subsidiary or a purchasing department represents only parts of a legal person. A business partner grouping classifies business partners according to userdefined criteria. The Customizing transaction appears as follows: Definition of number ranges for business partners Definition of groupings for business partners and assignment of number ranges When creating a business partner, internal number assignment is the default. Alternatively if you want to use external number assignment, you must choose the relevant grouping and enter the external number.

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A business partner can come into contact with an enterprise in various situations. Depending on which business processes the business partner is involved in; completely different information about the business partner may be needed. For example, for the goods delivery transaction, information about the shipping and delivery conditions is required; for the sales order transaction, delivery dates and payment conditions are relevant. More than one business partner role for one business partner can be created; general information, such as name, address, and bank details, must be entered only once. Each partner role contains various data sets: General data CRM-specific data Relationships A business partner relationship forms a business-relevant connection between two business partners. Defining screen layout and screen sequences in control tables can enhance business partner relationships. You can also use defined interfaces to install program logic. To show that two business partners have a particular relationship to one another, we assign them a relationship category. It is possible to enhance a relationship category with attributes. The relationship category describes the properties of a relationship and characterizes it with attributes. There is a difference between a one-way business partner relationship category and an undirected business partner relationship category. In a one-way relationship category, the relationship extends from one partner to another, but not vice versa (for example, "is employee of"). Several relationships of this category will be created (for example, "is contact person of"). The business partner relationship categories available depend on the business partner category in question. When a relationship is created, the system will check whether a business partner was created in a particular role (role dependency of a relationship category). By entering a start and end date, a business partner relationship can be given a time limit. Adding attributes and new relationship categories via the Business Data Toolset (BDT) can extend existing relationships. Additional Relationship categories for ExideHas a Dealer Has a Sub Dealer Has an OEM

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Has Has Has Has Has Has Has Has Has Has Has Has Has Has Has Has Has

an End User an Institution a Consultant a Specification Provider an Inspection Agency a Test Laboratory a Govt. Regulatory Body a Charger Manufacturer a System Integrator an Agent a Switch Manufacturer an EPC Contractor a Fork Lift Manufacturer Zonal Railway a Manufacturing Unit (Rly.) a Depot a Nodal Agency

Is a Dealer Is a Sub Dealer Is an OEM Is an End User Is an Institution Is a Consultant Is a Specification Provider Is a Inspection Agency Is a Test Laboratory Is a Govt. Regulatory Body Is a Charger Manufacturer Is a System Integrator Is an Agent Is a Switch Manufacturer Is an EPC Contractor Is a Fork Lift Manufacturer Is a Zonal Railways Is a Manufacturing Unit (Rly.) Is a Depot Is a Nodal Agency TO BE MODIFIED AND MINIMIZED AS PER NEW BP ROLES Numbering Ranges: To have identical numbers for the business partners in both systems:

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The internal number range within SAP CRM corresponds to an external number assignment in SAP R/3. In this way, a business partner receives the same number in both systems. Generally speaking, an active SAP R/3 system already exists and the number ranges in SAP R/3 are already defined. If an internal number assignment is desired in SAP R/3, no further number ranges are necessary. If external number assignment occurs in SAP R/3 as well, this number range must be maintained. You define the number ranges in SAP R/3 and assign them to account groups in the Implementation Guide (IMG). SAP R/3 and SAP CRM also have two different concepts regarding the use of business partners in business processes (for example, in an order). In SAP R/3 you can use only a customer with the correct account group (for example, sold-to party). In SAP CRM, you can use each business partner for a specific process independent of its role, as long as the necessary data is maintained (for example, a business partner can be used as a sold-to party only when pricing data is maintained). A mapping structure exists between business partners in SAP CRM and SAP R/3 customers (in both directions). In SAP CRM, a business partner is classified in four ways. These classifications are mapped with the account groups. SAP CRM offers these four classifications: Consumer (an organization or person) Customer Prospect Competitor In SAP CRM sold-to party, ship-to party, bill-to party and payer map to the customer and the customer is mapped to one account group. Mandatory fields must be synchronized between SAP CRM and SAP R/3.

1.2 Organizational Management Organizational Management can be used to set up the company‘s organizational structure in the CRM environment. You can use this flexible tool to maintain the company structure, including the positions and employees in an application, and assign specific attributes to the organizational units. Organizational Management allows you to specify organizational data automatically in a business transaction using the organizational structure. It can also be used to

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determine business partners, for example, you can find the employee responsible for a business transaction. For example, a prospect calls an insurance company, the call center agent creates an activity and takes down the name, address and telephone number of the prospect. The system uses the postal code to find the office responsible for this customer. With this flexible tool, you can change the organizational structure. You can include your own organizational levels and leave levels out. Because this tool is time dependent, you can maintain different organizational structures for different time periods in parallel; that means you can plan changes in future. For example, a new sales office will open on the first day of January next year. You can define this sales office and assign it to your organizational plan already today with the validity date of 1 January next year. The organizational plan is not static, it is dynamic. With this adaptable and extendable tool, you can maintain and change the organizational plan at any time without making changes in Customizing. You can use the same organizational structure for different scenarios by activating it (CRM Sales, CRM Service). An organizational unit can be a sales organization and service organization at the same time. Scenario-specific data in the structure is assigned to the organizational units with attributes. Organizational units can occur as business partners. The system automatically creates a business partner record for an organizational unit with the BP role "Organizational unit." The organizational model is maintained in the application, not in Customizing. (It can be maintained in Customizing as well.) You can prevent users from making changes to the organizational model by using an authorization check. The organizational structure in SAP CRM can be different from that in SAP R/3. The structure has no restrictions regarding usable levels. A matrix structure cannot be mapped. You can assign one or more scenarios to an organizational unit. This means you can use one organizational unit for different areas, for example, an organizational unit can be a sales organization in the Sales scenario and a service organization in the Service scenario. You can maintain different attributes depending on the assigned scenario.

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If sales structures exist in SAP R/3 and are not used in SAP CRM, these structures should not be reflected in the CRM organizational model. The organizational model can be generated by a report, or can be maintained manually. You can assign scenario-specific attributes to the relevant organizational units for organizational data determination, transaction processing, and partner determination. System users or employees can be assigned to positions, and positions can be assigned to organizational units. Positions play a large role in the context of partner determination. In SAP CRM, there are two types of determination rule can be used to find responsible organizational units: organizational model and responsibilities. The organizational data from the document header is copied at item level. There is no separate organizational data determination at item level. An individual organizational unit is created for sales organizations, distribution channels, sales offices, and sales groups. If a sales group is assigned to several sales offices within SAP R/3, the first assignment is taken when copying. A sales group cannot be assigned to more than one office in SAP CRM. The company code currency of the SAP R/3 sales organization is assigned as an attribute of the corresponding sales organization in SAP CRM. Distribution channel and division are mapped as attributes of an organizational unit.  Multiple Assignments of organizational units will be maintained in CRM, if required e.g. if in SAP R/3, multiple sales groups are assigned to the same sales office it will be possible to maintain these assignments  It will NOT be possible to assign a sales group to more than one sales office in CRM R/3 Organisation Structure Sales Distribution Channel Organization INDL I1- Railways-MP I2-Infrastructure Rail-SB I3- Infrastructure Telecom I4- Infrastructure Power I5- Infrastructure Projects I6- Infrastructure Solar Batt I7- Infrastructure Solar System F1- FMIB Traction OE

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Division Exide SF

Description

F2- FMIB Traction Trade F3- FMIB UPS OE (Fld) F4- FMIB UPS Trade (Fld) F5- FMIB Inverter OE F6- FMIB Inverter Trade F7- FMIB UPS OE (SMF) F8- FMIB UPS Trade (SMF) F9- FMIB Deemed Exports IC- Industrial Exports CBSEA IE- Industrial Export Non CBSEA CL- Caplamp SV- Industrial Service & AMC IN – Indl Common Distr Chnnl What about STFR/ST? Proposed Organization Structure In CRM (SALES AND MARKETING) Proposed In CRM

Existing In R/3

Details Of Proposed Structure In CRM

Positions Envisaged In CRM

EXIDE

Org Unit (Sales Org)

Sales Orgn

Org Unit (Sector)

Org Unit (Regions)

Indl

Exports

Domestic

Espex CBSEA

Org Unit (Sls Office)

Sales Office

Org Unit (Sls Group)

Sales Group

Org Unit (Sls Teritory)

Auto

Central

Jamshedpur

1. 2. 3. 4.

1. EVP- Sales & Mktg

North

Patna

East

Cuttack

West

South

Guwahati

Calcutta

Birbhum

RSMs (N, E, W & S)

CBMs / PMs (INFRA-1, INFRA-2, FMIB, CL, EXP, PM Shm, PM-Hld, PMHsr, PM-Gnd & R&D)

1. Sales Officers (For Regions) 2. Brand Heads (For HO)

1. Sales Officers (For Regions) 2. Brand Heads (For HO)

Same As Above

Jalpaiguri

Director- Industrial Chief- Commercial Marketng Services Manufg Services

24 Parganas

Calcutta

1. MSRs (For Regions) 2. Officers (For HO)

Should we go for Territory? Seems to be difficult to handle. Service Organization Service Organizations will be created at sales organization level, central service level, and at regional levels. The branch offices will be treated as organization units. Regional Service managers, Regional service heads will be assigned as positions to the service organizations at regional level. Central service Shamnagar and Hosur will be assigned to the central service

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organisation. Service team will be created as an organisation unit and the ASP / SF will be assigned to the Service team. The branch offices will come under the regional service organization level. Sr. No.

Service Org. Central Service North South East West Export

1 2 3 4 5 6

Description Central Service North South East West Export

Proposed Organization Structure In CRM Proposed In CRM

Existing In R/3

(Service)

Details Of Proposed Structure In CRM

Positions Envisaged In CRM

EXIDE

Org Unit (Sales Org)

Sales Orgn

Auto

Indl

Org Unit (Sector)

Exports

Domestic

Org Unit (Regions)

ESPEX CBSEA

1. Director - Industrial 2. Chief- Commercial 3. Marketing Services 4. Manufg Services

1. EVP-Sales & Mktg

Org Unit (Srv Office)

Sales Office

Org Unit (Srv Group)

Sales Group

CSS

Jamshedpur

North

East

Patna

Cuttack

West

South

Guwahati

Calcutta

Same As Above

1. RSMs 2. RSHs

1. Service Head 2. Service Co-Ord

1. Service Officers (For Branch) 2. Service Vans (For Segments) 3. Service Team for CSS 4. ASPs & 5. MSRs 1. Service Officers (For Branch) 2. Service Vans (For Segments) 3. Service Team for CSS 4. ASPs & 5. MSRs

1.3 Territory management Territory Management enables you to structure and organize your sales market by dividing it into territories according to criteria of your choice (such as size, distance, revenue, products or number of visits). Whereas the organizational model reflects the internal view of your organization, the territory hierarchy reflects the market view. Changes to the territory hierarchy usually occur more frequently than changes to the organizational model. The customer base can increase or decrease

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and territories must be resized or reallocated to accommodate this to ensure that a sales representative has the appropriate workload. Reduce expenses: Running a field sales force is one of the costliest factors faced by a company. A well-defined territory structure with the associated responsibilities can help you reduce these costs. •

•

In the Business Transaction, the territory can be determined from the employee responsible or from attributes of a business partner (for example, sold-to). In Territory Analysis, the sales manager can analyze his territory and employees using different criteria.

Territory Management enables you to structure and organize your sales market by dividing it into territories according to criteria of your choice (such as size, distance, revenue, products, number of visits). These territories are structured in a territory hierarchy. You can assign employees permanently or for a definite time period. You assign an employee to a territory via the employee's position. This makes it easier to assign another employee to the territory if the first employee is away from the office or has left the company. When you change this information in the organizational model, this information is automatically considered in the territory in CRM Enterprise. You can carry out planning, analyze sales figures, and monitor performance of the territories and the salespeople. You can change the territory hierarchy when territories must be redefined to accommodate the changing sales market. 1.4 Product master The CRM product master represents products (for example, a hard disk), services (for example, PC warranty, PC maintenance) and financing. Products can be service packages, bills of material or a combination. Configurable products, such as personal computers, are only given attributes and attribute values when the product is sold. Warranty information for individual objects is created with reference to product, for example, product registration via e-service. A separate number range can be maintained for each product type. Other product types are available for industry-specific SAP CRM, for example, IP (Intellectual Property) for the Media industry solution.

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The CRM product master is a collection or arrangement of various set types that contain specific data. Set types, which correspond to database tables, are displayed on various views (tab pages). Predefined set types (for example, basic data, short texts, conversion of unit of measure) are delivered with the standard product. You can enhance the product master with user-defined set types. R3PRODSTYP maps the product types present in the SAP R/3 system. For this reason, it is vital to assign the base hierarchy R3PRODSTYP to make basic data set types available. R3PRODSTYP is the default base hierarchy. Products loaded from SAP R/3 into SAP CRM must belong to at least this base hierarchy. Assignment to other base hierarchies is optional. Product categories are used to group products together according to various criteria. Categories inherit the product category and the set types of all super ordinate categories. For example, the base hierarchy R3PRODSTYP contains the category MAT_. This contains various set types, such as basic product data and conversion of units of measure. The sub-category MAT_HAWA inherits the set types from MAT_ and has additional set types, for example, sales set types. The assignment of a product can be changed or deleted. •

An initial download is performed at the start, when SAP CRM is set up. Existing Customizing data is a prerequisite for a successful initial download. The middleware settings act as a filter to control which data should be loaded. During the initial download, a distinction is made between the object type’s business object, customizing object and condition object.

•

The delta download ensures that transaction data and master data are permanently exchanged between the CRM and a back-end system. Customizing changes are not updated via delta download.

•

During the initial download, product hierarchies are loaded from SAP R/3 into SAP CRM. The Material group and Product hierarchy fields are compared.

•

In the Customizing download example, the product hierarchy in SAP R/3:

•

At present, there must be a suitable numbering scheme in the SAP CRM system so that product hierarchies can be downloaded from SAP R/3.

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A competitive product has a lean product master. This is controlled by the product category. Competitive products can be created on the portal and can be integrated into business processes for Activity Management or Opportunity Management. Competitive product information is exchanged with the mobile client in both directions. The following is a standard delivered relationships: Competitor – competitor product With inconsistent product data, the application log contains serious errors, for example, base unit of measure = XY. In this case, it is not possible to save the product data actively, only inactively. After the errors are corrected, it is then possible to save the inactive product data actively. Only then is the product available in the CRM applications. Mass maintenance of inactive products is possible. Through collective processing, you can activate and delete several products at a time. Inactive product data can also be created, if, for example, product data from product catalogs is imported into the CRM system by suppliers. The imported data can be processed subsequently; the data can be activated only after postprocessing. Relationship: The relationship has accessories plays a large role in the CRM product catalog, which is used in the Internet sales scenario. If a customer adds a product to her shopping cart, additional products can be suggested to the customer via the relationship has accessories. The following are additional relationship types: • •

Components Warranty

CRM Product enhancement (downloaded from R/3): The material master from R/3 will be downloaded as CRM product of type material .In the CRM system the same hierarchy and category will be extended as maintained and required by EIL. Additionally field for “Life of Battery “ will be made available in SAP CRM.

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CRM Service Product Different products used in service process are: 

Service product item – describes the service to be performed. Installed base component and products can be assigned to the service item in objects list.

 

Sales product item – sales product item is a spare part. Expense item – documents an additional invoice paid by the service employee e.g. Hotel expenses

Spare Parts (Materials in R/3), which are configured in SAP R/3 system, will be uploaded to SAP CRM as part of Middleware Set-up activity. The spare parts will be billed in SAP CRM as a part of service revenue and will not be set as billing relevant in R/3.No new spare parts will be created in SAP CRM. Spare part creation will be always in SAP R/3. Whenever a new spare part will be created in SAP R/3 after Go Live, that spare part will be available in SAP CRM (Delta Upload needs to be activated). Service products will be created in SAP CRM and will be billed in CRM. Expenses will be created as service products in SAP CRM. The following service products will be created in CRM: 1. 2. 3. 4. 5. 6. 7. 8.

Annual Maintenance Contract (AMC) One time rectification Service charge Services covered under pro-active visit Expenses IFC Installation and Commissioning Health Check

1.5 Price master Sales All Pricing procedure relevant to Industrial SBU will be downloaded from R/3 for quotation and order. Conditions will continue to be maintained in R/3 and will be downloaded to CRM (both initial and delta). R/3 PRICE MASTER FMIB (F3 to F9 Distribution Channel ) Used pricing condition

PR00 (Basic Price with Excise Duty) –for Branch order – Pricing Procedure ZIND4 ZPRI (Basic Price with Excise Duty) – for Factory order - Pricing Procedure ZIND5 ZSTO- Basic Price for Stock transfer order

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ZSCP – Basic Price for Scrap Sales Rock bottom price conditions:

ZRBR – Rock Bottom price for Branch (FSO) ZRBP – Rock Bottom price for RSM ZRBS – Rock Bottom price for RSM – Special (Post facto approval from HO reqd) Discount Conditions :

K004 – Material Discount (Difference between MRP & Dealer Price) - For Branch Order only. ID03 – Manual discount condition against Rock Bottom Price ZRBR ID02 – Manual discount condition against Rock Bottom Price ZRBP ID2S – Manual discount condition against Rock Bottom Price ZRBS ID01 - Manual discount condition to come down below ZRBS ID05 - Service Discount applicable for Emergency Lantern only. YV01- Volume discount (Predefined scale) for Battery groups ZCD1 - Dealer Cash discount ( for Cash & Carry Business only)

Other Conditions :

ZIEP - Manual condition to increase the Basic Price. JMAN - Manual condition to Maintain the ED – where Automatic Condition is missing. ZRND – Condition for Rounding off

JMOD

Access Sequence :

1. For UPS/Inverter OE ( Dist. Channel F3,F5 & F7) - Access Squence will be Customer/Material/Dist. Channel for condition PR00, ZPRI, K004, ZRBR, ZRBP, ZRBS (Where Rate Contract with Customer Exists) 2. For UPS/Inverter Trade & Deemed Export ( Dist. Channel F4,F6, F8 & F9) - Access Squence will be Material/Dist. Channel for condition PR00, ZPRI, K004, ZRBR, ZRBP, ZRBS 3. For all Dealer & OE Channel ( F3 to F8) Stock Transfer Price (ZSTO) Access Sequence will be Plant/material level& Material Level (for new Product only)

INFRASTRUCTURE (I1 to I7 Distribution Channel ) Used pricing condition

PR00 (Basic Price with Excise Duty) –for Branch order- Pricing Procedure ZIND6

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ZPRI (Basic Price with Excise Duty) – for Factory order- Pricing Procedure ZINDL1 & ZINDL2 ZSTO- Basic Price for Stock transfer order ZSCP – Basic Price for Scrap Sales Rock bottom price conditions:

ZRBP – Rock Bottom price Discount Conditions :

ID01 - Mannual discount condition Against ZRBP Other Conditions :

ZIEP - Mannual condition to increase the Basic Price. JMAN - Mannual condition to Maintain the ED – where Automatic Condition missing. ZRND – Condition for Rounding off

JMOD is

Access Sequence :

1. For All cases ( Dist. Channel I1 TO I7) Access Squence will be Material/Dist. Channel for condition PR00, ZPRI, K004, ZRBP 2. For all cases Dist. Channel ( I1 to I7) Stock Transfer Price (ZSTO) Access Sequence will be Plant/material level& Material Level (for new Product only)

Export ( CBSEA & Non CBSEA) - (IC & IE Distribution Channel ) Used pricing condition:

ZEXP (Basic Price ) – for Export Order ZFOB – Export FOB Price ZEFC – Freight Proportional Power Electronics & Cap Lamp sales - (PE & CL Distribution Channel )

PR00 (Basic Price with Excise Duty) –for Branch order - Pricing Procedure ZINDL6 for PE & ZGUIND for CL ZPRI (Basic Price with Excise Duty) – for Factory order - Pricing Procedure ZINDL1 for PE & ZGUIND for CL ZSTO- Basic Price for Stock transfer order

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Note that same price master will be used in quotation also with unique Access Sequence.

Service Pricing Procedure for service orders, AMC and confirmations will be created in SAP CRM. Pricing Conditions and Condition Types for service processes will be created in SAP CRM as part of customizing Activity. Separate pricing procedures will be created for separate service processes. The pricing master data of all the spare parts will be uploaded through an uploading program using LSMW or BDC. The prices of service products IFC and I & C will be uploaded through an uploading program; Because IFC and I & C charges are different for different kind of batteries. For all other service products the prices will be maintained manually. 1.6 Master Data Management The master data management strategy for business partner creation in CRM would be:  New Business Partner Creation in SAP CRM –

Pros Business Partner can be created in CRM at Prospecting stage of a Sales Process and can be transferred to R/3 only when the Business Partner is converted to Customer (Business Partner with role Prospect can be created in CRM for Lead Management & Opportunity Management. The role Sold-to-Party can be extended to the Business Partner for Quotation Management. The Classification Customer can be checked to facilitate the replication of this Business Partner data in SAP R/3.)  Only Business Partner with role Customer would need to be reside to SAP R/3  Business Partners can be created locally (Regional level) for Prospecting Stage 

Cons  Separate Number Range for Industrial Customers will have to be maintained in R/3 corresponding to CRM number range  New Account Groups will need to be created in SAP R/3  In addition to CRM data, accounting information will have to be maintained in SAP R/3 for these business partners

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 Same Business Partner will have to updated in several times in CRM to extend roles and also in SAP R/3 for accounting data  New Business Partner Creation in SAP R/3 –

Pros  Same Number Ranges as current can be maintained  Same Account Group as current can be maintained  All data for a Business Partner including Accounting data can be maintained  Only one time data maintenance for Business Partner 

Cons  Business Partners can only be created centrally as per current policy  CRM functionalities such as Lead Management, Opportunity Management, Quotation Management will have dependency on Business Partner creation by central IT team  All Business Partners created in the SAP R/3 system may not necessarily be Customers  In Service scenarios where end customer data is not created in CRM, the contact center agent will have to send a message to Central IT to create Customer Master in SAP R/3 and only when this is created in SAP R/3 and replicated to CRM will the agent be able create a Service Order  Exide decision awaited on master data management for new business partners Product Master  Products of type Material will be replicated from SAP R/3 into CRM  Products of type Service will be created in SAP CRM and NOT be replicated to SAP R/3  Product Hierarchies will be maintained in SAP R/3 and will be replicated into CRM  Non-Exide Products will not be created in CRM

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Employee Master  Employee Master will be maintained in SAP HR  CRM relevant data such as qualification will be maintained in SAP HR  Since Employee Number Range and Customer Master Number Range overlap in current R/3, the Marketing, Sales & Service Employees will be manually created in SAP CRM by Central IT  Industrial Business will define a process for Employee Maintenance in CRM Conditions Master  Conditions Master will be maintained in SAP R/3 and replicated to CRM  Condition Type for Service Products will be created in CRM and NOT replicated to SAP R/3 Installed Base Master  Installed Base Master will be created only in CRM Solution Database Master  Solution Database Master will be created only in CRM NOTE: Notification to CRM Master Data Maintenance team for some Master Data created in R/3 and vice-versa. 2.0 Service Functional Scenarios –Functional Scope 2.1 Installed Base

The installed bases will be created in CRM system through a> Standard uploading program b> Custom developed uploading program or c> Manual creation. The unused installed bases or expired installed bases can be deleted from the system. The standard uploading program will be used for segments on Infra1 and Infra2.

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The custom developed program will be used for all segments for entering survey details, campaigns, mobile service van details etc., The manual creation will be made during complaint handling for all segments. Installed bases will be created in two ways. Creation of Installed base 1: This is a virtual Installed base which will have all sold-to-party, ship-to-party data directly from R/3 through standard uploading. Creation of Installed base2 : This is a realistic Installed base which will have only such information collected based on physical existence of the installations – the data collected through complaints, survey etc., The Ship-to-party will also be maintained in this Installed base. FMIB: The installed base of the end customers will be captured during OEM complaint logging / dealer service station claims. The existing installed base will be uploaded through process b and c. Power & Projects: The installed base will be created thru all the processes a,b and c. Railway: The installed base will be captured thru process b and c. Telecom: Same as Power & Projects The manufacturing code will be used to identify individual batteries. The warranty will be associated with components/individual objects of the installed base. Traction: The installed base will be created from the sales order by using a standard SAP Program for direct customers and for other customers it will be captured thru process b and c. Solar & Defence: Same as Power & Projects. The installed base comprises of the following:  Components (Products)  Individual Objects (to identify the object, unique identification)  Text (capture history)  Installed base

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Business Partners like sold-to party, ship-to party, contact person, employee responsible can be attached to the installed base. Warranty will also be attached to the installed base components or individual objects. In case of OEMs, Dealers or indirect customers, they will be attached as contact person (business partner) to the installed base. The manufacturing code will be used as an individual object. The warranty will be attached to the individual object. In case of direct customers like in Power and Projects, traction, telecom, they will be attached as sold-to party (business partner). The warranty will be attached to the battery bank.

Installed Base management for Lead/Opportunity generation: Currently, the known Installed base consists of invoicing to direct customers, data collected through Tracmobile visits and data collected through external agencies / summer trainees. The Installed base from R/3 sales orders (for which invoicing has taken place) will be uploaded to SAP CRM system by a standard SAP program. The installed bases collected through tracmobile or through external agencies will be uploaded to the system by a customized uploading program. The competitor’s product and make will be created in the CRM system and will be attached to the installed base along with Exide product. The competitor’s name will be captured in the short string field of the installed base. Leads from installed base: A report called installed base analysis will be available in SAP BW system. The report will contain installed bases and the products inside the installed bases. The manufacturing date of the product will be captured from the installed base. The life of battery will be captured from the product master. In product master a new set type called life will be created and the set type will contain a field called life of battery. Life of all batteries will be captured. In the report, the expiry date of batteries will be calculated from the installation date and life of battery. An alert/notification will go the segment head/sales officers from BW system 3 months/6 months before expiry date. Also there is a requirement for sending service reminders before warranty

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expiry date. The process will be similar to the process of installed base life.

2.2 Complaint & Warranty Complaints and In-House repair are two different transaction types in CRM. Complaints are basically handled at sites. The defect products are not brought to the service station for diagnosis, where as in Inhouse repair the defect product is brought to service station for diagnosis. Complaint is used where no diagnosis happens and no loan devices are provided for the defect product. Complaints can handle replacement or substitute delivery, credit memo and debit memo and returns. In house repair supports diagnosis, loan device, scrapping and repair. In Exide, the complaints are basically handled at the service station level. Whether the complaint is a site complaint or a service station complaint the defected product is brought back to the service station for diagnosis. If the battery is revived at the site, the revived product is sent back to the customer. If the battery cannot be revived and the battery is under warranty, a new battery is issued to the customer. Also loan devices are provided till the battery is revived or a warranty replacement is made. So CRM transaction type In-House repair will be used for both site complaints and service station claims. The in-house repair is a document that covers all relevant data for the whole in-house repair process. It starts with a repair request and all required follow up (return request, scrapping, diagnosis, loaner management) are managed in the transaction. Although replacement is not a standard follow up process of in-house repair, it will be configured for the inhouse repair transaction. The process of creating a complaint is as follows: 1> Enter the complaint details in the common complaint entry screen (The compliant number will be immediately generated based on this entry)

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2> A follow/up activity will be popped up for creating business partner (if does not exist) with very basic information. The Sold-to-party and Ship-to-party entry will be made. If a complaint is generated from Numeric Jallandhar, for SBI Jallandhar, The Numeric Jallandhar will be sold-to-party and SBI will be created as business partner first and attached as ship-to-party.

2.2.1 FMIB: Complaint handling

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Site Complaints: Interaction Center

Letter Fax

Regional Exide office / HO The service engineer will replace the faulty battery Phone with a standby battery. He carries the faulty battery to the service station for Diagnosis. The Email diagnosis report will be attached in CRM in-House Repair screen.

CIC agent/ Exide office will create the If the battery is revived, complaint document. The the revived batteriesBFR will will be attached to the complaint. be replaced with the The CIC agent will communicate the complaint number to standby batteries. The the complainant. An email will also go to complaint will be closed. the complainant in a pre-defined format. Warranty will be attached to the individual object of the installed base.

Regional Service If the battery cannot be An Email of the revived, complaint E an FOC replacement will Central be madeService summary in a m Head underawarranty specified format obligation. The complaint will go to the i will bel closed. complainant ASP Segment Head for An FOC invoice will be generated replacement battery.

A service confirmation will be created. The expenses incurred by Service / ASP will assign a service service engineer or Regional ASP engineer to do a site visit. An email will be sent A service confirmation will to be will be captured. The the site engineer with all the complaint details. created. The expenses incurred by service confirmation will The site engineer comes back with an inspection service engineer or ASP will be be treated as a job report. Create Installed base with captured. Thecomponents, service confirmation confirmation certificate. serial no and manufacturing date. The will be treated as inspection a job confirmation result will be attachedcertificate. to the complaint document. Only one transaction type In-house repair order will be used.

Print outs of following documents will be generated from CRM: If the battery is out of scope If the battery / battery bank is under Diagnosis Reportof warranty, the claim will be warranty, the site engineer will carry loan CRM complaint document rejected and the complaint will /replacement batteries to the site. HeRejection will Memo be closed. The reason for replace the standby/loan/new batteryRevival with the memo rejection will be captured faulty battery. The warranty will be checked Copy of FOC from the manufacturing code of the battery. Service Confirmation copy BFR Inspection report Complaint summary

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Service Station Claims

The complaint will be closed An FOC invoice will be created and an email will be sent to for the warranty replacement. Dealerand brings battery to the service the dealer FSOthe of the station with sales bill and guarantee region with all thea details. card. The regional service/ branch verify A service confirmation will be the physical document. If the documents created and will be treated as are valid, the complaint will be logged. a job completion certificate. If no valid documents are found, the complaint will be rejected. Also in case of physical damage the will be rejected. Print outs ofclaim following documents will be generated from CRM: Diagnosis Report The regional service / branch will capture On Claim Receipt Inspection the installed base and the business partner (end customer as contact person) from Report the CRM complaint document An email will be sent to the sales bill of the end customer. The Rejection Memo dealer after complaint complaint document will be created in the logging. The email will name of the dealer. A print out of the Revival memo Copy of FOC contain all relevant complaint complaint document will also be generated. Service Confirmation data including on receipt The CRN will be attached to the complaint Complaint inspection summary report. document as an excel sheet. The Regional service will also allocate a service engineer or ASP for the claim. The installed base will be validated against the warranty by the system.

If the battery is within warranty The service engineer will do the diagnosis and will attach the diagnosis report to the complaint document.

If the battery is revived, the revived battery will be sent to the dealer along with diagnosis report.

If the battery is out of warranty, the claim will be rejected and an email will be sent to the dealer with rejection reason.

If the battery cannot be revived, an FOC replacement will be made with the old guarantee card. In CRM no new warranty will be attached to the installed base. Date of installation for the replacement will be the date of sale of the old battery. Page 32 of 161

The complaint will be closed

Central Service Head E m The complaint is logged at regional service / a central service level. The regional service orTelecom, Complaint Handling for Traction, Power and Projects (installed il ASP / Service Engineer central service will create the complaint base document. A service engineer or ASP will be assigned to handle the complaint. Regional Service

Segment Head

The system will validate the warranty attached to the installed base individual object (manufacturing date)

An email will also be sent to the Complainant with all the complaint details

The battery bank is out of warranty

A service quotation will be created. It will contain the details of the spares and services required. An email will be sent to the complainant in a format, which will contain spares and services along with the price.

If the battery bank is within warranty, the complaint handling process will be like Site complaint handling

Status of the quotation is Quotation accepted and payment made

The service engineer will attend the complaint and will perform the repair. For each repair step, a spare part (if required) will be attached as a subitem. After the repair the complaint will be closed.

A service confirmation will be created.

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An email with the complaint and quotation details will be sent to the regional service or central service to assign a service engineer or ASP to perform the repair.

2.2.2 Railway Complaint The complaint handling process of Railway and Solar will be similar to the site complaint handling of OEMs. The complaint handling in Railways is both pro-active and reactive. In northern and eastern region the rail care vans do the pro-active visits, where as in Southern and western region the complaint handling is reactive. The Rail care van takes care of VRLA batteries as well as flooded batteries. During the pro-active visits the service engineer comes across complaints. The process will be similar to the process of FMIB site visits. Traction complaint handling: The traction complaint is handled by Tracmobile (van equipped with a service engineer, spare parts and other accessories) in major cities and by service engineer in up country locations, which will be similar to the process of site complaint handling for OEM. Customer logs a complaint at regional service level, at branch level or calls the Tracmobile service vans. If the customer is within the Tracmobile zone, the service engineer in a Tracmobile van visits the customer. The scope of warranty is checked. FOC Services and spares are provided if the battery is under warranty. The Tracmobile engineer does the repairing and replacement and closes the complaint. If the battery is outside warranty services and spare parts are provided on chargeable basis. A service quotation is raised for the spares and services. After acceptance by the customer and payment the service engineer/Tracmobile engineer visits the customer and performs the repairing/replacement. 2.2.3 Solar complaint handling The complaint handling in CRM will be similar to dealer service station claims of FMIB sector. 2.2.4 Response or SLA SLA: Segment OEM Dealer Traction

Response time 48 hrs 72 hrs 48 hrs

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Resolution time 10 days 10 days 10 days

Railways (Flooded & VRLA) Power & projects Solar Defence

48 hrs

10 days

48 hrs 48 hrs 48 hrs

10 days 10 days 10 days

2.2.5 Catalogs, Code Groups and Codes Catalogs can be defined with damage codes, which speed the entry of complaints and enables statistical evaluation. Integration with SAP BW system enables to create statistics for evaluation process (such as how many complaints for a particular product). The following Catalogs, code groups and codes will be used for complaint analysis. Catalogs

Code Groups

Codes

Capacity Failure

End of Life Mix Batch code battery bank Battery bank of different makes Poor IFC Delay in Installation

End of Life Mix Batch code battery bank Battery bank of different makes Poor IFC  between 6 to 9 months  Between 9 to 12 months  More than 1 year  float voltage less than 13.5 V  Charging current less than 10%  Float Voltage more than 14V Charging current more than 15%

Incorrect UPS setting

Poor maintenance





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Batteries running dry Loose connection Contamination of electrolyte Melting of battery

Batteries bulged in battery bank

terminals All battery specific gravity low Earth Leakage ambient temperature more than 350 High power cut site High temperature with high power failure UPS not functioning AC input less than 150V Damage battery in the battery bank  more than 3 banks  Charging current set less than 10%  all batteries bulged  Partially bulged

Lower capacity battery selection For specific load

 

Few cells lagging In the battery bank

Short-circuit in the cell Terminal sulphating

 

Damage of container

container damage Components damage

Terminal damage Terminal damage

Vent strip/cap open Lid Damage Inter cell connector damage

Vent strip/cap open Lid Damage Inter cell connector damage

Short Supply

Short Supply of battery Short supply of components

Leakage

From Negative terminal From positive terminal From heat sealing area From ven cap / strip Container leakage

Short Supply of battery Short supply of Inter cell connectors Termoinal nuts and bolts Vent plug Float & float guides Acid Spares Battery stands From Negative terminal From positive terminal From heat sealing area From ven cap / strip Container leakage

Site conditions

Damage battery in the battery bank Paralleling of battery bank

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Lower capacity battery selection For specific load Short circuit in the cell Terminal sulphating

Wrong supply Low OCV before Installation

Wrong supply Low OCV before Installation

Wrong supply Low OCV before Installation

2.2.6 Reason for Rejection Claims will not be accepted for following reasons 1. Battery out of warranty 2. Secondary transit damage 3. Damage battery used in a battery bank 4. Battery bank having mixed batch codes 5. Battery bank having different make of batteries 6. Other make battery bank at site 7. Delay in installation 8. Incorrect UPS settings 9. Battery terminals soldered (for small VRLA) 10. Battery terminals melted 11. All batteries bulged in a battery bank 12. A fully bulged battery (a single cell bulged will be accepted) 13. Battery bank parallel with other make battery bank 14. Original warranty card and sale bill not provided with claim 15. Poor maintenance of flooded batteries (batteries running with low level of electrolyte) 16. More than 3 battery used banks in parallel 17. Any claim brought beyond 14 months of our date of sale 18. Batteries received from dealer after 7 days of the original return from end customer 19. VRLA battery voltage below 10V for a 12V battery and 4V for a 6V battery 20. Soldering of battery terminals 21. Battery overcharge 22. Contamination of electrolyte in flooded battery 23. Flooded battery in fully discharged state 24. Battery Overcharged Status management in complaints: Following statuses will be used in Complaints: 1. 2. 3.

Responded Standby provided In-House testing in progress

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4. 5.

Warranty Accepted but FOC not issued Complaint closed

The user status complaint closed will automatically set the system status as closed. Documents for the complaint in CRM: Following documents will be attached to the CRM complaint document manually: 1. BFR 2. Site Inspection report 3. Diagnosis report Following documents will be generated from CRM in the mail form or print out which will be created using smart forms: 1. 2. 3. 4.

Copy of complaint document during complaint logging in a format Copy of Rejection memo Copy of revival memo Complaint summary

Date types in Complaint:     

Complaint responded Standby provided Complaint closed First Response time Complaint closure time

Also print out of the invoice (FOC/chargeable) will be generated from CRM.

2.2.7 Integration with R/3 A dedicated R/3 storage location will be attached to the service organisation, service team and service employee for spare parts, replacement, loan device and scrapping. Three storage locations in R/3 are available   

INSB – Standby batteries INFB - FOC stock (Good battery) FG01 – Regular sales stock

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The above three storage locations are present in one plant only. 1. Create send in repairs SAP R/3 return request will be created for goods receipt processing. 2. Create Repaired goods delivery A SAP R/3 delivery document will be created and managed in delivery list to return the repaired product to the customer 3. Create temporary replacement (loan device) A SAP R/3 delivery document will be created and managed in delivery list to send a loan device or standby to the customer. 4. Create temporary replacement (Pick-up loan device) A SAP R/3 delivery document will be created and managed in delivery list to pick the loan device or standby up from the customer. 5. Warranty Replacement (FOC) A SAP R/3 delivery document will be created and managed in delivery list to send a replacement battery to the customer. 6. Scrapping A SAP R/3 delivery document will be created and managed in delivery list to receive the scrapped batteries. 7. ASP cost to be captured in R/3. In R/3 Exide is capturing the cost of ASP. So the cost incurred during service process by ASP has to be transferred to R/3. The controlling set-up for the above configuration has to be done by exide. The CRM configuration will be carried out. Service process for out of warranty Installed bases: In case of out of warranty battery banks, a service quotation Containing services and spare parts will be created as a follow up document. After the quotation acceptance and payment receipt from end customer, the service engineer or service team is sent for executing the services. In CRM the same complaint/In-house repair screen will be used and the repair and spare parts action (to perform the required repair steps and spare parts required for the repair steps) will be triggered as a sub-item of diagnosis (Inspection). The CRM system will create two new line items, one for the repair step (for example change of the battery bank container) and the spare part required

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for the repair step (for example the container for the battery bank).After saving the in-house repair order, the system creates an SAP R/3 reservation in the in-house repair service plant for the entire spare parts item. A spare part confirmation updates the reservation and the in-house repair stock. The confirmation will be a follow up document of the in-house Repair order. The service engineer will confirm the time spent spare parts Consumed and expenses incurred in the confirmation. 2.2.8 Warranty Warranty is a product in CRM. Warranty can be customer warranty or vendor warranty. Warranty can be time based, counter based and both time and counter based. Warranty has a start date, reference date and a validity period. The system validates the warranty based on a rule. It takes the starting date, reference date and validity period to validate the warranty. Warranty also covers the Catalogs and services for which the warranty is valid. It can be including or excluding the Catalogs and services. Warranties can be attached to products, individual objects and installed bases. Warranty is validated in service processes like complaint, service orders, and contracts during warranty check against the item data in the process. The warranty start date can be rule based or it can be maintained manually. Warranty master to be used in Exide will be decided by marketing team. All the available warranties will be created as warranty master data in CRM. The marketing team will create new warranty products. Goodwill replacement warranty: In some of the cases, the battery is out of scope of the warranty but keeping future business in mind Exide decides to replace the battery for goodwill. The goodwill replacement will happen for the following cases: 1. 2. 3. 4.

Secondary transit damage Out of warranty replacement Abused battery replacement. Customer has 24 months (EP) /extended warranty

Warranty assignment: Warranties will be assigned to the products at product master level. An uploading program will be available and all the products will be attached with their respective warranties. The warranty will be attached to the product in

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relationship. For example EP batteries will be assigned a warranty of 15 months (12 months warranty and 3 months grace). Warranty start date will be the manufacturing date which will be entered during Installed base creation. The manufacturing date will be entered in the installation date field. Some times the warranty becomes customer specific. For example a battery of type EP has a warranty of 2 years for some of the customers/OEM. The same battery has a warranty of 12 months for all other customers or OEM. In that case, during complaint logging the warranty will be validated for those specific customers as an exception to the normal warranty validation. The reason for bypassing will be captured as goodwill or extended warranty. A catalogue called goodwill warranty will be available and the Catalogs will contain codes like extended warranty or goodwill. A report for all such cases will be generated. Warranty cost will be captured in R/3 and the cost incurred due to warranty replacement will also be captured. Warranty Products to be used: Battery type EP EP 4-6 CS 4-6 NEPST/NMST/UPST PLANTE NDP/HDP Tubular All Railway products All solar products Traction (Gen-X) Traction (HSP) IT IR IQ IK EL

Duration with grace period 15 months 9 months 4 months 18 months 18 months 18 months 30 months 18 months 24 months 24 months 36 months 30 months 24 months 18 months 36 months

The warranty of installed base components or objects will be validated in the following CRM transactions: 1. Complaint or In-house Repair 2. Service Contracts or AMC

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Warranty Master

Warranty basis category Customer (Time based) warranty 8. 4 months 9. 9 months 10. 15 months 11. 18 months 12. 24 months 13. 30 months 14. 36 years

3. Service Orders

Warranty Master

Warranty category Customer warranty Warranty basis 1. 4 months 2. 9 months 3. 15 months 4. 18 months 5. 24 months 6. 30 months 7. 36 years

Validity Period 1. 4 months 2. 9 months 3. 15 months 4. 18 months 5. 24 months 6. 30 months 7. 36 years Subjects: Including/ excluding catalog

Including / excluding services

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Rule start: Manufacturing date with a grace period

Rule end: Rule start + Validity

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2.3 Service Process 2.3.1 Service Quotation Service quotations will be created for service contracts or service orders. It will have a validity period. The quotation will contain services, spares, and expenses. The quotation will have a validity period and order probability. It will also have standard system status like request for quotation, quotation, and quotation accepted, completed. The order probability can be overwritten manually. Although there is a provision of converting the quotation to contract or orders in one transaction, two separate transactions will be used for the above purpose. Service quotations can be created for service orders or contracts. It provides customer with information regarding prices and terms of delivery before the actual order or contract is created. Quotation item can be identified by system status quotation. 2.3.2 Service Contract or Annual Maintenance Contract (AMC): Service contracts are long-term service agreement with customers about content and coverage of the services. It specifies the service level the customer is entitled to and has a validity period. It lists the parts that are covered under the AMC and also contain products and services covered. Limits contracted service in terms of value or quantity and contain price agreements for services and spares. Transaction types called AMC for Power & projects; AMC for Traction, AMC for Solar and AMC for Telecom will be created in CRM. AMC can be created as a follow up of service quotation or it can be independent of service quotation. AMC or service contracts will be created at regional service level or at central service level.

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AMC: 1. 2. 3. 4. 5.

Sold-to party Ship-to party Bill-to party Payer Central service head Regional service head Segment head

Validity Value Price agreements. Billing plans Products/Installed bases 6. Document 7. SLA

Service Organization: Central Service/Regional Service

Pro-active visits (Planned Service)

Service visit Orders will be generated automatically (monthly/quarterly/yearly)

Service confirmation

Automatic Invoices from billing plan Invoices for spare parts and services those are not covered under AMC

Print of following documents will be obtained from CRM: 1. Service Contract (AMC) print out 2. Print-outs of contract clauses Mail forms: 1. Mail to Central service head, regional service head and segment head after AMC creation.

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The Annual maintenance Contract with the customer necessarily would have the following: 1. Value component or value of the contract: A pricing procedure will be attached to the service contract document. It will have different condition types for service charge, service taxes and cess. The contract value will be entered manually. 2. Discount on services or spares The discounts on spare parts or services will be given in pricing agreements. For all extra services or spare parts (those are not covered under AMC) will be charged at a discounted price. The percentage discount will be given in pricing agreements. Separate invoices will be generated for these spare parts or services. The invoices generated from billing plan will have no effect on the invoices generated above. 3. The type and quantity of the battery banks to be covered under AMC. The type of battery covered under services will be captured in products tab where as the installed bases will be captured in individual objects of the transaction. 4. The billing interval/Plan (Service tax is levied with each bill) Invoices will be generated according to billing plan. The billing plan, which will be a periodic billing plan, will be finalized during contract negotiation. It can be monthly/quarterly/half yearly. 5. Payment terms Payment terms will be captured in the transaction or contract-billing tab. 6. Validity The contract will have a validity period. The validity period will be variable and will be decided during negotiation. A date profile will be used for capturing validity of AMC. 7. SLA The contract will have an SLA, which will decide the availability profile and response time. The call closure time will be 15 days. If the complaint is critical and needs expert guidance or service from central service the first reaction time will be 72 hours. Response is 24 hrs from the complaint registered by the customer from regional service and 72 hrs from Central service.

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The target for resolution of the complaint is 15 days from the date of registration of the complaint. 8. Other terms & conditions The standard terms and conditions, which will be a word document, will be attached to the contract document. Following clauses will be attached to the contract. The clauses will be captured in a word document and will be attached to the document tab in contract. General: 

If there is no scope to do charge/ discharge cycle complete with ‘Equalizing Charge’, once in a year, which will take shutdown of each battery bank about 7/8 days, then going for AMC will not be fruitful. However will extend all help to carry out necessary jobs under Annual jobs schedule, by sending larger team members. By this we will be in a position to work on battery banks simultaneously, to complete within Shutdown period.



If you are in a position to allow us to work during Annual Shutdown, a clear notice of 20 days will be required to arrange for necessary service team, to complete the jobs of all the battery banks. Alternately you may give shutdown time to time, at your convenience to cover charge/ discharge cycle complete with ‘Equalizing Charge’ of part battery banks, but it should be within a span of the Contract period.



Annual Maintenance Contract will also cover all the minor rectification jobs of weak / lagging Cells, inclusive of opening the Cells followed by repair / rectification job, if found necessary, during our visits.



The cost of the Spares and/or any other consumable will be to your account. It is recommended to keep some buffer stock of spares, for emergency jobs.



The AMC will cover any emergency call, will be attended to within 72 hours, without any extra service charges, but to & fro 2AC Rail fares for attending Engineers/ Technicians will be on your account, to be paid at actual against our Invoice, as applicable.

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

Overhauling of total battery bank if any will be done on extra cost, as applicable, which will depend on the condition of the battery bank. Separate offer will be given for the same on case-to-case basis.

OTHER TERMS AND CONDITIONS: 

Daily / Weekly / Monthly maintenance of the battery banks has to be carried out by the customer, as per recommendation of Exide, at their own cost.



Customer shall provide all tools & tackles and instruments at site.



Unskilled labours / helpers will be arranged by customer during visits of our service team, at their own cost.



If any spares / consumable required during preventive maintenance, the cost of the spares / consumable will be to your account.



Any consumable, like Oxy-Acetylene Gas Cylinders, Electricity, battery grade distilled water, acid, petroleum jelly etc will be provided by Customer.



Annual Maintenance Contract covers any emergency call of minor repairs / rectification on free of cost basis.



Boarding & Lodging nearer to site and Local conveyance will be arranged by customer for the Service Engineers / Technicians during visits for necessary maintenance job shall be arranged by customer for service engineer, if required. This is required so that our Service team could work extra time to complete the jobs within short time, so that maximum numbers of battery banks could be covered within short period.

Annual Maintenance Contract/ Service contracts for Traction: Exide has annual maintenance contract for traction batteries. The AMC will be created as service contracts with validity period. The contracts will be value-based contracts. There will be a periodic billing plan to generate invoices automatically every month or every quarter or every six-month. The total contract value will include service charges and service taxes as per

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govt. rule. The payment terms will be captured in business partner master data. AMC for Railways: The proactive visits are being made thru’ Asps and Rail Care van in railway segment. These are free of cost services rendered to Railway customers at present. There may be a scope of AMC in railway depots. The AMC or Service contract for Railways will be configured.

2.3.3 Planned services Planned service is a functional enhancement and increases the functionality of service contract. It generates follow up at definable points of time. It determines when, where and which services are to be performed. Rules are defined in the service interval. It can be setup so that a follow up order is triggered before the due date. The AMC also covers pro-active visits on regular intervals. This pro-active service will be created as planned service, which will contain individual services to be performed quarterly/ monthly/ yearly. The planned service will contain: 

Scope of work (Planned services rendered under AMC)



Periodicity of the visit (quarterly and annually)

Planned Services or proactive services are provided for AMC customers and non-AMC customers. For AMC customers a pro-active visit called Health check will be created. That will contain specific services like Specific gravity check, Voltage check etc. Automatically service orders will be generated at regular intervals for planned or proactive services. The service engineer will execute the order and will confirm after job completion. E.g. If the contract validity period or AMC is for 12 months and Health check happens every month, then automatically 1 service order will be created each month. SCOPE OF WORK: The following jobs shall be carried out quarterly:

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This will be captured as a planned service in CRM called Health check and service orders will be created quarterly. The system will create service orders automatically. The central service/regional service will plan their resources accordingly for executing these service orders. From this data future resource requirement can be forecasted. Services covered under Health check: 

Only one product will be used for individual services and there will be an excel sheet attached to the service orders which will contain all the individual services. The service engineer has to enter all the details in the excel sheet.

Job during annual shutdown: customer gives the annual shut down date. Although it’s an annual shut down, the customer may ask Exide any time during the one-year contract period to carry out the maintenance jobs. A service order will be created with reference to the contract, which will contain all the individual jobs/ services below. It will not be automatically generated. The service order will contain following individual services like cleaning of connectors etc. Proactive visits not covered under AMC: These visits are made on FOC basis and this is basically to enhance the customer’s confidence, which is an important step towards converting the customer for giving AMC for the battery bank. This is a lead for the AMC. The proactive visits are not planned. As the pro-active visits are not planned, a planned service product cannot

be used in this case. Rather a service order will be created which will contain all the above individual services. The inspection report will be attached to this document. An activity called pro-active visit activity will also be created to capture the interest shown by customer for an AMC. A confirmation will follow the order to book the expenses incurred. Pro-active visits in Traction: For non-AMC customers proactive visits are made as per ABC classification. For A class customer the visit is every month, for B class customer the visit is every 2 months and for C class customers the visit is quarterly. A dummy AMC will be created and to the dummy AMC a planned service product Health Check will be attached. Health check will contain specific services like specific

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gravity check etc. Similar to AMC planned visit automatic service orders will be generated and after order execution by the service engineer, the engineer will confirm it. The proactive visits are made to the customer for health checks. In the health checks the following checks are made: This will be captured in the excel sheet and the service engineer has to maintain the below mentioned services. 

Battery room inspection. Cleanliness and ventilation etc.



On charge voltage of the battery bank.



Float voltage & Specific gravity of the cells



Temperature



Level of electrolyte in the cells



Inspection of the connectors (tightening, corrosion etc)



Small rectification/correction at site is done FOC (which does not include any spare replacement)



If any potential risk (non-battery related) is observed at the site, which can trigger the battery bank to fail, the same is highlighted to the customer in writing immediately.

Proactive visits/Planned Services: Proactive visits are through Asps engineer and Rail care Vans. The ASP engineer visits the main depots of a zonal railway to check the batteries of AC coaches after arrival of the train. He maintains a record of this activity for every trip.

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In pro-active service the Rail care van visits the Depots, Coach factory or sheds in regular intervals. In CRM the pro-active visits will be captured as planned product, which will contain the specific services to be performed like voltage check etc. The intervals in which the services performed will also be pre defined. From the planned product, service orders will be generated automatically. The service engineer will get an email or SMS to perform the services. After executing the services the engineer will confirm it and also he will capture the costs incurred during the service. The status of the complaint will be tracked and emails will be sent to the appropriate business partner for each status.

CHECKS DURING TRIP INSPECTION (for VRLA cells only): The service engineer notes down the train no and each cell serial no and coach no. The following will be captured in an excel sheet and attached to the service order. (i)

Check for bye passing of failed cells. If bye-passed cells are found replaces these failed cells immediately with the healthy ones.

(ii)

Dust accumulation – if observed, cleans with dry cotton cloth.

(iii)

Cell cover / container cracked or burst – if noted replaces the cell with a healthy cell immediately.

(iv)

In case of battery terminal / cable over heating sign, checks for loose connection at the cell terminal post / cable end. If required replaces the cable immediately.

(v)

Protective lid on safety valve – if missing provides new one.

(vi)

Check for arrival time of the Train. If train has arrived late due to heavy detention en-route due to some reasons, charges the coach battery bank to bring up the State of Charge of the Battery Bank before putting the AC coaches again in Service. (Do not boost charge the cells for more than 12 hours.)

(vii)

The engineer checks the voltage setting of the alternator. QUARTERLY INSPECTION AT YARDS / DEPOTS:

(i)

Confirms the tightness of terminal bolt with torque wrench. (Exide – 22 Nm)

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Not to over tighten. (ii)

Terminal post corrosion – if observed removes the cable and clean the terminal post and cable lug with brass brush or fine emery paper and applies petroleum jelly.

(iii)

Checks open circuit voltage

MAINTENANCE AT WORKSHOPS DURING POH: This is a pro-active service performed annually. This will be a planned service performed annually. The following activities will be captured in an excel sheet and will be attached to the service order. Removes all the cell terminal bolts, flat washers, spring washers, inter cell cables, connectors etc. (used insulated tools only) Care should be taken to avoid any shorting of cell terminals while removing inter cell cable connectors. Removes the stacking bolts used for fixing battery modules to battery box / cradle and between the trays. Removes the modules with batteries from battery box / cradle by using suitable tool. Cleans all the cell terminal posts and inter cell connectors / cable lugs with a brass wire brush to remove any sulfating layer. Re-fixes the inter cell connectors /cables and tighten the bolts along with flat and spring washers to specified torque. Replaces old spring washers 100%. Quality of new spring washers should be checked. Discharges the battery banks @ 0.1C and by pass each cell whenever it reaches end cell voltage of 1.75V. Charges the cells at 7% constant current (77 Amps for 1100 Ah and 8.4 Amps for 120Ah) for 15 hours. Again give rest to the cells for 6-8 hours.

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Discharges the cells at 12Amperes for 120 Ah and 110 Amperes for 1100 Ah gradually bypassing each cell whenever each cell reach 1.75 V. Duration of discharge shall be recorded. If the discharge duration of the cells is found to be more than 8 hrs these can be put back in service after charging. Cleans and repaints the modules / cell trays. These may be numbered with the help of stenciling to identify the modules consisting of a battery set for a coach (say Module No./ Set No.e.g.08/01 means 8th module of Set. No.1). The other details like cell number, date of manufacture as indicated on the cell lid and date of fitment shall also be recorded to monitor age-wise performance of the cells.

2.4 Service Orders Service order is a document that contains:    

Service products Spare parts Sales item Expenses

Service orders will be used for the following services:  Installation & Commissioning  IFC  One time repair and rectification  Overhauling  Service charge (for all other services for which revenue will be generated) Service order will be created with reference to contract or with reference to contracts as per segments. Service orders will have header level and item level data. Header level will contain business partners, organization etc. Item level will contain services, spares, objects, installed bases etc. Actions will be used for Output determination and escalation management. Incorrect service orders can be saved in the system and can be post processed later on. The following process will happen automatically: 

Contract determination

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 

Warranty check Credit limit check for service process

2.4.1Installation & Commissioning Service Order: Product – Installation & Commissioning Po Ref – Sales contract

Service confirmation Expenses

Invoice

The installation and commissioning is carried out at customers place once the final battery bank order is placed on Exide with Installation & Commissioning in Exide’s scope. Note: If the cost of installation and commissioning is covered in the Purchase order awarded on Exide then 2 orders should be created. 1. Sales Order for the battery bank (battery + accessories), which will be a sales process. 2. Service order for the Installation and commissioning, which will be a service process. If the payment received from the customer (if paid by the customer in full i.e. Battery & components + Installation & Commissioning) then it should be booked separately. I.e. the payment of Installation & Commissioning would be booked in service channel as service revenue. In service confirmation we should be able to capture the actual cost incurred in doing Installation & Commissioning to analyse profitability of the service rendered to the customer. Process of Installation & Commissioning:

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The entire process of installation and commissioning will be available in solution data base functionality of SAP CRM. The solution database is like knowledge bank that contains FAQ. It can be also used as an installation guide for less experienced users. 2.4.2 Repair & Rectification An order type Repair & Rectification will be created in SAP CRM. It will contain the service product one time repair & rectification.

Service quotation

Service Order for One time Repair and Rectification

Service confirmation

Invoice

Opportunities for one time repair & rectification are generated during complaint handling or pro-active visit or customer calls. Here the service engineer visits the site and makes an assessment of the spares required. A quotation is created and sent to the customer. After the acceptance of quotation from the customer and bill payment the regional service will allocate a service engineer to perform the repair & rectification. The spares are then billed to the customer (which is mutually agreed) and sent to site. The service engineer again visits the site and does the repairing and closes the order with a confirmation. He will attach the rectification report to the Here two bills are generated: 1. The spares bill, which includes:  Basic price of the accessories.  Packing and forwarding

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 Excise Duty  Sales tax. 2. Service charge bill, which includes  Service charge  Service tax These customers are usually not covered under AMC and want to get their battery bank repaired in case of a problem in the bank. This also gives us an opportunity to offer AMC to the customer. 2.4.3 Overhauling of the battery bank Customer asks for overhauling or EXIDE asks the end customer for overhauling.

Service quotation for overhauling Quotation acceptance Service order for overhauling

Service confirmation for Overhauling

Billing for overhauling

A service order will be created for overhauling. The order will contain the individual services. The scope of the job includes:

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

Checking of total battery bank



Opening of the cells of the battery bank



Removing of the sediments



Re-burning of the straps



Change of acid (if required)



Reassembling the bank and put into service again



Charge & Discharge

Here again two invoices will be generated: First in service confirmation the spare parts will be confirmed followed by it the services will be confirmed. As a result two confirmation documents will be created. The invoices for the two confirmation documents will be generated separately. The billing of services and spare parts will happen in CRM. The accounting will be done in R/3. A different pricing procedure will be used to capture the prices below in service orders. 1. The spares bill, which includes:     

Basic price of the accessories. Packing and forwarding Freight Excise Duty Sales tax.

2. Service charge bill, which includes  

Service charge Service tax

Service process for one time Order: The customer may ask for a service for which no AMC exists. For example Exide will ask for a service charge for cleaning of connectors. The service charge will contain the price of service and service tax. A pricing procedure will be attached to this service order. The process will start with a service quotation.

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Service quotation comprising services like cleaning of connectors

Quotation accepted

2.4.4 Initial Filling Service Order & Charging Initial Filling of Electrolyte or IFC will be created as a service product. The IFC charges will be different for different batteries. A service order will be Service created forconfirmation IFC. In service order the service product IFC and the battery for which IFC has to be provided will be entered in the service order. The price will be determined. A service order called IFC will be created. Invoice IFC Order (Service Order)

Product: 1. IFC 2. Battery Service confirmation Expenses will be captured

Invoice

Documents to be attached: 1. IFC report Resource Planning Tool (RPT): Resource planning tool enables resource planner of an organization to effectively manage, assign and monitor work to be performed by their service employees in the field.

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RPT can be used for Power & project segment. For other segments it will be difficult to manage the tool as ASP or SF. RPT mostly handles other segments will be configured for CBSEA.

2.5 Service Confirmation A service confirmation is a business transaction used to enter the actual work performed and materials consumed within the context of a service process. Also expenses, which are not covered in the context of service process, are captured. Purpose: Service confirmation contains:   

Spare parts item Service items Expenses

Service confirmation will be created for confirming the spare parts consumed, Services performed and time spent for services. Service confirmation will be treated as a job confirmation. The service confirmation will follow a complaint, a service order and a case. Complaint/ Inhouse Repair

Service Order

Case

Service confirmation

A service confirmation can also be created complaint. For example during a complaint invacare, another customer asks to repair his process like complaint or service order for confirmation will be created.

without a service order or a handling of an OEM through battery. As there is no service the end customer, a service

Warranty checks: warranty checks will be based on warranty conditions maintained for individual objects or installed bases.

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FMIB, Railways, Traction, Solar, Telecom: The service confirmation will be created as a follow up document of the complaint or service order. Power & Projects: In power segment, when a power customer asks for an expert service engineer to perform some repair, Exide charges more. Where as for inexperienced service engineers the charges are less. In SAP CRM service type will be used to capture the above scenario. The billing will be done from service confirmation, as it is a resource related billing. Price determination: The different factors influencing the price of a service confirmation will include:  Spares or services covered under warranty  Customer specific discounts  Price agreements as per AMC  Specific prices from service type Status will be standard CRM confirmation status. Activity: A service confirmation print will be generated after the status of confirmation is completed. Integration with R/3: Service confirmations trigger a sequence of external and internal subsequent process. Billing is an external process and transfer to CO and MM in R/3 is viewed as internal subsequent process.  

Spare parts at the service representative’s stock will be represented by a storage location in the service plant. Expense item – Expense item contains a product of type service.

2.6 CRM Service Billing CRM billing must be used for billing services and spare parts. Because billing of services and spares in R/3 is not supported for standard CRM system. The central component for billing time, material and expenses for services performed. CRM billing can be:

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 

Process related Resource related (bill resources according to confirmed services and materials)

For segments like FMIB, Railways, Telecom and Solar no AMC exist. Only invoices are created as part of warranty replacement. So billing document will follow the complaint/In-house repair order and it will be a process related billing. Billing data is updated for accounting from CRM billing. The revenue is updated in the relevant controlling object, an internal order or profitability segment. Billing Out put: The output processing of Billing consists of invoices. Different output media like print email or fax is available. The output media print will be used. CRM billing provides all billing relevant data in SAP BW for analysis. Different billing options available in CRM are:    

Transaction related billing Transaction related billing after confirmation Transaction related billing after delivery in R/3 Delivery related billing

Transaction related billing would be used for all the segments. 2.5.1Service Invoicing and costs in CRM For products like IFC, AMC, Installation & Commissioning, One-time repair, Overhauling, the invoicing will be done through CRM taking reference of the declared prices in the price-master. This revenue generation information will flow to R/3. The actual cost of complaint (In-house repair) and all other service products like IFC, AMC etc., will be maintained in CRM manually. A condition type will be created to capture the cost based on sales organization. Later on a profitability analysis can be done service-product wise or location wise etc., within CRM scenario.

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2.6 ASP evaluation activity Exide evaluates the performance of the service engineers of the ASP (Contractors). An activity called ASP evaluation will be created. It will contain an evaluation questionnaire. The questionnaire will have some question with weight-age. The performance of ASP will be evaluated from the questionnaire result. Questionnaire for Customer satisfaction survey: A survey questionnaire will be created and will capture all relevant information related to quality of services. Product performance survey for all the installed bases will be created. A campaign will be created for product performance survey. The survey will contain a questionnaire with weightage.

2.7 Case Management 2.7.1 8D/Case Management Case management helps an organization in consolidating and managing diverse information about a problem or an issue in a central repository, and to track and analyze this information. Case management is only available in

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people centric CRM. Identify a case

Create case

Assign case to responsible case processor

Create activities associated with the case and assign person responsible

Assignment to case

Attachments: Inspection report, Diagnosis report from complaints An Excel sheet of 8D will be attached and all the responsible employees will enter their comments Add Case Note, which will have a description of case background.

Activities: Observation & root cause Actions taken Preventive actions

Email will be sent for overdue tasks in the case

Following will be attached to the case: Business partner Business Transaction (complaint) Product Electronic form / document

Case closed by case processor

The following business process runs in SAP CRM:

1. Identifying a case 2. Create case If you do not find a relevant case, you create a new one. 3. Add case note You add a note to the case to provide additional information.

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4. Assign case to responsible case processor, you enter the name of the responsible processor. 5. Create activities associated with case and assign them to person responsible You create activities for tasks that need to be completed for the case, and assign them to the persons responsible. 6. Link business partner to case You can link involved business partners to the case. 7. Link business transaction transactions to the case.

to

case

You

can

link

related

business

8. Link electronic form/document to case You can use CRM Content Management functionality to structure documents, link archived documents, and track changes to documents by creating different versions. 9. Link product to case You can link products involved to the case. 10.

Add case note You add a note to the case to provide additional information. If notes already exist, the note is added to the log of notes.

11.

Create additional case as sub case of existing case If you determine that the case that you are processing is related to an existing case, you either assign the current case to the other case as a sub case or vice versa.

12.

Close case

The central service coordinator or regional service head will create a case after finding an issue or problem related to a particular battery type. A case processor will be assigned, who will look after the case from the beginning. The case processor will assign a team to work on the case. The related business partners or persons related to the case will be captured. The related complaints to the issue will also be captured along with the inspection result. The products affected and the installed bases can also be captured. Activities will be created for each person related to the case. An alert will be triggered for all overdue tasks. All information related to the case will be captured in electronic format. The case will have different tasks. Assigned employees will handle the task. An on going case note will be used to capture the case relevant information. Case note will be user, time and date stamped. Authorization for user

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specific access to case will be given. Case scripting will be provided for less experienced user for understanding case instructions. After collecting all the information relevant to cases the case processor will close the case. Cases can be classified to different groups for analysis later on. 2.8 Solution database The Solution Database (SDB) is a repository of information that is stored in the form of problems and solutions, and is indexed for immediate retrieval. Knowledge administrators use the SDB to define problems and solutions using, for example, free-text descriptions in several languages and customized attributes. They can structure multiple relationships between problems and solutions, and navigate easily between them. The SDB offers a basic interface for knowledge administrators (but also agents, field engineers, and other users) to search for problems and solutions. The search engine used in the SDB is TREX. For TREX to find problems and solutions in a search, your knowledge administrators must compile the SDB using the Indexes application. For more information, The SDB is used as a knowledge base in the following applications: Knowledge search of Interaction Center (IC) Web Client and IC Win Client  Standalone knowledge search (transaction CRMM_SEARCH) 

Solution search and frequently asked questions (FAQ) of Internet Customer Self-Service

If you have an existing knowledge base for handling technical problems and customer inquiries, you can use the external interface (XIF) for a mass transfer of this information to the Solution Database (SDB). For example, the existing knowledge base could be a legacy knowledge application or officetype application. Problem Maintenance Problems can be described using, for example, free-text descriptions and customized details and attributes (like problem type/subtype and locations, damages, and causes). Users later conduct searches based on this information, so when you

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maintain problems, it is best to describe them as fully as possible. You can create, change, and display problems. You cannot delete them. Solution Maintenance Solutions can be described using, for example, free-text descriptions, customized details and attributes (like solution type/subtype and tasks), and other information (like attachments). Users later conduct searches based on this information, so when you maintain solutions, it is best to describe them as fully as possible. You can create, change, and display solutions. You cannot delete them. Linked Solutions / Linked Problems By linking solutions to a problem, and vice versa, you enable users (for example, interaction center agents) to quickly find the solutions to a given problem when they carry out searches against the Solution Database. Frequently Asked Questions (FAQ) FAQs are a list of frequently asked questions with regard to a problem and a given product. For example, if your product is a PC hard drive, and your problem is hard drive crashes, your FAQ might be How to restore a PC hard drive after a crash... FAQs can provide condensed descriptions of solutions, and save you time because you can browse through the FAQs instead of searching for solutions. The problems to which you want to link your FAQs are created and released. 2.9 Service Analytics Following standard CRM Analytics will be available: 1. 2. 3. 4. 5.

Service Service Service Service Service

Performance Analysis Quality Analysis Order Analysis Quotation Analysis contract analysis

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Also following customized reports will be available in SAP BW system: 1. Complaint Analysis  Region wise  Customer wise  Response time wise  Resolution time wise  Segment wise  Fault wise 2. List of complaints pending & closed  Region wise  Customer wise  Product wise 3. Standard complaints with catalog, code group and codes 4. Warranty  Product wise  Segment wise  Fault wise  Factory wise  Age wise  Customer wise  Region wise  Manufacturing month wise 5. Moving Average Trend  Product wise  Customer wise 6. Service cost  Region wise  Segment wise  Business partner wise (ASP/SF) 7. Service Earning  Region wise  Segment wise  Service product wise 8. Case Analysis

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  

Product wise Factory wise Defect wise

9. Good will replacement 10. Installed base analysis  Product wise  Customer wise Annexure: The following functionality will not be configured at present. 

Controlling Integration with R/3 for cost capturing will not be carried out.

The following will be configured in development server now and Exide may transfer it from development server in future if required.  

Product Service Letter RPT (Resource Planning Tool)

INTEGRATION ISSUES AND RESPECT TO WEB PORTAL

FUNCTIONALITIES

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WITH

3.0 Sales Functional Scenarios –Functional Scope 3.1 Activity Management Purpose: The Activity Management business scenario plays an essential role in optimizing your company's relationships with customers, managing their data, and thus ensuring your company's success in the market place. Activity Management can be used for business scenario to create business activities and tasks in the CRM system or groupware, that is, in Microsoft Outlook or Lotus Notes. If an activity is created in the CRM system, the activity data is transferred to groupware, and vice versa. This enables to refer to the calendar from both systems, and maintain activities in both systems. The different types of Sales Activities and Tasks that would be used are as follows: 1. Activity –Document Request .It will have Dates like Price request and receipt date, bid security request date and receipt date, power of attorney request and receipt dates. 2. Activity -PBG request, which will have text type PBG to capture its details. 3. Activity –Purchase Order Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok Amendment Request sent to Customer, Received after amendment The receipt date of original / amended purchase order and also the EIL request date for Purchase order amendment is to be captured through date types PO receipt date, PO amendment request date, PO amendment receipt date. 4. Activity type -Bill & Document Tracking. The date of receipt of bill and other documents and the corresponding delivery date need to be captured in the system using this system. Will have date types Bill submission date (95% &5%) and bill receipt date (95% & 5%) and will also have the following statuses: document dispatched from factory, documents received at the region/HO, documents sent to customer and will have Text types like Invoice, Inspection, Delivery to capture the relevant information. 5. Value adding activities like arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits etc. will be created as an Activity transaction in the system. 6. Activity-Drawing Request and Approval. The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for approval. The status of the same should be captured e.g. sent to R&D for approval, received from R&D after approval, sent to customer for approval, approved by the customer

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additional information will be keyed in the Text type Drawing inputs. It will also have dates like GTP & Layout Request and receipt dates. 7. Activities Meeting will be capture details of interaction with the customer. 8. Call cycle monitoring of Field Sales Officers: RSM will assign monthly sales call per branch /segment/FSO and would like to monitor its status on a monthly basis. These Sales Call activities will be created by the RSM in the system and they will be populated with relevant information by the FSOs.The status of these Sales Call activities will be open, in process and closed. 9. Direct Visit Activity -The FSO assigned to each dealer travels to dealers in his purview and asks them for the battery orders they need and captures the information in the visit activity. He consequently also places the order for those dealers as a follow up of the direct visit activity. 10.

Phone Call Activity - If Dealers need to place orders they will call the Branch Office directly. The person picking up the call will enter the details of the order as a follow up of the phone call activity.

11.

Dispatch tracking activity to track dispatch and proof of delivery details. The Dispatch tracking activity will have the following user status Open, Dispatch details updated, tentative vessel details updated, confirmed vessel details updated, shipping documents dispatched. This activity will have the following details text types –Dispatch Information, Vessel Information, Shipping Document Dispatch Information, and payment details, POD information. Intra Departmental Communications 

Hierarchical



Broadcast (based on target group)



Selective

These communications will have the following subjects identified: Market Prices, Customer Commitments, Pending Issues, and Receivables also to be managed through Text Types. 12.

Planned  

13.

Visit & Call Cycles Monthly Mailers (through target group) Communication with institutional customers, OEMs and major dealers

– 

Mass mailing (through target group)

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14.

Record of all interactions and transactions with customers

a) Interactions at each touch point to be classified as categories:     

Telephone Face-to-face / Verbal communication E-mail (content to be copied to the text type Email) Website Letter / written communication

b) Communication may be regarding (Goal of the activity)    

Product / service query Purchase order Breakdown / maintenance / Service request Complaints

Hierarchical recording of the interactions to be managed through partner functions. The following will be the components of the Activities relevant for Sales. Partners (Supervisors, Managers, Competition, FSO) Status (Open, In Process, Close) Date (Planned Start / Planned End / Actual Start / Follow Up Transactions (For Reference / For Actions) Categories Of Activities () Goals For Activities () Reasons (Market Price/Product Feedback)/Competitive Intelligence/Field Issue Escalation. 3.2 Opportunity Management: Purpose: An opportunity is a recognized possibility for business. The opportunity describes the prospect, the prospect’s product or service requirements, the prospect’s budget, own potential sales revenue and the estimated order probability.

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Opportunity Management thereby creates a framework for pursuing sales projects from the start, and as they progress, and provides the basis for a target-oriented analysis and optimization of sales processes. Opportunity Management is recommended if:  Many sales representatives work together 

They involve large order values



Sales cycles stretch over a longer period of time

Process Flow: 3.2.1 Infrastructure - Power & Projects: New Projects Scenario: A) Battery opportunity pursued by EIL. B) Battery and charger opportunity pursued by EIL. C) Battery and charger opportunity pursued by Charger Manufacturer. A. Battery opportunity pursued by EIL. Master Opportunity There will be a master opportunity created by EIL central for the project (end customer) and a mail should be sent to the concerned FSOs through action. This master opportunity will have identification phase, go no go phase, value addition phase. Also there will be a source of the opportunity like journals, print advertisements, magazines, and Caldyne. Each of the phases will have defined activities like Meeting, request to R&D etc suggested through Sales Assistant functionality of SAP CRM. Identification Phase: During the initial stage additional information about the opportunity is gathered by either meeting the end customer or over the phone. At the same time contact information of the consultant for the project is captured. Interaction details will be captured as an activity of the type Meeting linked with this phase. At this point in time Buying Center information will also be captured. Go No Go Phase & Value Addition Phase will be populated if applicable. Sub Opportunity 1: The sub opportunity for the consultant will also have identification, go no go phase, value addition phase. This will be to capture the interactions with the consultant. Contact information of the consultant for the project is captured. Interaction details will be captured as an activity of the type Meeting linked with this phase. At this point in time Buying Center information will also be captured.

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Identification Phase: The consultant is visited to find out the battery specification if it is already decided or else EIL proposes the right battery for the application in terms of sizing, type (catalog), and layout, GTP etc. The interaction with the consultant will be captured as one of the activities (Meeting) of this phase. Layout and GTP approved by R&D should be managed within the system. This is possible to be managed as a Drawing request &approval, which will have statuses like request, sent to R&D, received from R&D, sent to customer, approved by customer and additional information will be keyed in the Text type drawing inputs. The system should capture the sizing, layout, GTP request made to R&D and date of receipt of the same. If required the drawing and other details can be scanned and attached to either the opportunity or request activity transaction. Go No Go Phase: The decision to pursue such cases will be taken internally depending upon the value, resource availability etc. In such cases when EIL is unable to change the specification the opportunity is treated to be lost and the reason for not being able to get the desired specification should be captured in the system through User status and reason option. Information regarding the basis of decision can be captured through Text type – opportunity decision. Value Addition Phase - At this point in time it is important to impress/incorporate upon EIL’s model specification to the consultant for the required battery. In cases where the initial specification is for Ni-Cd batteries then also EIL will try to convert it into a favorable specification by value adding activities like arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits etc. Each of these value-adding activities will be created as an Activity transaction in the system. Sub Opportunity 2 to ‘n’: These would be the sub- opportunities with the EPC contractors (n= No. of EPC Contractor) which will also have the three phases of identification, go no go phase and value addition phase. Identification Phase and Go & No Go phase will be same as mentioned above and will be used if applicable. Value Addition: In case the decision is taken to pursue the opportunity and in scenarios where the requirements are open and general involving competitors, EIL needs to impress upon EPC contractors to include its specification. For competitive specifications EIL follows up with buyer to find the list of EPC contractors who will be participating in the tendering process. Once they are identified the employees responsible (FSO) will visit all of them to highlight EIL’s credentials and check the status of the tendering process and create sub-

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opportunities for each of the EPC Contractor. The interactions with each of the concerned EPC Contractors will be captured through Activity transactions like meeting, phone call, visit to EPC office et, attached to each of the respective sub opportunities. The system should be able to capture all value adding activities conducted right through from making the first call to the buyer to meeting the consultant and the EPC contractors .The value adding activities could be arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits etc. On being able to convince the EPC Contractor about EIL’s product credentials through value adding activities the status of the Opportunity transaction will be changed to WON. All these sub opportunities will be linked with the master opportunity through opportunity hierarchy functionality. B. Battery and charger opportunity pursued by EIL- Same as above and in this case EIL takes a quote from Caldyne and then quotes to different EPC contractors. C.Battery & charger opportunity pursued by Charger Manufacturer- This will be same as 1 and in this case sub –opportunity will also have sub-opportunity. e.g.opportunity with a EPC contractor (short listed) is a sub –opportunity which in turn will have sub –opportunities with different charger manufacturers to whom EIL will quote . 3.2.2 Infrastructure - Power & Projects: Replacement Upon identification of a hot lead the employee responsible (FSO) will approach the buyer and convince the customer to go for a capacity test of the battery. The same will be captured through the Opportunity transaction in SAP CRM which will have the following phases: Identification phase, Go /No Go phase, Value Addition phase and each of the phases will have defined activities like Meeting, drawing request & approval etc suggested through Sales Assistant functionality of SAP CRM. Identification Phase: If the capacity of the battery comes out to be less than 80% then the customer is advised to go for a replacement of the same. The requirement for charger also if any needs to be tracked by the system. Details of interaction with the customer will be captured as an activity of the type Meeting linked with this phase .At this point in time Buying Center information will also be captured.

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Go/No Go Phase: The decision to pursue such cases will be taken internally depending upon the value, resource availability etc. In such cases when EIL is unable to change the specification the opportunity is treated to be lost and the reason for not being able to get the desired specification should be captured in the system through status reason option. Information regarding the basis of decision can be captured through Text type – opportunity decision. For competitive specifications EIL follows up with the buyer and the responsible (FSO) will visit the prospect to highlight EIL’s credentials and check the status of the tendering process if any. This information will be captured through a Meeting activity transaction. Value addition Phase- At this point in time it is important to ensure that if the existing battery is of EIL make the customer adheres to the same type of battery and try to impress/incorporate upon EIL’s model specification to the buyer for the required battery. In cases where the customer tries to go for a different kind of battery or the existing battery is of different make then also EIL will try to convert it into a favorable specification by value adding activities like arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits along with the revised battery sizing if applicable. Each of these value-adding activities will be created as an Activity transaction in the system. Updated layout and GTP approved by R&D should be managed within the system. Request for such activities will be made to R&D as and when required. This is possible to be managed as a request activity to R&D, which will have statuses like request, sent to R&D, received from R&D and additional information will be keyed in the Text type Drawing inputs. The system should be able to capture all value adding activities conducted right through from making the first call to the buyer to the present state. The value adding activities could be arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits, mapping the decision makers and their corresponding relationship with EIL etc. with the help of Buying Center functionality in the system. On being able to convince the customer (buyer) about EIL’s product credentials through value adding activities the status of the Opportunity transaction will be changed to WON.

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3.2.3 Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL and DOT) through Switch Manufacturers like Nokia, Ericsson Master Opportunity There will be a master opportunity created by EIL central for the project (end customer) and a mail should be sent to the concerned FSOs through action. This master opportunity will have identification phase, go no go phase, value addition phase. Also there will be a source of the opportunity like journals, print advertisements, and magazines. Each of the phases will have defined activities like Meeting, drawing request & approval etc suggested through Sales Assistant functionality of SAP CRM. Go/No Go Phase: The decision to pursue such cases will be taken internally depending upon the value, resource availability etc. In such cases when EIL is unable to change the specification the opportunity is treated to be lost and the reason for not being able to get the desired specification should be captured in the system through User status and reason option. Information regarding the basis of decision can be captured through Text type –opportunity decision. Value Addition Phase: At this point in time it is important to impress/incorporate upon EIL’s model specification to the Switch Manufacturer/technical wing for the required battery. In cases where the initial specification calls for other make of batteries then also EIL will try to convert it into a favorable specification by value adding activities like arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits etc. Each of these value-adding activities will be created as an Activity transaction in the system. Sub –Opportunity (with different Switch Manufacturers) Identification Phase: The Technical wing of the Switch Manufacturer is visited to find out the battery specification if it is already decided or else EIL proposes the right battery for the application in terms of sizing, type (catalog), and layout, GTP etc. The interaction with the Switch Manufacturer will be captured, as one of the activities (Meeting) of this phase, Battery sizing, layout and GTP approved by R&D should be managed within the system. This is possible to be managed as a request activity to R&D, which will have statuses like request, sent to R&D, received from R&D and additional information will be keyed in the Text type drawing inputs. It will also have dates like GTP & Layout Request and receipt dates. The system should capture the sizing, layout, GTP request made to R&D and date of receipt of the same. If

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required the drawing and other details can be scanned and attached to either the opportunity or request activity transaction. Go No Go phase if applicable will be used to capture the activities conducted to arrive at a decision to pursue /not pursue the opportunity. Value Addition: In case the decision is taken to pursue the opportunity and in scenarios where the requirements are open and general involving competitors, EIL needs to impress upon switch manufacturer to include its specification. For competitive specifications EIL follows up with buyer to find the list of switch manufacturers who all will be participating in the tendering process. Once they are identified the employee responsible (FSO) will visit all of them to highlight EIL ’s credentials and check the status of the tendering process. The interactions with the concerned Switch Manufacturer will be captured through Activity transactions like meeting, phone call, visit to Switch Manufacturer’s office etc. The system should be able to capture all value adding activities conducted right through from making the first call to the buyer to meeting the decision makers of Switch Manufacturer .The value adding activities could be arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits etc. On being able to convince the Switch Manufacturer about EIL ’s product credentials through value adding activities the status of the Opportunity transaction will be changed to WON. 3.2.4 Telecom: Supply To Private Service Providers (Airtel, Hutch, Reliance) Upon identification of a hot lead the employee responsible (FSO) will approach the service provider and convince the customer to go for EIL make battery. The same will be captured through the Opportunity (Telecom) transaction in SAP CRM which will have the following phases: Identification phase, Go /No Go phase, Value Addition. Each of the phases will have defined activities like Meeting, drawing request & approval etc suggested through Sales Assistant functionality of SAP CRM. Identification Phase: Details of interaction with the customer will be captured as an activity of the type Meeting linked with this phase. At this point in time Buying Center information will also be captured.

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Go/No Go Phase: The decision to pursue such cases will be taken internally depending upon the value, resource availability etc. In such cases when EIL is unable to change the specification the opportunity is treated to be lost and the reason for not being able to get the desired specification should be captured in the system through status reason option. Information regarding the basis of decision can be captured through Text type – opportunity decision. Value addition Phase- At this point in time it is important to ensure that if the existing battery is of EIL make the customer adheres to the same type of battery and try to impress/incorporate upon EIL’ s model specification to the buyer for the required battery. In cases where the customer tries to go for a different kind of battery or the existing battery is of different make then also EIL will try to convert it into a favorable specification by value adding activities like arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits along with the revised battery sizing if applicable. Each of these value-adding activities will be created as an Activity transaction in the system. Updated layout and GTP approved by R&D should be managed within the system. Request for such activities will be made to R&D as and when required. This is possible to be managed as a request activity to R&D, which will have statuses like request, sent to R&D, received from R&D and additional information will be keyed in the Text type Drawing inputs. For open specifications EIL follows up with buyer and the responsible (FSO) will visit the prospect to highlight EIL’ s credentials and check the status of the progress. This information will be captured through a Meeting activity transaction. The system should be able to capture all value adding activities conducted right through from making the first call to the buyer to the present state. The value adding activities could be arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits, mapping the decision makers and their corresponding relationship with EIL etc. with the help of Buying Center functionality in the system. On being able to convince the customer (buyer) about EIL’ s product credentials through value adding activities the status of the Opportunity transaction will be changed to WON. 3.2.5 Telecom: Supply To Private Service Providers (Tata

Tele services,

Reliance) through Switch Manufacturers e.g. Motorola Same as Supply to government customers/ Service Providers through Switch Manufacturers.

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3.2.6 Traction: Replacement – Traction Trade There are different phases of opportunity like 1) Identification Phase: FSO visits the customer to find information regarding budget and expected sales volume, the contact persons and decision makers. Product is identified if it a standard requirement after checking from the database of drawing after matching the Volt, Ampere Hour and Dimension of the battery. There should be a facility to search for existing product based on Volt and Amperehour and dimension specification present in the product master. Search based on the parameters of Volt, Ampere Hour and dimension of the battery is not available as a standard search and will need enhancement. For non-standard requirement layout /design request is sent to R&D and the status of the same is tracked. We track the date when it is sent to R&D and send request when the customer requires the drawing. This is possible to be managed as a drawing request &approval activity to R&D which will have statuses like request sent to R&D, received from R&D, sent to customer, approved by customer and additional information will be keyed in the Text type- Drawing inputs. On the basis of our inputs HO marketing prioritizes the drawing making procedure. For such cases R&D makes a new drawing for which SAP code (product) is created after it is accepted by the customer. 2) Go/ No decision Phase: EIL will decide to pursue or drop the opportunity in cases where there is expectation mismatch like requirement for a different technology battery or requirement of some imported component with unachievable delivery time expectation and the reason will be captured for future analysis. 3) Value Proposition: During this phase of the opportunity FSOs tries to impress upon EIL credentials by conducting various activities like presentation, seminar, arranging for factory visit, reference customer visit. EIL provide product features along with technical catalog to the customers. At the same time, field sales officer gives presentations on exclusive features like on “Auto fill System”, “Gen –X” batteries, “Tracmobile Services”, performance certificate of different installation etc. Each of this value adding activities will be created business activities in the system. As a result of the activities of the value proposition phase the customer requests for a quotation. In case the customer is not able to decide about whether to float a request for a quotation at this moment FSOs will follow up regularly with the customer to keep his interest alive. Reminders to FSOs should be sent every 15days to follow up on the opportunity till the time customer requests for a quotation.

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After we identify the opportunity. We also capture different opportunity classification / group like 1) New customer, 2) Existing customer 3) strategic customer 4) New application customer. 3.2.7

Traction: Replacement – OEM

Scenario: 1. Battery opportunity pursued by EIL. 2. Battery and Fork-Lift opportunity pursued by Traction OEM. Master Opportunity There will be a master opportunity created by EIL central for the project (end customer) and a mail should be sent to the concerned FSOs through action. This master opportunity will have identification phase, go no go phase, value addition phase. Also there will be a source of the opportunity like journals, print advertisements, magazines, and FSO visit. Each of the phases will have defined activities like Meeting, request to R&D etc suggested through Sales Assistant functionality of SAP CRM. Identification Phase: During the initial stage additional information about the opportunity is gathered by either meeting the end customer or over the phone. At the same time contact information of the consultant for the project is captured. Interaction details will be captured as an activity of the type Meeting linked with this phase. At this point in time Buying Center information will also be captured. Go No Go Phase & Value Addition Phase will be populated if applicable. Sub Opportunity 1: The sub opportunity for the consultant will also have identification, go no go phase, value addition phase. This will be to capture the interactions with the consultant. Contact information of the consultant for the project is captured. Interaction details will be captured as an activity of the type Meeting linked with this phase. At this point in time Buying Center information will also be captured. Identification Phase: The consultant is visited to find out the battery specification if it is already decided or else EIL proposes the right battery for the application in terms of sizing, type (catalog), and layout, GTP etc. The interaction with the consultant will be captured as one of the activities (Meeting) of this phase. Layout and GTP approved by R&D should be managed within the system. This is possible to be managed as a Drawing request &approval, which will have statuses like request, sent to R&D, received from R&D, sent to customer, approved by customer and additional information will be keyed in the Text type drawing inputs. The system should capture the sizing, layout, GTP request made to R&D and date of receipt of

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the same. If required the drawing and other details can be scanned and attached to either the opportunity or request activity transaction. Go No Go Phase: The decision to pursue such cases will be taken internally depending upon the value, resource availability etc. In such cases when EIL is unable to change the specification the opportunity is treated to be lost and the reason for not being able to get the desired specification should be captured in the system through User status and reason option. Information regarding the basis of decision can be captured through Text type – opportunity decision. Sub Opportunity 2 to ‘n’: These would be the sub- opportunities with the Traction OEM’s (n=No. of OEM) which will also have the three phases of identification, go no go phase and value addition phase. Identification Phase and Go & No Go phase will be same as mentioned above and will be used if applicable. For competitive specifications EIL follows up with buyer to find the list of Traction OEM’s who will be participating in the tendering process. Once they are identified the employees responsible (FSO) will visit all of them to highlight EIL’s credentials and check the status of the tendering process and create sub-opportunities for each of the Traction OEM. The interactions with each of the concerned Traction OEM will be captured through Activity transactions like meeting, phone call, visit to Traction OEM’s office et, attached to each of the respective sub opportunities. The system should be able to capture all value adding activities conducted right through from making the first call to the buyer to meeting the consultant and the Traction OEM’s .The value adding activities could be arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits etc. On being able to convince the Traction OEM about EIL’s product credentials through value adding activities the status of the Opportunity transaction will be changed to WON. All these sub opportunities will be linked with the master opportunity through opportunity hierarchy functionality. 3.2.8 FMIB – Existing UPS OEM Scenario: 1. Battery opportunity pursued by EIL. 2. Battery and UPS opportunity pursued by UPS OEM.

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Master Opportunity There will be a master opportunity created by EIL central for the project (end customer) and a mail should be sent to the concerned FSOs through action. This master opportunity will have identification phase, go no go phase, value addition phase. Also there will be a source of the opportunity like journals, print advertisements, magazines, and FSO visit. Each of the phases will have defined activities like Meeting, request to R&D etc suggested through Sales Assistant functionality of SAP CRM. Identification Phase: During the initial stage additional information about the opportunity is gathered by either meeting the end customer or over the phone. At the same time contact information of the consultant for the project is captured. Interaction details will be captured as an activity of the type Meeting linked with this phase. At this point in time Buying Center information will also be captured. Go No Go Phase & Value Addition Phase will be populated if applicable. Sub Opportunity 1: The sub opportunity for the consultant will also have identification, go no go phase, value addition phase. This will be to capture the interactions with the consultant. Contact information of the consultant for the project is captured. Interaction details will be captured as an activity of the type Meeting linked with this phase. At this point in time Buying Center information will also be captured. Identification Phase: The consultant is visited to find out the battery specification if it is already decided or else EIL proposes the right battery for the application in terms of sizing, type (catalog), and layout, GTP etc. The interaction with the consultant will be captured as one of the activities (Meeting) of this phase. Layout and GTP approved by R&D should be managed within the system. This is possible to be managed as a Drawing request &approval, which will have statuses like request, sent to R&D, received from R&D, sent to customer, approved by customer and additional information will be keyed in the Text type drawing inputs. The system should capture the sizing, layout, GTP request made to R&D and date of receipt of the same. If required the drawing and other details can be scanned and attached to either the opportunity or request activity transaction. Go No Go Phase: The decision to pursue such cases will be taken internally depending upon the value, resource availability etc. In such cases when EIL is unable to change the specification the opportunity is treated to be lost and the reason for not being able to get the desired specification should be captured in the system through User status and reason option.

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Information regarding the basis of decision can be captured through Text type – opportunity decision. Sub Opportunity 2 to ‘n’: These would be the sub- opportunities with the UPS OEM’s (n= No. of UPS OEM) which will also have the three phases of identification, go no go phase and value addition phase. Identification Phase and Go & No Go phase will be same as mentioned above and will be used if applicable. For competitive specifications EIL follows up with buyer to find the list of UPS OEM’s who will be participating in the tendering process. Once they are identified the employees responsible (FSO) will visit all of them to highlight EIL’s credentials and check the status of the tendering process and create sub-opportunities for each of the UPS OEM. The interactions with each of the concerned UPS OEM will be captured through Activity transactions like meeting, phone call, visit to UPS OEM’s office et, attached to each of the respective sub opportunities. The system should be able to capture all value adding activities conducted right through from making the first call to the buyer to meeting the consultant and the UPS OEM’s .The value adding activities could be arranging for seminars, sharing company and product credentials (user performance certificate), coordinating factory visits, site visits etc. On being able to convince the UPS OEM about EIL’s product credentials through value adding activities the status of the Opportunity transaction will be changed to WON. All these sub opportunities will be linked with the master opportunity through opportunity hierarchy functionality.

3.2.9 FMIB – Existing Dealer  1.Identification Phase  2.Go No Phase  3.Value addition Phase Many dealers can quote for the same requirements whenever the dealer is quoting for a particular requirement then it has to be entered as an opportunity along with the price given to him. List of such opportunities should be generated to ensure that price undercutting does not take place. There would be a provision for dealer to enter their installed base in the system.

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3.2.10 FMIB – New Dealer There is no opportunity transaction. New dealer appointment process is to be detailed out separately. 3.2.11 FMIB – New OEM Identification Phase: Information regarding OEM’s contact person and expected business and the decision makers are mapped through Buying Center functionality. Go/ No phase: Decision to pursue the opportunity will be taken internally depending upon different factors. In such cases information regarding the decision will be captured through “text” type. Value addition phase: Exide approach the OEM with different product catalog, features, service backup details, different certification details, and credit policy and prices details. During this phase, detailed technical discussion takes place along with technical team. 3.2.12 Defence Same as Power & Projects (replacement) 3.2.13 Caplamps Upon identification of a hot lead the employee responsible (FSO) will approach the buyer and find out the details of the requirements. The same will be captured through the Opportunity (Cap Lamp) transaction in SAP CRM which will have the following phases: Identification phase, Go /No Go phase, Value Addition phase and each of the phases will have defined activities like Meeting, etc suggested through Sales Assistant functionality of SAP CRM. Identification Phase: During the initial stage additional information about the opportunity is gathered by either meeting the Demanding Officers or over the phone. At the same time contact information of the customer is captured. Interaction details will be captured as an activity of the type Meeting linked with this phase. At this point in time Buying Center information will also be captured. Additional information will be keyed in the Text type Meeting. Activities would be Meeting with Cap lamp room in charge (For indent generation); meeting with Colliery manager for indent approval. These activities are at Colliery level. Meeting SO (E&M), meeting Depot officer (for material availability), Meeting SO (Finance) for fund allocation, SO (MM) for order placement, GM/CGM (of the area) for indent finalization and order placement. These are Area office level activity.

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Go/No Go Phase: The decision to pursue will be taken internally depending upon the value, resource availability etc. In such cases when EIL is unable to execute the volume opportunity is treated to be lost and the reason for not being able to get the desired specification should be captured in the system through User status and reason option. Information regarding the basis of decision can be captured through Text type –opportunity decision. Value Addition Phase -: In this phase FSO meets various key persons each of these value-adding activities will be created as an Activity transaction in the system. The system should be able to capture all value adding activities conducted right through from making the first call to the buyer to meeting the buyer and user. The value adding activities could be arranging for seminars, sharing company and product credentials (user performance certificate), relationship building, site visits etc. After the order is received the status of the Opportunity transaction will be changed to WON. Win loss reason will be captured through different drop down option.

3.2.14 Exports: CBSEA: For Cells CBSEA will manage their opportunities through CRM system so that EIL can have an understanding of major pipeline .The opportunity can go through different phases like - 1. Identification phase where CBSEA will try to gather information about the said opportunity in terms of customer budget, product and quantity requirement, etc. Also CBSEA will do a detailed diligence of the customer’s requirements and identify the appropriate solution (product) for the customer. Various other information as regards to the decision makers and their relationship with CBSEA, competitor and their strategies can be captured. 2. Go No phase where CBSEA will decide either to pursue or drop the opportunity.3. Value addition phase where CBSEA will try to impress upon the customer about the capabilities of EIL products through series of activities like seminars, presentations, exhibitions etc.

3.2.15 Exports: CBSEA: Battery Bank CBSEA will manage their opportunities through CRM system so that EIL can have an understanding of major pipeline .The opportunity can go through different phases like - 1. Identification phase where CBSEA will try to gather information about the said opportunity in terms of customer budget, product and quantity requirement, etc. CBSEA will also do a detailed diligence of the customer’s requirements and identify the appropriate solution (product) for the customer. Various other information as regards to the decision makers and their relationship with CBSEA, competitor and their strategies can be captured 2. Go No phase

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where CBSEA will decide either to pursue or drop the opportunity.3. Value addition phase where CBSEA will try to impress upon the customer about the capabilities of EIL products through series of activities like seminars, presentations, exhibitions etc.

3.2.16 Exports: CBSEA: for specific requirement. CBSEA will manage their opportunities through CRM system so that EIL can have an understanding of major pipeline .The opportunity can go through different phases like - 1. Identification phase where CBSEA will try to gather information about the said opportunity in terms of customer budget, product and quantity requirement, etc also CBSEA will do a detailed diligence of the customer’s requirements and identify the appropriate solution (product) for the customer. Various other information as regards to the decision makers and their relationship with CBSEA, competitor and their strategies can be captured 2. Go No phase where CBSEA will decide either to pursue or drop the opportunity.3. Value addition phase where CBSEA will try to impress upon the customer about the capabilities of EIL products through series of activities like seminars, presentations, exhibitions etc.

3.2.17 Exports: ESPEX ESPEX will manage their opportunities through CRM system so that EIL can have an understanding of major pipeline .The opportunity can go through different phases like - 1. Identification phase where ESPEX will try to gather information about the said opportunity in terms of customer budget, product and quantity requirement etc. Also ESPEX will do a detailed diligence of the customer’s requirements and identify the appropriate solution (product) for the customer. Various other information as regards to the decision makers and their relationship with Espex competitor and their strategies can be captured. 2. Go No phase where ESPEX will decide either to pursue or drop the opportunity. 3.Value addition phase where ESPEX will try to impress upon the customer about the capabilities of EIL products through series of activities like seminars, presentations, exhibitions etc.

3.2.18 Non-CBSEA/ESPEX: For Cells

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EIL will manage their opportunities through CRM to have an understanding of the major direct international pipeline .The opportunity can go through different phases like - 1. Identification phase where EIL will try to gather information about the said opportunity in terms of customer budget, product and quantity requirement etc. Also EIL will do a detailed diligence of the customer’s requirements and identify the appropriate solution (product) for the customer. Various other information as regards to the decision makers and their relationship with the customer, competitor and their strategies can be captured. 2. Go No phase where EIL will decide either to pursue or drop the opportunity. 3. Value addition phase where EIL will try to impress upon the customer about the capabilities of the products through series of activities like presentations, arranging for factory visits, exhibitions etc.

3.2.19 Non-CBSEA/ESPEX: Battery Bank EIL will manage their opportunities through CRM system so that EIL can have an understanding of major pipeline .The opportunity can go through different phases like - 1. Identification phase where EIL will try to gather information about the said opportunity in terms of customer budget, product and quantity requirement etc. Also EIL will do a detailed diligence of the customer’s requirements and identify the appropriate solution (product) for the customer. Various other information as regards to the decision makers and their relationship with CBSEA, competitor and their strategies can be captured. 2. Go No phase where EIL will decide either to pursue or drop the opportunity 3. Value addition phase where EIL will try to impress upon the customer about the capabilities of EIL products through series of activities like seminars, presentations, arranging for factory visit, exhibitions etc.

3.2.20 Non-CBSEA/ESPEX: specific requirement EIL will manage their opportunities through CRM system to have an understanding of major direct international pipeline .The opportunity can go through different phases like - 1. Identification phase where EIL will try to gather information about the said opportunity in terms of customer budget, product and quantity requirement etc Also EIL will do a detailed diligence of the customer’s requirements and identify the appropriate solution (product) for the customer. Various other information as regards to the decision makers and their relationship with the customer, competitor and their strategies can be captured 2. Go No phase where EIL will decide either to pursue or drop the opportunity.3. Value addition phase

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where EIL will try to impress upon the customer about the capabilities of products through series of activities like arranging for factory visit, presentations, exhibitions etc. 3.3 Quotation Management Purpose: Business Process to confirm to deliver specific quantity of product at a specific time and at a specific price. Process Flow: 3.3.1 Infrastructure - Power & Projects: New Projects After following up with EPC contractors EIL will quote for the requirements identified along with layout, GTP and battery sizing details confirmed earlier. The quotation transaction will go through different stages like preparation, price approval, submitted to customer, Negotiation, won or lost to be managed through User status functionality in the system. Detail information of price negotiation will be captured through text type In the preparation stage details as regard to the prospect, product, quantity, quotation due date and expiry date should be made mandatory. At quotation level new projects and replacement for power and project segments should be identified through additional data A or B field option. The value of the quotation should be approved by RSM/CBM and the user status changed to approve by RSM/CBM. If EMDs are submitted along with the quotation they need to be tracked with reference to their expiry date, issuing bank, number and value .EMD expiry date entry field will made available in the quotation transaction through date types customization and action like sending an alert mail to the FSO can be triggered by the system .In the system the scanned copy of layout, sizing information and the GTP should be maintained .It can be maintained as an attachment to the transaction or by referring an URL to the central repository of the same . The quotation should also include the prices for Installation and commissioning if asked by the EPC contractor. This is to be created as a separate condition type and later at the order level to be treated differently through a service order if the purchase

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order mentions the price separately for the product and installation & commissioning. The quotation should get printed in a format specified by EIL and should allow for editing of the same before printing. This is to done through ABAP development. The system should send a reminder mail to FSOs every 15days till the expiry date of the quotation to be managed through action attached to this transaction. For all values greater than 5 lakhs the system sends quotation notification to the RSM also to be managed through action attached to the transaction. All interactions for the price negotiation with the EPC contractors should be captured in the system through a Text type – Price Negotiation. The win/ loss reason should be captured for analysis. Some of the typical win reasons are: Exide equity, Technical superiority, No competition in Plante, after sales service and nationwide coverage. Some of the loss reasons are: Higher price, stringent payment terms, technically not qualified and long time of delivery. These reasons will be made available in the system as a drop down option at the quotation status won or lost. Additional information regarding win or loss will be captured in the Text type –Win/Loss Details. Though no analysis will be possible on the text captured in the system but they can be later referred to take decisions.

3.3.2 Infrastructure - Power & Projects: Replacement

After following up with the Buyer, EIL will quote for the requirements identified along with layout, GTP and battery sizing details confirmed earlier. In case of charger requirement also EIL quotes after taking offer from Caldyne. The quotation transaction will go through different stages like preparation, price approval, submitted to customer, Negotiation, won, lost to be managed through User status functionality in the system. Detail information of price negotiation will be captured through text type. In the preparation stage details as regard to the prospect, product, quantity, quotation due date and expiry date should be made mandatory. At quotation level new projects and replacement for power and project segments should be identified through additional data A or B field option. The FSO will receive a mail 15 days before the quotation due date automatically generated through actions attached to the quotation transaction. The value of the quotation should be approved by RSM/CBM.

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If EMDs are submitted along with the quotation they need to be tracked with reference to their expiry date, issuing bank, number and value. EMD expiry date entry field will be made available in the quotation transaction through date types customization and action like sending an alert mail to the FSO can be triggered by the system. In the system the scanned copy of layout, sizing information and the GTP should be maintained. It can be maintained as an attachment to the transaction or by referring an URL to the central repository of the same. The quotation should also include the prices for Installation and commissioning if asked by the buyer. This is to be created as a separate condition type and later at the order level to be treated differently through a service order if the purchase order mentions the price separately for the product and installation & commissioning. The quotation should get printed in a format specified by EIL and should allow for editing of the same before printing. This will be done through ABAP development. The provision for scrap battery buy back offer should also be captured by the system. This information can be captured in the quotation transaction as Scrap Buy Back Discount condition type that will be captured to be only printed in the quotation document only in cases where product sold and the scrap product have the same product code. The system should send a reminder mail to FSOs every 15days till the expiry date of the quotation to be managed through action attached to this transaction. For all values greater than 5 lakhs the system sends quotation notification to the RSM also to be managed through action attached to the transaction. All interactions for the price negotiation with the buyer should be captured in the system through a Text type – Price Negotiation. The win/ loss reason should be captured for analysis. Some of the typical win reasons are: EIL equity, Technical superiority, No competition in Plante etc. Some of the loss reasons are: Higher price, stringent payment terms, long time of delivery. These reasons will be made available in the system as a drop down option at the quotation status won or lost. Additional information regarding win or loss will be captured in the Text type – Win/Loss Details. Though no analysis will be possible on the text captured in the system but they can be later referred to take decisions. 3.3.3 Infrastructure – Railways – Direct Supply. Region on receipt of tender will seek price and delivery details from HO.The quotation will go through different stages like price approval request to HO, Go No Decision By HO, Approval received from HO, Sent to Customer, Negotiation On, Won (L1-L8), lost (L1-L8) status to be managed through User status. Win/loss reasons are to be captured for analysis. Detail information of price negotiation will be

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captured through text type. Once the result of the tender is announced the same needs to be captured taking into account L1-L8 bidders and their Part I and Part II classification. . The tender result should also include the Lead base price at which different bidders were at L1-L8 positions. Tender result cannot be captured through standard system, which will require ABAP development. The quotation is prepared as per the EIL format. Quotation cannot be generated in the EIL format for Railway segment through the standard system. This has to be addressed through ABAP development. Reminders should be sent to the FSO every 15 days for follow up till the expiry date through actions, which will get automatically triggered. 3.3.4 Railways: Supply through Contractors and Integrated Power Supply (IPS) Region on getting to know about opportunity to quote will prepare the quotation as per the price and delivery guideline from HO.The quotation will go through the stages of preparation, submitted to Contractors/IPS, Negotiation, Won, Lost to be managed through User Status. The reasons for win/loss should be captured. Some of the typical win reasons are EIL equity, L1 price. Some of the loss reasons are: Higher price, stringent payment terms and long time of delivery. The won/loss reasons will be made available as a drop down in the system. Detail information of price negotiation will be captured through text type. Reminders should be sent to the FSO every 15 days through actions attached to the quotation transaction. 3.3.5 Telecom: Direct Supply To Government Customers (BSNL, MTNL, DOT) Region on receipt of tender will seek price, delivery details, bid security, power of attorney and other documents pertaining to the tender from HO .The price bid is prepared as per the EIL format which will be developed through a Smart Form .The remaining part of the tender proposal will be prepared outside the system .The quotation will go through different stages like price approval request to HO, Go No Go Decision By HO, Approval received from HO, Sent to Customer, Negotiation On, Won (L1-L8), lost (L1-L8) status, Advance Purchase Order received to be managed through User status . Detail information of price negotiation will be captured through text type. Win/loss reasons are to be captured and to be used for analysis later. Once the result of the tender is announced the same needs to be captured taking into account L1-L8 bidders. Tendering result should be captured for all the major competitors and their L1-L8 status. Tender results cannot be captured

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through standard CRM functionalities and will be managed through screen development .The date for request to H.O. for price, delivery and other documents along with dates of receiving the same should be captured in the system. This will be managed through an Activity –Document Request which will have Dates like Price request and receipt date, bid security request date and receipt date, power of attorney request and receipt dates .EMD expiry date should be captured as Date type EMD expiry date. The system will generate alerts using action to send mails to the FSO 15 days before the expiry and copy to RSM. Reminders regarding due date of the tender should be sent to the FSO every 15 days for follow up through actions attached to the quotation transaction.

3.3.6 Telecom: Supply to Government Customers/Service Providers (BSNL, MTNL, DOT) through Switch Manufacturer like Nokia, Ericsson etc. After following up with Switch Manufacturer EIL will quote for the requirements identified along with layout, GTP and battery sizing details confirmed earlier. The quotation transaction will go through different stages like preparation, price approval, submitted to customer, Negotiation, won and lost to be managed through User status functionality in the system. Detail information of price negotiation will be captured through text type. In the preparation stage details as regard to the prospect, product, quantity, quotation due date and expiry date should be made mandatory. The value of the quotation should be approved by RSM/CBM. If EMDs are submitted along with the quotation they need to be tracked with reference to their expiry date, issuing bank, number and value. EMD expiry date entry field will made available in the quotation transaction through date types customization and action like sending an alert mail to the FSO can be triggered by the system. In the system the scanned copy of layout, sizing information and the GTP could be maintained. It can be maintained as an attachment to the transaction or by referring an URL to the central repository of the same The quotation should also include the prices for Installation and commissioning if asked by the switch manufacturer. This is to be created as a separate condition type and later at the order level to be treated differently through a service order if the purchase order mentions the price separately for the product and installation & commissioning. The system should send a reminder mail to FSOs every 15days till the expiry date of the quotation to be managed through action attached to this transaction. For all values greater than 5 lakhs the system sends quotation notification to the RSM also to be managed through action attached to the transaction.

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All interactions for the price negotiation with the Switch Manufacturer should be captured in the system through a Text type – Price Negotiation. The win/ loss reason should be captured for analysis. Some of the typical win reasons are: Exide equity, Technical superiority, etc. Some of the loss reasons are: Higher price, stringent payment terms, and long time of delivery. These reasons will be made available in the system as a drop down option at the quotation status won or lost. Additional information regarding win or loss will be captured in the Text type –Win/Loss Details. Though no analysis will be possible on the text captured in the system but they can be later referred to take decisions. 3.3.7 Supply To Private Service Providers (Airtel, Hutch, Reliance) After following up with the Buyer, EIL will quote for the requirements identified along with layout, GTP and battery sizing details confirmed earlier. The quotation transaction will go through different stages like preparation, price approval, submitted to customer, Negotiation, won, and lost to be managed through User status functionality in the system. Detail information of price negotiation will be captured through text type. In the preparation stage details as regard to the prospect, product, quantity, quotation due date and expiry date should be made mandatory. At quotation level new projects and replacement requirement details should be identified additional data A or B field option. The value of the quotation should be approved by RSM/CBM who would receive a mail once the quotation user status is changed to price approval. In the system the scanned copy of layout, sizing information and the GTP should be maintained. It can be maintained as an attachment to the transaction or by referring an URL to the central repository of the same the quotation should also include the prices for Installation and commissioning if asked by the buyer. This is to be created as a separate condition type and later at the order level to be treated differently through a service order if the purchase mentions the price separately for the product and installation & commissioning. The provision for scrap battery buy back offer should also be captured by the system. This information can be captured in the quotation transaction as Scrap Buy Back Discount condition type that will be captured to be only printed in the quotation document only in cases where product sold and the scrap product have the same product code. The system should send a reminder mail to FSOs every 15 days till the due date expiry of the quotation to be managed through action attached to this transaction.

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For all values greater than 5 lakhs the system sends quotation notification to the RSM to be also managed through action attached to the quotation transaction. All interactions for the price negotiation with the buyer should be captured in the system through a Text type – Price Negotiation. The win/ loss reason should be captured for analysis. Some of the typical win reasons are: EIL equity, Technical superiority, competitive price etc. Some of the loss reasons are: Higher price, stringent payment terms, long time of delivery. These reasons will be made available in the system as a drop down option at the quotation status won or lost. Additional information regarding win or loss will be captured in the Text type – Win/Loss Details. Though no analysis will be possible on the text captured in the system but they can be later referred to take decisions. 3.3.8 Supply To Private Service Providers (Tata Teleservices, Reliance) through Switch Manufacturers (Motorola) Same as Telecom: Supply To Government Customers/Service Providers (BSNL, MTNL, DOT) through Switch Manufacturer like Nokia, Ericsson etc. The quotation should get printed in a format specified by EIL same as Power and Projects and it should be editable before printing. This is to be done ABAP development. 3.3.9 Solar Region on receipt of enquiry/ tender will submit offer to the customer .The quotation is prepared as per the EIL format as per the price list and HO guideline. The quotation transaction will go through the stages of preparation, submitted to customer, Negotiation, Won and lost to be managed through User Status. Detail information of price negotiation will be captured through text type. The reasons for win/loss should be captured. Some of the typical win reasons are EIL equity, competitive price, and superior product. Some of the loss reasons are: Higher price, stringent payment terms, long time of delivery. These reasons will be available as a drop down option. Reminders regarding due date should be sent to the FSO every 15 days till the expiry date through action attached to the quotation transaction. 3.3.10 Traction: Replacement (Traction Trade) The quotation is generated in SAP. We require the following information.

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1. Price of battery. 2. Delivery period of battery. 3. The delivery period for the battery is declared after taking feed back from factory or marketing. Expected delivery date can be entered through a date type Expected date for the entire order or for individual items. 4. Clearance of payment terms is taken from RSM and the same is updated in the business partner master data. The quotation goes through the following stages Open, Price approval stage, Submitted to customer, Negotiation, Won, Lost. Reason for win and loss should be captured for analysis. Some of the win reasons are EIL brand, Price, Performance, Spread out network, Good Service. Some of the loss reasons are Lower Price – Competitor, Better network-Competitor, Product Performance – Competition preconceived notion on other factors. These reasons will be available as a drop down option. Detail information of price negotiation will be captured through text type. The quotation should get printed in the format specified by EIL and it should also be allowed to be edited before printing. This format is non-SAP standard and will be managed through ABAP development. First reminder mail to follow up on the quotation should be sent to FSO after 1 week of quotation submission to the customer to be triggered through action attached to the quotation transaction. Earnest Money Deposit (EMD) expiry date tracking along with details of issuing bank and amount should be done through the system. EMD expiry date type will be created and a mail through action will be triggered 15days before the expiry date .EMD details as regard to bank and the amount will be captured through Text Type EMD, which can be referred in the future, but no analysis will be possible.

3.3.11

FMIB:

Existing

OEM/New

OEM/Existing

Dealer/New

Dealer/NIC/DGS&D Apart from the standard order through rate agreement, OEM/Dealers quote to different institutional / big customers in coordination with Exide. The rates quoted by the OEM/Dealer to the end customer should be captured in the system through “text type”. The quotation transaction will go through different stages like preparation, price approval, submitted to customer, Negotiation, won or lost to be managed through User status functionality in the system. For all values greater than 5 lakhs the system sends quotation notification to the RSM also to be managed through action attached to the transaction. All interactions for the price negotiation with the end customer should be captured in the system through a Text type – Price Negotiation.

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The win/ loss reason should be captured for analysis. These reasons will be made available in the system as a drop down option at the quotation status won or lost. Additional information regarding win or loss will be captured in the Text type – Win/Loss Details. 3.3.12 Defence Same as Power & Projects (Replacement). 3.3.13 CAPLAMPS The quotation transaction will go through different stages like preparation, price approval, submitted to customer, Negotiation, won or lost to be managed through User status functionality in the system. All interactions for the price negotiation with the end customer should be captured in the system through a Text type – Price Negotiation. The win/ loss reason should be captured for analysis. These reasons will be made available in the system as a drop down option at the quotation status won or lost. Additional information regarding win or loss will be captured in the Text type – Win/Loss Details. 3.3.14 Exports: CBSEA: For Cells EIL Distributes the latest Price list to CBSEA for standard repetitive products. CBSEA quotes and / generates their own prices / price list for the dealers / distributors / other direct customers. Since CBSEA will not be creating Sales Order in the system so their price list will not be maintained .EIL will give prices to CBSEA & CBSEA will quote to the dealers / distributors / other direct customers. CBSEA will create a quotation as a follow up of quotation created by EIL on them and they need to be tracked from preparation, submitted to customer, accepted/rejected or closed and the reason for win or loss to be captured for analysis. Quotation details will be captured in Text format.

3.3.15 Exports: CBSEA: Battery Bank

On winning the opportunity CBSEA will make a quotation request to EIL with inputs of specification/dimension details. EIL will send the specification / dimension details

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to R&D for drawing / BOM (Bill of Materials) generation and the status of the same needs to be tracked and communicated to CBSEA (request to R&D, received from R&D, Sent to Customer (CBSEA), Accepted by CBSEA/End Customer). This is possible to be managed as a drawing request &approval activity which will have statuses like request sent to R&D, received from R&D, sent to customer, approved by customer and additional information will be keyed in the Text type- Drawing inputs. Subsequently R&D will create SAP product code and codes for components to be used for quoting to CBSEA. Considering tray/module/stand (depending on the type of the battery) cost and other related costs of components, accessories in pricing, EIL will give prices to CBSEA & CBSEA will quote to the end customer. The price given to CBSEA will be updated in the price master data. Both the quotations will be created in the system but only one of them will be treated for quotation pipeline. Quotation details will be captured in Text format.

3.3.16 Exports: CBSEA: for specific requirement. After CBSEA is able to convert/win the opportunity they will forward the requirement with all detail to EIL marketing. From there it will be forwarded to R & D for evaluation and suggesting best available product. The status of the same needs to be tracked and communicated to CBSEA (request to R&D, more information required by R & D, received from R&D). This is possible to be managed as a drawing request &approval activity which will have statuses like request sent to R&D, received from R&D, sent to customer, approved by customer and additional information will be keyed in the Text type- Drawing inputs. Once the product is suggested by R & D (for battery bank drawing & BOM as well), EIL will give quotation to CBSEA & CBSEA will quote to the end customer. Both the quotations will be created in the system but only one of them will be treated for quotation pipeline. Quotation details will be captured in Text format.

3.3.17 Exports: ESPEX EIL Distributes the latest Price list to ESPEX for standard repetitive products. ESPEX quotes and / generates their own prices / price list for the dealers / distributors / other direct customers. EIL will give prices to ESPEX & ESPEX will quote as a follow up of quotation created by EIL on them for their dealers / distributors / other direct customers. The quotation needs to be tracked from preparation, submitted to customer, accepted/rejected or closed and the reason for win or loss to be captured for analysis. Quotation details will be captured in Text format.

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3.3.18 Exports: Non-CBSEA/ESPEX: For Cells On winning the opportunity EIL will quote to the direct customer. The quotation needs to be tracked from preparation, submitted to customer, accepted/rejected or closed to be managed through user status and the reason for win or loss to be captured for analysis. Once the quotation is accepted a mail will be sent to SBU Head to validate payment terms (other than L/C) of the customer.

3.3.19 Exports: Non-CBSEA/ESPEX: For Battery Banks On winning the opportunity EIL sends the specification/dimension details to R&D for drawing / BOM (Bills of Materials) generation and the status of the same needs to be tracked (request to R&D, received from R&D, Sent to Customer, and Accepted by Customer). This is possible to be managed as a drawing request &approval activity which will have statuses like request sent to R&D, received from R&D, sent to customer, approved by customer and additional information will be keyed in the Text type- Drawing inputs. Subsequently R&D will create SAP product code and codes for components to be used for quoting to customer. Considering tray/module/stand (depending on the type of the battery) cost in pricing, EIL will quote to the customer. The quotation needs to be tracked from preparation, submitted to customer, accepted/rejected or closed to be managed through user status and the reason for win or loss to be captured for analysis. Once the quotation is accepted a mail will be sent to SBU Head to validate payment terms (other than L/C) of the customer. 3.3.20 Non-CBSEA/ESPEX: For Specific Requirement After EIL is able to convert/win the opportunity they will forward the requirement to R & D for evaluation and suggesting best available product. This is possible to be managed as a drawing request &approval activity which will have statuses like request sent to R&D, received from R&D, sent to customer, approved by customer and additional information will be keyed in the Text type- Drawing inputs. Once the product is suggested by R & D (for battery bank drawing & BOM as well), EIL will give quotation to the customer. The quotation needs to be tracked from preparation, submitted to customer, accepted/rejected to be managed through user status or closed and the reason for win or loss to be captured for analysis. Once the

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quotation is accepted a mail will be sent to SBU Head to validate payment terms (other than L/c) of the customer. 3.4 Sales Order Purpose: A sales order is a customer’s binding request to an enterprise to deliver a specific quantity of products, or to provide a service at a specific time. A sales organization accepts the sales order, and thus becomes responsible for fulfilling the contract. Key Note: Order should not be created for all segments without reference to quotation except FMIB. Process Flow: 3.4.1 Infrastructure - Power & Projects: New Projects The Purchase order received against the quotation is validated/reviewed for technocommercial inputs by the Regional Office (RO). If the same is not in line with the quotation it is again sent back to the customer for amendment. Technocommercially clear P.O. is sent to H.O. for raising Sales Order. This interaction right from review to being sent to customer and received back from the customer after amendment can be tracked through an Activity –Purchase Order Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer, Received after amendment. The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for approval .The sales order is only created after the drawing, GTP, QAP and BOM gets approved by the customer. The status of the same should be captured e.g. sent to R&D for approval, received from R&D after approval, sent to customer for approval, approved by the customer in an Activity-Drawing Approval. The sales order for Power & Projects will use the R/3 pricing procedure and the necessary routines will be incorporated through Business Add Ins (BADIs) and pricing calculation will be managed through IPC. At the sales order creation stage credit check is done on the basis on credit limit in days and amount .The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. In case there is a credit block it has to be removed by the commercial department. Once the sales order is created an automatic order confirmation should go to the customer with tentative delivery schedule .The order

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will have an action profile to send a order confirmation mail to the customer if there is no credit block. The order will pass through stages of open, credit block, block removed, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. Once the material is ready and inspected at Factory the same needs to be informed to the region manually. The inspection date type is utilized to capture the inspection date. Then region might send a request for Road Permit, nominated transporter details along with Proforma invoice (Order value –Discounts +duties and taxes as appearing in the sales order) and when advance payment is to be made by the EPC contractor. This will be managed through a custom developed Smart Form. Once the Road permit (along with transporter details) along with the advance payment if any is received by the region it issues a dispatch clearance note to HO or factory. This will be sent as a mail through action on change of order status to Cleared for Dispatch The dispatch clearance date(s) and the actual delivery date(s) should be captured by the system as date types. After delivery factory sends the bill to region to be given to the customer. Actual receipt of the billing document needs to be captured. This is to be tracked using a separate activity type -Bill Tracking .In case of transit damage the same needs to be informed to the service team manually. Security deposit expiry date and Performance Bank Guarantee expiry dates along with value, their numbers and the issuing bank should be tracked by the system .The expiry dates will be captured through date types and the Security deposit and Bank Guarantee details will be captured in the order through Text type –Security Deposit and Performance Bank Guarantee. Alerts will be generated based on the expiry dates using actions in CRM. To capture the order progression status there will be the following date types scheduled delivery date, 50% Execution date and 75% execution date, which will be manually entered. Based on the 50% & 70% execution dates the system should send a mail to the factory and HO/region to collect information from factory and inform the customer about the revised delivery schedule if applicable manually. 3.4.2 Infrastructure - Power & Projects: Replacement The Purchase order issued against quotation is validated/reviewed for technocommercial inputs by the Regional Office (RO). If the same is not in line with the quotation it is again sent back to the customer for amendment. Technocommercially clear P.O. is sent to H.O. for raising Sales Order. This interaction right from review to being sent to customer and received back from the customer after amendment can be tracked through an Activity –Purchase Order Tracking. This

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Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer, Received after amendment. The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for approval .The sales order is ideally created after the drawing, GTP, QAP and BOM gets approved by the customer. The status of the same should be captured e.g. sent to R&D for approval, received from R&D after approval, sent to customer for approval, approved by the customer. The sales order for Power & Projects will use the R/3 pricing procedure and the necessary routines will be incorporated through Business Add Ins (BADIs) and pricing calculation will be managed through IPC. At the sales order creation stage credit check is done on the basis of credit limit in days and amount. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed .In case there is a credit block it has to be removed by the commercial department. Once the sales order is created an automatic order confirmation should go to the customer with tentative delivery schedule. The order will have an action profile to send an order confirmation mail to the customer if there is no credit block. The order will pass through stages of open, credit block, block removed, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. Once the material is ready and inspected at Factory the same needs to be informed to the region manually. The inspection date type is utilized to capture the inspection date. Then region might send a request for Road Permit, nominated transporter details along with Proforma invoice (Order value –Discounts +duties and taxes as appearing in the sales order) when advance payment is to be made by the EPC contractor. This will be managed through a custom developed Smart Form. Once the Road permit (along with transporter details) along with the advance payment if any is received by the region it issues a dispatch clearance note to HO or factory. This will be sent as a mail through action on change of order status to Cleared for Dispatch The dispatch clearance date(s) and the actual delivery date(s) should be captured by the system to be generated as a report to highlight the difference. After delivery factory sends the bill to region to be given to the customer. Actual receipt of the billing document needs to be captured This is to be tracked using a separate activity type -Bill Tracking .In case of transit damage the same needs to be informed to the service team manually. Security deposit expiry date and Performance Bank Guarantee expiry dates along with value, their numbers and the issuing bank should be tracked by the system. The expiry dates will be captured through date types and the Security deposit and Bank Guarantee details will be captured in the order through Text type –Security

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Deposit and Performance Bank Guarantee. Alerts will be generated based on the expiry dates using actions in CRM. To capture the order progression status there will be the following date types scheduled delivery date, 50% Execution date and 75% execution date, which will be manually entered. Based on the 50% & 70% execution dates the system should send a mail to the factory and HO/region to collect information from factory and inform the customer about the revised delivery schedule if applicable manually. 3.4.3 Infrastructure – Railways – Direct Supply. The Purchase order is sent to HO for scrutiny and returned to customer for amendment if required .The PO is acknowledged after scrutiny if it is commercially and technically in line with the quotation. This interaction right from review to being sent to customer and received back from the customer after amendment can be tracked through an Activity –Purchase Order Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok Amendment Request sent to Customer, Received after amendment. In case of amendment the order is acknowledged and a request for amendment is sent to the customer manually with details of the modification required .The receipt date of original / amended purchase order and also the EIL request date for Purchase order amendment is to be captured. The sales order should capture the delivery schedule mentioned in the purchase order, which could be either one time delivery or staggered delivery. At the sales order creation stage credit check is done on the basis on credit limit in days and amount. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. In case there is a credit block it has to be removed by the commercial department. The order will pass through stages of open, credit block, block removed, Inspection Request Sent, Inspection Certificate received, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. Once the material is ready then it should be checked whether Delivery Period extension is required or not manually. Then a request for inspection at Factory is made to the inspecting authority. The inspection date type is utilized to capture the inspection date. On receipt of the Inspection Certificate region sends a request for Road Permit to railways. Once the Road permit is received by the region it issues a dispatch clearance note to HO or factory, which will be managed through a manually triggered mail through actions, attached to the order transaction. The dispatch clearance date(s) and the actual delivery date(s) should be captured by the system to be generated as a report to highlight the difference. After delivery factory sends the bill to region to be given to the

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customer. Actual receipt of the billing document needs to be captured. This is to be tracked using a separate activity type –Bill & Document tracking .In case of transit damage the same needs to be informed to the service team manually. To capture the order progression status there will be the following date types scheduled delivery date, 50% Execution date and 75% execution date, which will be manually entered. Based on the 50% & 70% execution dates the system should send a mail to the factory and HO/region to collect information from factory and inform the customer about the revised delivery schedule if applicable manually. 3.4.4 Railways: Supply through Contractors and Integrated Power Supply (IPS) The Purchase order is received by the region, scrutinized and returned back to the railway contractor /IPS for amendment if required .The PO is acknowledged after scrutiny if it is commercially and technically in line with the quotation. In case of amendment the order is acknowledged manually and a request for amendment is sent to the customer .The receipt date of original / amended purchase order and also the EIL request date for Purchase order amendment is to be captured. This interaction right from review to being sent to customer and received back from the customer after amendment can be tracked through an Activity –Purchase Order Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok Amendment Request sent to Customer, Received after amendment The sales order should capture the delivery schedule mentioned in the purchase order, which could be either one time delivery or staggered delivery. The railway contractor/IPS sends the documents for RDSO/RITES inspection along with the inspection charges to the region. This should be tracked as status in the system. HO organizes inspection call and sends the Inspection certificate to region. Then region makes a request for Road permit along with 100% advance payment .On receipt of both region gives the dispatch clearance to the factory .The system should capture the dispatch clearance date and the actual delivery date through a report. The sales order will have the following User Status: Preparation, RDSO/RITES Inspection document received, Inspection Certificate received, Request for Road Permit /Payment, Dispatch cleared. The inspection date type is utilized to capture the inspection date. The delivery details like date of delivery, invoice number, quantity and the truck details are to be sent to the customer. This requirement will be managed through R/3. Then the dispatch documents along with invoice and Inspection certificate will be sent from factory to region/HO and the same needs to be tracked through a Bill & Document Tracking Activity having the following statuses: document dispatched from factory, documents received at the region/HO, documents sent to customer and will have Text types like Invoice, Inspection, Delivery to capture the relevant information.

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To capture the order progression status there will be the following date types scheduled delivery date, 50% Execution date and 75% execution date, which will be manually entered. Based on the 50% & 70% execution dates the system should send a mail to the factory and HO/region to collect information from factory and inform the customer about the revised delivery schedule if applicable manually. 3.4.5 Telecom: Direct Supply to Government Customers (BSNL, MTNL, DOT) On receipt of advance purchase order/LOI from the customer the same is scrutinized against our offer for both technical and commercial part and if it is in line with the offer unconditional acceptance letter is sent to the customer with performance bank guarantee immediately for placement of Purchase order. This will continue to be done outside CRM system. Request letter for PBG (along with APO) to HO and date for receipt of the same needs to be captured by the system through an activity type PBG request which will have text type PBG to capture its details .In case of amendment of the APO the order is acknowledged manually and a request for amendment is sent to the customer. This interaction right from review to request being sent to customer and received back from the customer after amendment can be tracked through an Activity – Purchase Order Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok Amendment Request sent to Customer, Received after amendment. The receipt date of original / amended purchase order and also the EIL request date for Purchase order amendment is to be captured through date types PO receipt date, PO amendment request date, PO amendment receipt date. Follow-up letter to be issued to the customer for release of the bid security (EMD), which will be manually triggered by the FSO using action attached to the quotation transaction. The content of the follow up letter is to be developed through a Smart Form. Also a follow- up mail to be sent through action to the FSO for keeping in touch with the customer towards early release of the order. On receipt of formal P.O. sales order is raised and commitment from manufacturing dept./factory is taken regarding material readiness manually. The sales order should capture the delivery schedule mentioned in the purchase order, which could be either one time delivery or staggered delivery. At the sales order creation stage credit check is done on the basis on credit limit in days and amount. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. In case there is a credit block it has to be removed by the commercial department.

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The order will pass through stages of open, credit block, block removed, (Road Permit Request) Inspection Request Sent, Inspection Certificate received, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. Once the material is ready then it should be checked whether Delivery Period extension is required or not manually. Then a request for inspection at Factory is made to the inspecting authority after receipt of the road permit, Octroi exemption certificate etc. The inspection date type is utilized to capture the inspection date. Once the Inspection Certificate, Road permit etc. are received by the region it issues a dispatch clearance note to HO or factory. The dispatch clearance date(s) and the actual delivery date(s) should be captured by the system through a date type. Dispatch clearance date and the delivery date will be obtained from the delivery transaction in R/3.After delivery factory sends Original invoice, L.R, I/C copy, proof of delivery (BCPC) etc. to the region/H.O. The document like Insurance certificate will be sent by H.O to the region. The date of receipt of bill and other documents and the corresponding delivery date need to be captured in the system. This is to be tracked using a separate activity type -Bill & Document Tracking. In case of Transit damage/Short supply service department is notified. The system needs to capture the complaint resolution time also. Additionally it should capture the final bill submission date (both 95% & 5%) and date of receipt of 95% and 5% payment. The Bill & Document tracking Activity will have date types Bill submission date (95% &5%) and bill receipt date (95% & 5%) and will also have the following statuses: document dispatched from factory, documents received at the region/HO, documents sent to customer and will have Text types like Invoice, Inspection, Delivery to capture the relevant information. EMD expiry dates and PBG expiry dates along with value, their numbers and the issuing bank should be tracked by the system. The EMD and PGB expiry date types in quotation and order respectively will manage this requirement and the details will be captured through text types EMD and PBG. To capture the order progression status there will be the following date types scheduled delivery date, 50% Execution date and 75% execution date, which will be manually entered. Based on the 50% & 70% execution dates the system should send a mail to the factory and HO/region to collect information from factory and inform the customer about the revised delivery schedule if applicable manually. 3.4.6 Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL, DOT) through Switch Manufacturers like Nokia, Ericsson etc. The Purchase order issued against the contract is validated/reviewed for technocommercial inputs by the Regional Office (RO). If the same is not in line with the quotation it is again sent back to the customer for amendment. Technocommercially clear P.O. is sent to H.O. for raising Sales Order. This interaction right

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from review to being sent to customer and received back from the customer after amendment can be tracked through an Activity –Purchase Order Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer, Received after amendment. The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for approval .The sales order is idealy created after the drawing, GTP, QAP and BOM gets approved by the customer. The status of the same should be captured e.g. sent to R&D for approval, received from R&D after approval, sent to customer for approval, approved by the customer in an Activity-Drawing Approval. The sales order for Telecom will use the R/3 pricing procedure and the necessary routines will be incorporated through Business Add Ins (BADIs) and pricing calculation will be managed through IPC. At the sales order creation stage credit check is done on the basis of credit limit in days and amount. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations will also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. In case there is a credit block it has to be removed by the commercial department. The order will pass through stages of open, credit block, block removed,(Road Permit request) Inspection On, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. The region might send a request for Road Permit, nominated transporter details manually. Once the material is ready and inspected by BSNL –Quality Assurance at Factory the same needs to be informed to the region manually. The inspection date type is utilized to capture the inspection date. Once the Road permit (along with transporter details) and Inspection certificate is obtained the dispatch clearance note to HO or factory is given. The dispatch clearance date(s) and the actual delivery date(s) should be captured by the system as date types. After delivery factory sends the bill to region to be given to the customer. Actual receipt of the billing document needs to be captured; this is to be tracked using a separate activity type -Bill & Document Tracking. In case of transit damage the same needs to be informed to the service team. Security deposit expiry date and Performance Bank Guarantee expiry dates along with value, their numbers and the issuing bank should be tracked by the system. The expiry dates will be captured through date types and the Security deposit and Bank Guarantee details will be captured in the order through Text type –Security Deposit and Performance Bank Guarantee. Alerts will be generated based on the expiry dates using actions in CRM.

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To capture the order progression status there will be the following date types scheduled delivery date, 50% Execution date and 75% execution date, which will be manually entered. Based on the 50% & 70% execution dates the system should send a mail to the factory and HO/region to collect information from factory and inform the customer about the revised delivery schedule if applicable manually. 3.4.7 Supply to Private Service Providers (Airtel, Hutch, Reliance) The Purchase order issued against the contract is validated/reviewed for technocommercial inputs by the Regional Office (RO). If the same is not in line with the quotation it is again sent back to the customer for amendment. Technocommercially clear P.O. is sent to H.O. for raising Sales Order. This interaction right from review to being sent to customer and received back from the customer after amendment can be tracked through an Activity –Purchase Order Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer, Received after amendment. The final drawing, GTP, QAP and BOM duly approved by R&D is sent to customer for approval .The sales order is idealy created after the drawing, GTP, QAP and BOM gets approved by the customer. The status of the same should be captured e.g. sent to R&D for approval, received from R&D after approval, sent to customer for approval, approved by the customer in an Activity-Drawing Approval. The sales order for Telecom will use the R/3 pricing procedure and the necessary routines will be incorporated through Business Add Ins (BADIs) and pricing calculation will be managed through IPC. At the sales order creation stage credit check is done on the basis of credit limit in days and amount. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. In case there is a credit block it has to be removed by the commercial department. The order will pass through stages of open, credit block, block removed, Inspection On, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. Once the material is ready at Factory the same needs to be informed to the region manually. Then region might send a request for Road Permit, nominated transporter details. Once the Road permit (along with transporter details) is received by the region it issues a dispatch clearance note to HO or factory. The dispatch clearance date(s) and the actual delivery date(s) should be captured by the system as date types. After delivery factory sends the bill to region to be given to the customer. Actual receipt of the billing document needs to be captured. This is to be tracked using a separate activity type -Bill & Document

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Tracking. In case of transit damage the same needs to be informed to the service team manually. To capture the order progression status there will be the following date types scheduled delivery date, 50% Execution date and 75% execution date, which will be manually entered. Based on the 50% & 70% execution dates the system should send a mail to the factory and HO/region to collect information from factory and inform the customer about the revised delivery schedule if applicable manually. 3.4.8 Supply to Private Service Providers

(Tata Teleservices, Reliance)

through Switch Manufacturers (Motorola) Same as Telecom: Supply to Government Customers/ Service Providers (BSNL, MTNL, DOT) through Switch Manufacturers like Nokia, Ericsson etc. 3.4.9 Solar The Purchase order is received by the region, scrutinized and returned to the customer/dealer for amendment if required .The PO is acknowledged after scrutiny if it is commercially and technically in line with the quotation. In case of amendment the order is acknowledged and a request for amendment is sent to the customer .The receipt date of original / amended purchase order and also the EIL request date for Purchase order amendment is to be captured. This interaction right from review to being sent to customer and received back from the customer after amendment can be tracked through an Activity – Purchase Order Tracking. This Activity will have statuses like internal review, PO ok, PO Not ok sent to Customer, Received after amendment. At the sales order creation stage credit check is done on the basis on credit limit in days and amount .In case there is a credit block it has to be removed by the commercial department. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. Proforma Invoice to sent to Customer, if required. In case of factory billing sales order is raised by H.O. For Depot / Branch billing Stock Transfer Order (STO) is raised by regional office on respective factory. STOs will continue to be raised in R/3. The sales order/STO (in R/3) should capture the delivery schedule mentioned in the purchase order, which could be either one time delivery or staggered delivery. This will only be possible by populating the order with line items as per the delivery schedule. In case of advance payment term the region makes a request for Road permit along with 100% advance payment manually. On receipt of both region gives the dispatch clearance to the factory. This will be sent as a mail through action on change of order status to Cleared for Dispatch The system should capture

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the dispatch clearance date and the actual delivery date through a date type dispatch clearance date, road permit request date and road permit receipt date and the delivery date will be obtained from the delivery transaction in R/3.The delivery details like date of delivery, invoice number, quantity and the truck details are to be sent to the customer either through R/3 or manually . Then the dispatch documents along with invoice and Inspection certificate (if inspection is applicable) will be sent from factory to region/HO and the same needs to be tracked. This is to be tracked using a separate activity type -Bill & Document Tracking having status document dispatched from factory, documents received at the region/HO, documents sent to customer etc. The order will pass through stages of open, credit block, block removed, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. 3.4.10 Traction: Replacement (Traction Trade) On receipt of PO from the customer the branch raises Sales order. At the time of Sales order creation the system checks for the credit worthiness of customer. The credit check should be done on the basis of credit limit in amount and number of days. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations will also be enabled in SAP CRM so that the relevant R/3 credit check will be performed An automatic mail should be generated by the system for informing the customer about his purchase order being accepted through the action functionality. The delivery schedule should be communicated to customer once it is available to the branch through the system. This will only be possible by populating the order with line items as per the delivery schedule. Also a request for sending the Road permit is made to the customer and the status of the same should be tracked from request sent to customer, Road permit received by region dispatch clearance, actual delivery date through a date type dispatch clearance date, road permit request date and road permit receipt date and the delivery date will be obtained from the delivery transaction in R/3.The system should generate a Proforma invoice based on the order value (if the payment terms is against PI).A smart form is to be designed as per the Proforma Invoice format . The system should automatically calculate the agreed upon price in the sales order once the price master data is updated. After delivery of products EIL informs customer about the dispatch status along with dispatch details manually or through R/3 where the delivery transaction is processed and track the POD after delivery in the system manually. The sales order should be traced through its different stages from being created to being processed to dispatch cleared to being completed through user status. The system should be able to generate a list of following reports  Open SO s.

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   

SO SO SO SO

s s s s

in process. with delivery block. with billing block. with credit block.

After the SO generation the following process takes place Delivery of SO. Bill printing. The material is received with EIL Warehouse (If it is billed from factory or billed from branch), if required by the customer, the battery is charged at warehouse. After charging the battery, the battery is delivered to the customer. After battery is delivered, payment collection is done and adjusted to SOA. If the battery is billed on credit the payment is collected in time mentioned in the PO. Tracking of Performance Bank Guarantee/Security deposit: Bank Guarantee /Security deposit expiry date tracking along with details of issuing bank and amount should be done through the system in cases where EIL opts for bank guarantee deposit to selective government customer. The EMD and PGB expiry date types in quotation and order respectively will manage this requirement and the details will be captured through text types EMD and PGB. The following parameters of bank guarantee should be captured   

Expiry date. Value of bank guarantee with number Name of the bank.

3.4.11 Traction: OEM On receipt of purchase order from the OEM a Sales Order is raised by Branch. An automatic mail should be generated by the system for informing the OEM about his purchase order being accepted. At the time of Sales order creation the system checks for the credit worthiness of OEM. The credit check should be done on the basis of credit limit in amount and number of days. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed The delivery schedule should be communicated to OEM once it is available to the branch through the system. This will only be possible by populating the order with line items as per the delivery schedule. The system should automatically calculate the agreed upon price in the sales order. Once the delivery is made either fully or partially system should be able to capture delivery information and communicate the same to OEM through mail. After

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delivery of products EIL informs OEMs about the dispatch status along with dispatch details manually or through R/3 where the delivery transaction is processed and track the POD after delivery in the system manually. Since delivery transaction is managed in R/3, delivery notification is to be managed from R/3. The sales order should be traced through its different stages from being created to being processed to dispatch cleared to being completed. The system should show a list of following reports  Open SO s.  SO s in process.  SO s with delivery block.  SO s with billing block.  SO s with credit block. After the SO processed, the following process takes place  Delivery of SO.  Bill printing. The material is received with EIL Warehouse (If it is billed from factory or billed from branch), If required by the customer, the battery is charged at warehouse. After charging the battery, the battery is delivered to the customer. Payment Collection: Payment is collected as per the agreement with the OEMs. 3.4.12 FMIB - Existing OEM On receipt of purchase order from the OEM a Sales Order is raised by Branch. An automatic mail through the action functionality should be generated by the system for informing the OEM about his purchase order being accepted At the time of Sales order creation the system checks for the credit worthiness of OEM. The credit check should be done on the basis of credit limit in amount and number of days. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. The delivery schedule should be communicated to OEM once it is available to the branch through the system. This will only be possible by populating the order with line items as per the delivery schedule. The system should automatically calculate the agreed upon price in the sales order and allow for “Rock bottom prices” at the following levels: Branch, RSM 1 and RSM special. IPC routines have to be written to manage the pricing calculation and also the rule to manage rock bottom prices. Once the delivery is made either fully or partially system should be able to capture delivery information and communicate the same to OEM through mail. Since delivery transaction is managed in R/3,

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delivery notification is to be managed from R/3. After delivery of products EIL informs OEMs about the dispatch status along with dispatch details manually or through R/3 where the delivery transaction is processed and track the POD after delivery in the system manually. The dispatch details can be manually entered in a dispatch tracking activity, which will have text type –Dispatch and POD details. The sales order will be traced through its different stages from being created to being processed to dispatch cleared to being completed to be managed through User Status. In case the quantity available is insufficient to fulfill the order. Part Shipment is done in the system. The system will show a list of the following  Open SO s.  SO s in process.  SO s with delivery block.  SO s with billing block.  SO s with credit block. It is required to capture the list of C/D form billing and C/D form collection status at the end of the financial year. It is required to capture the list of CT3 (ED Exemption) form billing and AR3 form collection status for every invoice. Since the C/D and AR3 form collection is based on the consolidated billing, which gets captured in the R/3 system, it is not possible to track the forms bill wise. 3.4.14 FMIB – New OEM On receipt of purchase order from the OEM a Sales Order is raised by Branch. An automatic mail should be generated by the system through the action functionality for informing the OEM about his purchase order being accepted. At the time of Sales order creation the system checks for the credit worthiness of OEM. The credit check should be done on the basis of credit limit in amount and number of days. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed The delivery schedule should be communicated to OEM once it is available to the branch through the system. This will only be possible by populating the order with line items as per the delivery schedule. The system should automatically calculate the agreed upon price in the sales order and allow for “Rock bottom prices” at the following levels: Branch, RSM 1 and RSM special. IPC routines have to be written to manage the pricing calculation and also the rule to manage rock bottom prices. Once the delivery is made either fully or

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partially system should be able to capture delivery information and communicate the same to OEM through mail. Since delivery transaction is managed in R/3, delivery notification is to be managed from R/3(GAP). After delivery of products EIL informs OEMs about the dispatch status manually or through R/3 where the delivery transaction is processed along with dispatch details and track the POD after delivery in the system manually. The dispatch details can be manually entered in a dispatch tracking activity, which will have text type –Dispatch and POD details. The sales order should be traced through its different stages from being created to being processed to dispatch cleared to being completed through user status. The order will pass through stages of open, credit block, block removed, Inspection On, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status The system should show a list of  Open SO s.  SO s in process.  SO s with delivery block.  SO s with billing block.  SO s with credit block. 3.4.15 FMIB Existing Dealer On receipt of purchase order from the dealer a Sales Order is raised by Branch. An automatic mail through the action functionality should be generated by the system for informing the dealer about his purchase order being accepted At the time of Sales order creation the system checks for the credit worthiness of dealer. The credit check should be done on the basis of credit limit in amount and number of days. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed The delivery schedule should be communicated to OEM once it is available to the branch through the system. This will only be possible by populating the order with line items as per the delivery schedule. The system should automatically calculate the agreed upon price in the sales order and allow for “Rock bottom prices” at the following levels: Branch, RSM 1 and RSM special. IPC routines have to be written to manage the pricing calculation and also the rule to manage rock bottom prices. Once the delivery is made either fully or partially system should be able to capture delivery information and communicate the same to OEM through mail. Since delivery transaction is managed in R/3, delivery notification is to be managed from R/3. After delivery of products EIL informs dealers about the dispatch status along with dispatch details manually or through R/3 where the delivery transaction is processed and track the POD after

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delivery in the system manually. The dispatch details can be manually entered in a dispatch tracking activity, which will have text type –Dispatch and POD details. The sales order will be traced through its different stages from being created to being processed to dispatch cleared, completed to be managed through User Status. The order will pass through stages of open, credit block, block removed, Inspection On, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. The system should show a list of  Open SO s.  SO s in process.  SO s with delivery block.  SO s with billing block.  SO s with credit block. 3.4.16 FMIB New Dealer On receipt of purchase order from the OEM a Sales Order is raised by Branch. An automatic mail through the action functionality should be generated by the system. For informing the dealer about his purchase order being accepted at the time of Sales order creation the system checks for the credit worthiness of dealer. The credit check should be done on the basis of credit limit in amount and number of days. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. The delivery schedule should be communicated to dealer once it is available to the branch through the system. This will only be possible by populating the order with line items as per the delivery schedule. The system should automatically calculate the agreed upon price in the sales order and allow for “Rock bottom prices” at the following levels: Branch, RSM 1 and RSM special. IPC routines have to be written to manage the pricing calculation and also the rule to manage rock bottom prices. Once the delivery is made either fully or partially system should be able to capture delivery information and communicate the same to dealer through mail. Since delivery transaction is managed in R/3, delivery notification is to be managed from R/3. After delivery of products EIL informs dealers about the dispatch status along with dispatch details manually or through R/3 where the delivery transaction is processed and track the POD after delivery in the system manually. The dispatch details can be manually entered in a dispatch tracking activity, which will have text type –Dispatch and POD details.

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The sales order will be traced through its different stages from being created to being processed to dispatch cleared, to be completed, to be managed through User Status. The system should show a list of  Open SO s.  SO s in process.  SO s with delivery block.  SO s with billing block.  SO s with credit block. 3.4.17 Defence Same as Power & Projects (replacement). 3.4.18 CAPLAMPS The order will be placed at the rate contract price and will pass through stages of open, credit block, block removed, Cleared for Dispatch and finally transferred to R/3 for subsequent processing to be managed through User Status. Once the order is raised one email should follow through action along with tentative dispatch date. Once the material is ready the road permit is applied for and dispatch of materials takes place subsequently. After the delivery joint inspection at area stores takes place. This is to be tracked using an activity type – Joint Inspection. This activity will be evaluated through different stages as Inspection requirement received, Inspection on, Inspection done. Further details of the inspection will be captured through Text Type Inspection. At the same time after delivery factory sends the bill to region to be given to the customer. Actual receipt of the billing document needs to be captured. This is to be tracked using a separate activity type –Bill & document tracking .In case of transit damage the same needs to be informed to the service team manually. 3.4.19 Exports: CBSEA: For Cells CBSEA receives the order and places Purchase order on EIL – EIL converts to Sales Order in reference with the product proposal depending on the layout mentioned in the CBSEA’s purchase order. Also CBSEA places orders on EIL in order to build the stock/inventory at CBSEA depending on the availability of cells at CBSEA’s stock and the demand trend of popular types of cells. In case of non-availability of layout, EIL follows the standard layouts. At the time of sales order creation, credit check will be done by the system The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed.

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Other critical factors of the order may also be checked in the system – like colour of Lid, Brand, Type of connectors, layout as per the product proposal, etc. Factory will give delivery schedule for the order quantity and the region in the sales order will incorporate the same by breaking the sales order line item wise as per the delivery requirements. Then the order confirmation will be sent to CBSEA along with the delivery schedule. Advance License request will be sent to the consultant along with input data of the cell/battery types ordered & the relevant sales order no and the order status will be changed to Request for Advance License. CBSEA will update the L/C details and the same should be communicated to EIL automatically in case of any direct dispatch. In case of L/C shipment dispatch clearance for direct dispatches from EIL will be given after receipt of L/C & B/L draft from the CBSEA’s customers and Advance License details. For dispatches destined to Singapore, L/C and B/L (Bill of Lading) draft release in pre-dispatch stage are not needed as EIL and CBSEA work on DA payment terms. In this case of dispatches to Singapore, order release and simultaneous monthly priority requirement of CBSEA is/are taken as dispatch clearance manually. The sales order will go through the following stages preparation - Advance license request stage, Advance License received, L/C not received, Dispatch clearance and for Singapore, no L/C clearance to be managed through User status. Order Execution – After production, factory will send Packing List to the Export Commercial/Marketing department for preparing pre-shipment documents. With the details of Advance License, L/c terms & conditions (for direct dispatches only) and Packing list given by factory, Marketing department through export commercial department will make Pre-Shipment documents & will send to the factory for dispatch. As per the plan given by factory, the factory will arrange excise for inspection & the marketing through export commercial department will arrange for Shipping Container. After container is dispatched from the factory, CBSEA should get the dispatch details (Product details/Qty/Container No/Sales Order No/CBSEA’s Purchase order no.) immediately. The same information will be keyed in manually in the CRM system in the text type –Dispatch Information of an Activity Dispatch Tracking. The vessel details with vessel name, voyage no, shipping ETD & ETA destination will be informed to CBSEA. The same information will be keyed in manually in the CRM system in the dispatch tracking activity’s text type Vessel Details. The Dispatch tracking activity will have the following user status Open, Dispatch details updated, tentative vessel details updated, confirmed vessel details updated, shipping documents dispatched. This activity will have the following details text types –Dispatch Information, Vessel Information, Shipping Document Dispatch Information, and payment details. Once the container is dispatched from the port, EIL will get the Bill Of Lading from Shipping Line. Marketing department through export commercial department will make final Invoice & P/List with details of B/L Number, Container Number & Vessel Name and the same will be forwarded to for banking purpose by the export commercial department. The following

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information will be captured in the system for the benefit of CBSEA - Final Invoice & P/list Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected Time Of Arrival) Singapore/any other destination. The status of the documents submitted to the bank should be tracked as to when it was sent from Marketing/ export commercial & finally submitted to EIL Bank. After the Bank couriers the document to CBSEA’s Bank, CBSEA should get the details about the same. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier Company). The export commercial department will update this information. CBSEA updates the payment details in the system manually once it is made. ETD and ETA will be managed through date types. The information of the Activity dispatch tracking will be shared with the customer using the Web Portal interfaced with CRM system or through R/3 delivery notification. 3.4.20 Exports: CBSEA: Battery Bank CBSEA receives the order for Battery Bank & forwards the purchase order to EIL. The status of the quotation will be changed to won and a mail should be sent to the Marketing department to create the sales order. At the time of sales order creation, credit check will be done by the system. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. Other critical factors of the order may also be checked in the system – like colour of Lid, Brand, Type of connectors, layout as per the product proposal, other important instruction, etc manually. Factory will give delivery schedule for the order quantity and the region in the sales order will incorporate the same by breaking the sales order line item wise as per the delivery requirements. Then the order confirmation will be sent to CBSEA along with the delivery schedule. Advance License request will be sent to the consultant along with input data of the cell/battery types ordered & the relevant sales order no and the order status will be changed to Request for Advance License. CBSEA will update the L/C details and the same should be communicated to EIL automatically in case of any direct dispatch. In case of L/C shipment dispatch clearance for direct dispatches from EIL will be given after receipt of L/C & B/L draft from the CBSEA’s customers and Advance License details. For dispatches destined to Singapore, L/C and B/L (Bill of Lading) draft release in pre-dispatch stage are not needed as EIL and CBSEA work on DA payment terms. In this case of dispatches to Singapore, order release and simultaneous monthly priority requirement of CBSEA is/are taken as dispatch clearance manually. The sales order will go through the following stages preparation - Advance license request stage, Advance License received, L/C not received, Dispatch clearance and for Singapore, no L/C clearance to be managed through user status. Order Execution:

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After production, factory will send Packing List to the Export Commercial/Marketing department for preparing pre-shipment documents. With the details of Advance License, L/c terms & conditions (for direct dispatches only) and packing list given by factory, Marketing department through export commercial department will make Pre-Shipment documents & will send to the factory for dispatch. As per the plan given by factory, the factory will arrange excise for inspection & the marketing through export commercial department will arrange for Shipping Container. After container is dispatched from the factory, CBSEA should get the dispatch details (Product details/Qty/Container No/Sales Order No/CBSEA’s Purchase order no.) immediately. The same information will be keyed in manually in the CRM system in the text type –Dispatch Information of an Activity Dispatch Tracking. The vessel details with vessel name, voyage no, shipping ETD & ETA destination will be informed to CBSEA. The same information will be keyed in manually in the CRM system in the dispatch tracking activity’s text type Vessel Details. The Dispatch tracking activity will have the following user status Open, Dispatch details updated, tentative vessel details updated, confirmed vessel details updated, shipping documents dispatched. This activity will have the following details text types –Dispatch Information, Vessel Information, Shipping Document Dispatch Information, and payment details. Once the container is dispatched from the port, EIL will get the Bill Of Lading from Shipping Line. Marketing department through export commercial department will make final Invoice & P/List with details of B/L Number, Container Number & Vessel Name and the same will be forwarded to for banking purpose by the export commercial department. The following information will be captured in the system for the benefit of CBSEA - Final Invoice & P/list Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected Time Of Arrival) Singapore/any other destination. The status of the documents submitted to the bank should be tracked as to when it was sent from Marketing/ export commercial & finally submitted to EIL Bank. After the Bank couriers the document to CBSEA’s Bank, CBSEA should get the details about the same. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier Company). The export commercial department will update this information. CBSEA updates the payment details in the system manually once it is made. The information of the Activity dispatch tracking will be shared with the customer using the Web Portal interfaced with CRM system or through R/3 delivery notification.

3.4.21 Exports: CBSEA: For Specific Requirement CBSEA receives the order and forwards the purchase order to EIL with the detail suggested by R & D and quoted by EIL & CBSEA simultaneously. The status of the quotation will be changed to won and a mail should be sent to the Marketing department to create the sales order. At the time of sales order creation credit

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check will be done by the system. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. Other critical factors of the order may also be checked / matched with the quotation manually so that no ambiguity will be there in the system as the requirement is specific. Factory will give delivery schedule for the order quantity and the region in the sales order will incorporate the same by breaking the sales order line item wise as per the delivery requirements. Then the order confirmation will be sent to CBSEA along with the delivery schedule. Advance License request will be sent to the consultant along with input data of the cell/battery types ordered & the relevant sales order no and the order status will be changed to Request for Advance License. CBSEA will update the L/C details and the same should be communicated to EIL automatically in case of any direct dispatch. In case of L/C shipment dispatch clearance for direct dispatches from EIL will be given after receipt of L/C & B/L draft from the CBSEA’s customers and Advance License details. For dispatches destined to Singapore, L/C and B/L (Bill of Lading) draft release in pre-dispatch stage are not needed as EIL and CBSEA work on DA payment terms. In this case of dispatches to Singapore, order release and simultaneous monthly priority requirement of CBSEA is/are taken as dispatch clearance manually. The sales order will go through the following stages preparation - Advance license request stage, Advance License received, L/C not received, Dispatch clearance and for Singapore, no L/C clearance to be managed through user status. Order Execution:

After production, factory will send Packing List to the Export Commercial/Marketing department for preparing pre-shipment documents. With the details of Advance License, L/c terms & conditions (for direct dispatches only) and packing list given by factory, Marketing department through export commercial department will make Pre-Shipment documents & will send to the factory for dispatch. As per the plan given by factory, the factory will arrange excise for inspection & the marketing through export commercial department will arrange for Shipping Container. After container is dispatched from the factory, CBSEA should get the dispatch details (Product details/Qty/Container No/Sales Order No/CBSEA’s Purchase order no.) immediately. The same information will be keyed in manually in the CRM system in the text type –Dispatch Information of an Activity Dispatch Tracking The vessel detail with vessel name, voyage no; shipping ETD & ETA destination will be informed to CBSEA. The same information will be keyed in manually in the CRM system in the dispatch tracking activity’s text type Vessel Details. The Dispatch tracking activity will have the following user status Open, Dispatch details updated, tentative vessel details updated, confirmed vessel details updated, shipping documents dispatched. This activity will have the following details text types –Dispatch Information, Vessel Information, Shipping Document Dispatch

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Information, and payment details. Once the container is dispatched from the port, EIL will get the Bill Of Lading from Shipping Line. Marketing department through export commercial department will make final Invoice & P/List with details of B/L Number, Container Number & Vessel Name and the same will be forwarded to for banking purpose by the export commercial department. The following information will be captured in the system for the benefit of CBSEA - Final Invoice & P/list Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected Time Of Arrival) Singapore/any other destination. The status of the documents submitted to the bank should be tracked as to when it was sent from Marketing/ export commercial & finally submitted to EIL Bank. After the Bank couriers the document to CBSEA’s Bank, CBSEA should get the details about the same. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier Company). The export commercial department will update this information. CBSEA updates the payment details in the system manually once it is made. ETD and ETA will be managed through date types. The information of the Activity dispatch tracking will be shared with the customer using the Web Portal interfaced with CRM system or through R/3 delivery notification. 3.4.22 Exports: ESPEX ESPEX receives the order from their customer and places Purchase order on EIL along with the layout (process change)– EIL converts to Sales Order. Also ESPEX places orders on EIL in order to build the stock/inventory at ESPEX depending on the availability of cells at ESPEX’s stock and the demand trend of popular types of cells. In case of non-availability of layout, EIL follows the standard layouts. At the time of sales order creation, credit check will be done by the system. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. Other critical factors of the order may also be checked in the system – like colour of Lid, Brand, Type of connectors, layout as per the product proposal, etc. Factory will give delivery schedule for the order quantity and the region in the sales order will incorporate the same by breaking the sales order line item wise as per the delivery requirements. Then the order confirmation will be sent to ESPEX along with the delivery schedule. Advance License request will be sent to the consultant along with input data of the cell/battery types ordered & the relevant sales order no and the order status will be changed to Request for Advance License. ESPEX will update the L/C details (If Shipment against L/C) and the same should be communicated to EIL automatically. In case of L/C shipment dispatch clearance will be given after receipt of L/C and Advance License details. If shipment is not against L/C then L/C details are not required as EIL and ESPEX works on DA payment terms. In this case of dispatches to ESPEX, order release and simultaneous monthly priority requirement of ESPEX is/are taken as dispatch clearance manually. The

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sales order will go through the following stages preparation - Advance license request stage, Advance License received, L/C not received, Dispatch clearance to be managed through user status. Order Execution – After production, factory will send Packing List to the Commercial/Marketing department for preparing pre-shipment documents. With the details of Advance License, L/c terms & conditions (for direct dispatches only) and Packing list given by factory, Marketing department will make Pre-Shipment documents & will send to the factory for dispatch. As per the plan given by factory, the factory will arrange excise for inspection & the marketing through export commercial department will arrange for Shipping Container. After container is dispatched from the factory ESPEX should get the dispatch details (Product details/Qty/Container No/Sales Order No. / ESPEX’s purchase order no.) immediately. The same information will be keyed in manually in the CRM system in the text type –Dispatch Information of an Activity Dispatch Tracking The vessel detail with vessel name, voyage no, shipping ETD & ETA destination will be informed to ESPEX. The same information will be keyed in manually in the CRM system in the dispatch tracking activity’s text type Vessel Details. The Dispatch tracking activity will have the following user status Open, Dispatch details updated, tentative vessel details updated, confirmed vessel details updated, shipping documents dispatched. This activity will have the following details text types –Dispatch Information, Vessel Information, Shipping Document Dispatch Information, and payment details. Once the container is dispatched from the port EIL will get the Bill Of Lading from Shipping Line. Marketing department will make final Invoice & P/List with details of B/L Number, Container Number & Vessel Name and the same will be forwarded to Export Commercial department for Banking. The following information will be captured in the system for the benefit of ESPEX - Final Invoice & P/list Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai/Singapore/Colombo & ETA (Expected Time Of Arrival) Southampton / any other destination. The status of the documents submitted to the bank should be tracked as to when it was sent from Marketing to commercial & finally submitted to EIL Bank. After the Bank couriers the document to ESPEX’s Bank, ESPEX should get the details about the same. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier Company). The commercial department will update this information. ESPEX updates the payment details in the system manually once it is made. ETD and ETA will managed through date types. The information of the Activity dispatch tracking will be shared with the customer using the Web Portal interfaced with CRM system or through R/3 delivery notification.

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3.4.23 Exports: Non CBSEA/ESPEX For Cells On receipt of the purchase order or accepted proforma invoice EIL converts it to Sales Order. At the time of sales order creation credit check will be done by the system. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. Other critical factors of the order may also be checked in the system – like colour of Lid, Brand, Type of connectors, layout as per the product proposal, etc. Factory will give delivery schedule for the order quantity and the region in the sales order will incorporate the same by breaking the sales order line item wise as per the delivery requirements. Then the order confirmation will be sent to the customer to be managed through action attached to the order transaction. Advance License request will be sent to the consultant along with input data of the cell/battery types ordered & the relevant sales order no and the order status will be changed to Request for Advance License. Customer might open L/C and the status will be updated to L/C opened manually or if shipment against advance payment then status will be updated payment made/not made. [For any other payment term other than the L/C terms, order acceptance needs approval of senior authority in advance before order acceptance]. In case of L/C shipment dispatch clearance will be given after receipt of L/C and Advance License details & if dispatch against advance payment then dispatch clearance will be given after receipt of payment. The sales order will go through the following stages preparation, Advance license request stage, Advance License received, Payment term approval, L/C not received, Payment received, Dispatch cleared to be managed through user status. Order Execution – After production, factory will send Packing List to the Commercial/Marketing department for preparing pre-shipment documents. With the details of Advance License, L/c terms & conditions (for Direct dispatch only) and Packing list given by factory, Marketing department will make Pre-Shipment documents & will send to the factory for dispatch. As per the plan given by factory, the factory will arrange excise for inspection & the marketing through export commercial department will arrange for Shipping Container. After container is dispatched from the factory customer will get the dispatch details (Product details/Qty/Container No/Sales Order No / Customers Purchase Order No.) manually outside the system in the text type –Dispatch Information of an Activity Dispatch Tracking. The same information can also be keyed in manually in the CRM system for future reference. The vessel details with vessel name, voyage no, shipping ETD & ETA destination will be informed to the Customer. The same information will be keyed in manually in the CRM system in the dispatch tracking activity’s text type Vessel Details. The Dispatch tracking activity will have the following user status Open, Dispatch details updated, tentative vessel details updated, confirmed vessel details updated, shipping

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documents dispatched. This activity will have the following details text types – Dispatch Information, Vessel Information, Shipping Document Dispatch Information, and payment details. Once the container is dispatched from the port EIL will get the Bill Of Lading from Shipping Line. Marketing department will make final Invoice & P/List with details of B/L Number, Container Number & Vessel Name and the same will be forwarded to Commercial department for Banking .The following information will be captured in the system. Final Invoice & P/list Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected Time Of Arrival) customer destination. The status of the documents submitted to the bank should be tracked as to when it was sent from Marketing to commercial & finally submitted to EIL Bank. After the Bank couriers the document to customer’s Bank, customer will be informed about the details manually. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier Company). The commercial department will update this information in the system for future reference. Customer sends the payment details which will be manually keyed in the system by the commercial department for future reference. ETD and ETA will be managed through date types. The information of the Activity dispatch tracking will be shared with the customer using the Web Portal (to be developed by EIL) interfaced with CRM system or a dispatch notification will go from R/3. 3.4.24 Exports: Non CBSEA/ESPEX For Battery Bank On receipt of the purchase order or accepted proforma invoice EIL converts it to Sales Order. At the time of sales order creation credit check will be done by the system. The SAP CRM credit check is triggered in R/3 and therefore the necessary credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. Other critical factors of the order may also be checked in the system – like colour of Lid, Brand, Type of Connectors, other important instructions, etc. Factory will give delivery schedule for the order quantity and the region in the sales order will incorporate the same by breaking the sales order line item wise as per the delivery requirements. Then the order confirmation will be sent to the customer along with delivery schedule. Advance License request will be sent to the Consultant along with input data of the cell/battery types ordered & the relevant sales order no and the order status will be changed to Request for Advance License. Customer might open L/C and the status will be updated to L/C opened manually or if shipment against advance payment then status will be updated as payment made/not made. [For any other payment term other than the L/C terms, order acceptance needs approval of senior authority in advance before order acceptance]. In case of L/C shipment dispatch clearance will be given after receipt of L/C & if it is against Advance payment then after receipt of payment and Advance License details. The sales order will go through the following stages preparation, Advance license request stage, Advance License received, payment term approval,

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L/C not received; Payment received/not received & Dispatch clearance to be managed through user status. After production, factory will send Packing List to the Commercial/Marketing department for preparing pre-shipment documents. With the details of Advance License, L/c terms & conditions and Packing list given by factory, Marketing department will make Pre-Shipment documents & will send to the factory for dispatch. As per the plan given by factory, the factory will arrange excise for inspection & the Marketing through Export Commercial department will arrange for Shipping Container. After container is dispatched from the factory customer will get the dispatch details (Product details/Qty/Container No/Sales Order No/ Customers Purchase Order No.) manually outside the system. The same information can also be keyed in manually in the CRM system for future reference in the text type – Dispatch Information of an Activity Dispatch Tracking. The vessel detail with vessel name, voyage no; shipping ETD & ETA destination will be informed to the Customer. The same information will be keyed in manually in the CRM system in the dispatch tracking activity’s text type Vessel Details. The Dispatch tracking activity will have the following user status Open, Dispatch details updated, tentative vessel details updated, confirmed vessel details updated, shipping documents dispatched. This activity will have the following details text types –Dispatch Information, Vessel Information, Shipping Document Dispatch Information, payment details Once the container is dispatched from the port, EIL will get the Bill Of Lading from Shipping Line. Marketing department will make final Invoice & P/List with details of B/L Number, Container Number & Vessel Name and the same will be forwarded to Commercial department for Banking .The following information will be captured in the system for the benefit of EIL. Final Invoice & P/list Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected Time Of Arrival) customer destination. The status of the documents submitted to the bank should be tracked as to when it was sent from Marketing to commercial & finally submitted to EIL Bank. After the Bank couriers the document to customer’s Bank, customer will be informed about the details manually. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier Company). The commercial department will update this information in the system for future reference. Customer sends the payment details which will be manually keyed in the system by the commercial department for future reference. ETD and ETA will be managed through date types. The information of the Activity dispatch tracking will be shared with the customer using the Web Portal (to be developed by EIL) interfaced with CRM system or a dispatch notification will be required to be sent from R/3. 3.4.25 Exports: Non CBSEA/ESPEX For Specific Requirement On receipt of the purchase order or accepted proforma invoice EIL converts it to Sales Order. At the time of sales order creation credit check will be done by the system. The SAP CRM credit check is triggered in R/3 and therefore the necessary

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credit check customization has to be maintained in R/3. Credit check related customizations would also be enabled in SAP CRM so that the relevant R/3 credit check will be performed. Other critical factors of the order may also be checked/ matched with the quotation so that no ambiguity will be there in the system as the requirement is specific. Factory will give delivery schedule for the order quantity and the region in the sales order will incorporate the same by breaking the sales order line item wise as per the delivery requirements. Then the order confirmation will be sent to the customer. Advance License request will be sent to the consultant along with input data of the cell/battery types ordered & the relevant sales order no and the order status will be changed to Request for Advance License. Customer might open L/C and the status will be updated to L/C opened manually or if shipment against advance payment then status will be updated as payment made/not made. [For any other payment term other than the L/C terms, order acceptance needs approval of senior authority in advance before order acceptance]. In case of L/C shipment dispatch clearance will be given after receipt of L/C & if it is against Advance payment then after receipt of payment and Advance License details. The sales order will go through the following stages preparation, Advance license request stage, Payment terms Approved, Advance License received, L/C not received, Payment received/Not received, Dispatch clearance. Order Execution – After production, factory will send Packing List to the Commercial/Marketing department for preparing pre-shipment documents. With the details of Advance License, L/c terms & conditions and Packing list given by factory, Marketing department will make Pre-Shipment documents & will send to the factory for dispatch. As per the plan given by factory, the factory will arrange excise for inspection & the marketing through export commercial department will arrange for Shipping Container. After container is dispatched from the factory customer will get the dispatch details (Product details/Qty/Container No/Sales Order No/Customer Purchase Order No.) manually outside the system. The same information can also be keyed in manually in the CRM system for future reference in the text type – Dispatch Information of an Activity Dispatch Tracking. The vessel detail with vessel name, voyage no; shipping ETD & ETA destination will be informed to the Customer. The same information will be keyed in manually in the CRM system in the dispatch tracking activity’s text type Vessel Details. The Dispatch tracking activity will have the following user status Open, Dispatch details updated, tentative vessel details updated, confirmed vessel details updated, shipping documents dispatched. This activity will have the following details text types – Dispatch Information, Vessel Information, Shipping Document Dispatch Information, and payment details. Once the container is dispatched from the port EIL will get the Bill Of Lading from Shipping Line. Marketing department will make final Invoice & P/List with details of B/L Number, Container Number & Vessel Name

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and the same will be forwarded to Commercial department for Banking .The following information will be captured in the system for the benefit of EIL. Final Invoice & P/list Number, B/L Number, Container Number, Feeder/Mother Vessel Name, Voyage Number, ETD (Expected Time Of Delivery) Haldia/Kolkatta/Chennai/Mumbai & ETA (Expected Time Of Arrival) customer destination. The status of the documents submitted to the bank should be tracked as to when it was sent from Marketing to commercial & finally submitted to EIL Bank. After the Bank couriers the document to customer’s Bank, customer will be informed about the details manually. (Final Invoice & P/List Number, Date, AWB Number, date, Name of Courier Company). The commercial department will update this information in the system for future reference. Customer sends the payment details which will be manually keyed in the system by the commercial department for future reference. ETD and ETA will be managed through date types. The information of the Activity dispatch tracking will be shared with the customer using the Web Portal interfaced with CRM system or through R/3 delivery notification.

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3.5 Sales Planning Purpose Sales Planning provides the necessary tools for the strategic management of sales. It enables sales managers and their teams to plan their sales targets at different levels, monitor sales continuously throughout the sales cycle, and adjust their sales plans accordingly. This type of ongoing “re-planning” ensures that sales targets are attainable and can be regularly re-aligned when necessary. A sales manager (responsible for several territories) sets sales or contribution targets for the sales employees in the field. Since the sales manager and the sales employees use a common planning platform, the planning tasks performed by the sales manager are closely reconciled with the business planning and operational planning tasks performed by the sales employees. You can specify as many dimensions for entering planning figures (such as sales region, product group) as you need for your planning requirements. The different planners can access different levels of the same data. For example, the sales manager can plan at the product group and sales organization level while the sales employees plan at the product and sales office levels.

1. Analyze sales with plan/actual comparisons and rolling forecasts 2. Create a new sales plan for next sales period 3. Sales managers create a new sales plan for the next sales period, using the information gained above. You can enter data by a range of different dimensions, such as a business unit or product category. 4. Create sub-plans for different territory levels and distribute targets to sales Team. 5. Within the main plan, sales managers can also create sub-plans for different territory within the territory hierarchy. 6. Sales team reviews and returns adjustments to manager 7. The sales targets are then sent to the sales employees who review them and apply them to their own sales plans. The planning figures entered by the sales employees and key account managers can then be automatically rolled bottom-up to the higher planning levels. You check whether the sales employees’ plan data falls within the targets set. Any necessary adjustments to the plan data are made in a new planning cycle (top-down and bottom-up). Once the plans have been finally reconciled and you have approved the field plan figures, the results are saved in the transactional planning Info Cube.

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Distribute targets to sales team

The plan data is released and it is distributed top-down as target values for the sales team. Furthermore, employees receive their own sales target values. Sales representatives plan by opportunity Sales representatives can enter planned sales figures directly in the opportunity. This makes it possible for them to carry out target-oriented opportunity planning. In opportunity processing, sales representative can enter the prospect’s required products, assign quantities and revenue planning data. Review sales targets Sales manager and employees use the following analyses to monitor the development of opportunities and incoming revenue, comparing it against the planning target values. They use the following analysis to help them: ¡. Year-to-date/Year-to-go analysis (YTD/YTG analysis): This helps you to compare incoming revenue with the targets as the sales period progresses. ¡i. Plan/actual comparison: Enables you to compare plan and actual data at specific points in time. ¡ii. Goal achievement: Enables sales managers to monitor the proportion of their targets that have been met with revenue. The information enables managers to review and adjust either individual deals, their forecast figures or even sales targets if necessary

Process Flow: 3.5.1 Telecom, Power & Project, Traction, FMIB-OEM The target will be set as follows: At the first level Customer wise value and Ampere-hour target will be set for each FSO based on pending order, pending quotation & future requirement. The addition of the targets of the entire segment customers of a FSO will add up and the target of a FSO will be arrived. The target of all the FSOs in a region will add up and the Region’s target will be arrived at .Sum of the entire regions target plus the national account targets (managed by HO) will add to give the National target for a segment.

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This will be compared with the target set by the management and if different, the regional, FSO & customer target will be reworked. Management should be able to compare with the last year’s percentage. 3.5.2 FMIB Trade The dealer target will be set based on quantity, value and ampere-hour of product The target of all dealers of a territory will add up to give the territory target. Targets of all territories belonging to a branch will add to give the branch target. Targets of all the branch in a region will add up to give the regional target .The sum of the regional targets plus any national accounts (managed by HO) target will give the national target. The process for arriving at the final target will remain as in the earlier case.

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4. Marketing Functional Scenarios –Functional Scope The mySAP CRM Marketing has the following business processes, which are mapped as per the CRM Marketing business requirements of Exide Industries Limited.        

Budgeting & Marketing Planning Campaign Preparation Campaign Execution Marketing Calendar External List Management Lead Management Activity Management Reporting (Analytics)

4.1 Budgeting & Marketing Planning Purpose: Marketing activities can be planned at various levels, from campaigns for individual products at a local level to high-level marketing plans for the entire company. As part of CRM marketing, Marketing and campaign management helps a marketing department to plan their activities and then, using existing data such as customer data and profiles, to start direct marketing actions. Marketing Plan A marketing plan is used for strategic marketing planning, that is, for planning a concrete marketing concept. This way budgets and deadlines are taken into consideration. A marketing plan could form, for example, the basis for next year’s costing in the marketing department. It is a management tool. You can use any number of marketing plan elements to structure a marketing plan in the form of a hierarchy. You can assign one or more campaigns to each marketing plan. Campaigns Campaigns serve as operative marketing planning. They describe actions that are carried out, such as mailing actions, product promotions, and telemarketing. For these activities, the following, for example, are defined in the campaign: target groups, products, documents, person responsible, and budget. Campaigns are used for operative marketing planning and execution. Campaigns can be broken down into campaign elements. Process

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

The Advertising/Publicity Budget is initially set at the Director-Industrial Level. The Marketing plan is created in the Marketing Planner of the CRM. The Marketing planner also captures the Budget allocation to the various marketing elements, like the Marketing Plan, Campaigns and Campaign Elements.

The marketing plan that is created at the highest level is the Annual Corporate and Publicity Marketing Plan or the master marketing plan. The yearly marketing plan is created by the Chief - Commercial Services who reports to the Director and handles Commercial & Mktg. Level Services at an All India level. 

This Annual Corporate and Publicity marketing plan is created once in a year. The person responsible for the Marketing plan is entered in the Marketing plan. The authorization is set for the yearly Marketing plan so that it cannot be changed by any person other than the authorized person in the HO who has the authorization to create or change, this is done by the assigning an authorization group. The yearly marketing plan can be viewed by all the other users who can access the Marketing planner. The yearly marketing plan is given a start date and an end date.

Chief Commercial distributes the Marketing Budget among the various RSMs and their regions and at the same time withholds some budget with himself for allocation to the Chief Business Managers – Brand Management for All – India/Central Product Level Campaigns. 

The marketing budget is allocated among the five Marketing elements based on the Regions (North, East, west and south) and HO / Brand Management as the sub Marketing Plans that are created below the annual Marketing Plan. These budgets values are entered in the cost planning tab page of the respective marketing elements based on the yearly spend under various heads. The budgets can be updated only by the authorized person assigned to the authorization group at this level.

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Exide CRM Marketing Plan Structure

Annual Marketing Plan

HO

North

Infra I

Infra II

East

Exports

West

Cap Lamps

South

FMIB

Corporate

The five Marketing Plans under the Annual Marketing Plan has the four Regions and a HO, under these the Campaigns and Campaign elements are assigned. The Allocation of budget to various the marketing elements at the regional level and the HO level marketing is done manually based on discussions with CBMs/RSMs/previous advertising and publicity budget spends. Once the CBM/RSM regions and HOs are allotted the budget he requests the BHs/AMs under him to submit their BAARs (Brand/Branch Advertising Auth Request). The BAAR lists down the various campaigns to be carried out during the year. The required budget for the various Marketing plan and campaign can be entered manually in the cost tab page. 

The budgeting of the various campaigns five marketing elements North, East, West, South and HO is entered in the cost tab page of those Marketing Elements under the respective Campaign Element heads as the planned cost.

Prerequisites: To enable the view of cost planning tab page the respective planning profile group must be attached to the Marketing planner. To define a Planning Profile group a planning profile needs to be created in the SAP BW and the Planning Profile should be assigned to the Planning profile group. Gaps:

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



The actual cost capturing for each of these marketing elements and the analytics of Cost Planning & Budgeting can be done only, if these cost are captured in the R/3 system through the PS module. Cost based on Unit of measurement of the Ad material consumption.

4.2 Campaign Preparation The campaign preparation becomes the prerequisites for executing a campaign. The campaign preparation is the activity that is done before the execution of the campaign. Campaign Preparation Process Action Activities are assigned to the Action Profiles. The relevant action profiles are selected in the campaign type. Mailing action Printing action Triggering Activity

Marketing Plan Campaigns can be assigned to Marketing plan. It gives the structure of all marketing related plans in an organization. Planning profile (Budget allocation) Text Date, partners Target groups Cost Planning The Planning Profile is defined and assigned to the campaign so that the cost will be captured for the campaign in cost tab page

Segmentation The target group of the business partners to be assigned to the campaign are segmented through the segment builder and assigned to the campaigns. Marketing Attributes Infosets BW Queries

Campaigns The campaigns will have all the controls object attached to it. Campaign Type/Objective Tactics Person responsible Planning profile (Budget allocation) Partners Text, Date, Status management Target group, products, discounts Actions Communication Channel

4.2.1 Segmentation Purpose:

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Activities The surveys are attached to the activities. This in turn can be assigned to the action profiles. Surveys A survey is a type of questionnaire, which can be used to gather information from specific users. Title Section/subsection Question Answer Answer options

Dividing the customer master into different groups is called customer segmentation and depends to a great extent on the planned marketing activity. The segmentation of the business partners is used to identify the target customer on whom the campaign should run on. The segmentation of the customers is done in the Segment Builder of CRM Marketing. Process: Target groups can be created from a variety of different data sources for example, from InfoSet queries, SAP BW queries, business partner master data, and acquired address lists in the Segment Builder. Target groups may be attached directly to marketing campaigns. 1. Attribute sets Attributes can be created in CRM for marketing purposes, for example “hobbies." Related attributes can be combined into attribute sets that will later form the basis for profile and target group modeling in the Segment Builder. After attributes are assigned to a business partner, you can maintain these attributes accordingly and use them for target group selection. 2. Infoset InfoSets are used to access business partner master data (stored for example in CRM or SAP R/3), which allows you, for example, to select all business partners with a certain zip code, birthday, or so on. 3. SAP BW Queries BW queries are used to access transactional data stored in SAP BW, for example "number of purchases per month” or “sales volume.” 4. External List Address data acquired from data vendors is imported into SAP CRM and made available for subsequent processing in the form of target groups. Following is the list of Attribute sets and the Infosets used by FMIB business process to segment business partners to create target group. Marketing Attributes (Attribute Sets) Some of the Attribute sets under which the various Attributes listed below will be classified  Dealers Attribute Set  FMIB End Users Attribute Set  UPS OEMS Attribute Set  Inverter OEM Attribute Set

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1. Product  Inverter-Flat  Inverter-Tubular  Inverter-VRLA  UPS-Flat  UPS-Tubular  UPS-VRLA  2V Tubular & Plante 2. Annual Off-takes (Rs Lakhs)  >500  300-500  100-300  25-100  50 7. No   

of Institutional Customers 0-25 25-50 >50

8. No   

of OEMs 0-25 25-50 >50

9. Customer Orientation (In Terms Of Initiatives / Year)  >5 (High)  2-5 (Medium) 