ERP System

ERP System in PTCL [Implementation of SAP in PTCL] PTCL realised the importance of information in decision making and to stay competitive it has look out for a solution which can replace all of the legacy systems and centralized the information in one place, so that it is up to date and correct. ERP system SAP is deployed in a phased approach in PTCL which was considered as a successful project in the history of PTCL because of the efficiency of work routines and availability of correct and updated information for decision and its impact on business strategy.

[2012-12-03]

Compiled by GROUP 1

Table of Contents Contents Contents................................................................................................................. 2 1.Executive Summary ............................................................................................ 3 2.Abstract............................................................................................................... 3 3.Background and introduction.............................................................................. 3 3.1ERP Systems Background............................................................................... 3 3.2Why ERP? ...................................................................................................... 4 3.3Company Background.................................................................................... 4 3.4SAP in PTCL.................................................................................................... 5 3.5Methodology .................................................................................................. 6 4.Implementation................................................................................................... 6 4.1Need of ERP in PTCL....................................................................................... 6 4.2Implementation of ERP in PTCL......................................................................7 4.3Challenges faced during implementation ......................................................8 4.4Pros and Cons .............................................................................................. 12 5.Analysis: Case study PTCL................................................................................. 12 5.1Impact of SAP on PTCL................................................................................. 12 5.2Risks identified by PTCL............................................................................... 13 5.3The use of SAP in PTCL................................................................................. 13 5.4PTCL before and after SAP............................................................................14 6.Conclusion......................................................................................................... 15 7.References........................................................................................................ 16

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1. Executive Summary 2. Abstract PTCL realised the importance of information in decision making and to stay competitive it has look out for a solution which can replace all of the legacy systems and centralized the information in one place, so that it is up to date and correct. ERP system SAP is deployed in a phased approach in PTCL which was considered as a successful project in the history of PTCL because of the efficiency of work routines and availability of correct and updated information for decision and its impact on business strategy.

3. Background and introduction 3.1 ERP Systems Background ERP stands for Enterprise Resource Planning that is a software system. Software systems manage business solutions and modelling supporting functions fields such as planning, manufacturing, sales, marketing, distribution, accounting, financial, human resources management, project management, inventory management, service and maintenance, transportation and e-business. ERP is used for planning, managing operations and involves of an organization at any level. The objective of ERP is to provide the flow of information between entire business functions inside the boundaries of the organization and manage the relationship to outside stakeholders (Bidgoli, 2004). ERP system can operate on different kinds of computer hardware and network configurations and generally using a database as a repository for information (Khosrwo, 2006). • ERP is to start with initially efforts at calculating machines in the 1940s. In the 1960s, ERP introduced by J.I. Case who was the manufacturer of tractors, machinery development and joint work with his partner IBM. A material requirement planning (MRP) is the earlier attempt. This application software provides the process for planning and scheduling materials in order to difficult manufacturing products. In the 1970s, MRP solutions were big, expensive and clumsy. They need a comprehensive technical staff to help the mainframe computers on which they operate. • In the 1972s, five engineers in Mannheim, Germany start the company, SAP (Systemanalyse und Programmentwicklung). The objective in developing SAP is to create and market quality software for included business solutions. • In the 1975s, Richard Lawson, Bill Lawson and business partner, John Cerullo start Lawson Software. • 1n the 1977s, Larry Ellison starts Oracle Corporation. • In the 1978s, Jan Baan starts The Baan Corporation. 3

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In the 1979s, Oracle introduces the first time business solution SQL database management system. • In the 1980s, J., D., Edwards starts IBM system. • In the 1981s, Baan starts to develop Unix as their major operating system. • In the 1982s, Baan introduces its first software product. • In the 1990s, Baan software captured 35 countries through indirect sales channels. The term ERP is coined in the initially 1990s when MRP-II is extended to manage areas such as engineering, finance, human resource and project management. In the 2002-2005. Often ERP systems are increasing their products to be “ Internet Enable” so that customers worldwide can have direct approach to the supplier’s ERP system. Services oriented architecture (SOA) becomes a standard that ERP vendors task towards. This software architecture permits various systems to communicate between one another. Since an organization is to embodied and consolidate in ERP systems (erpandmore, 2012).

3.2 Why ERP? In the absence of ERP, organizations normally use different software’s in order to meet their business goals. The departments within the same organization use different software’s in order to perform their business and daily tasks. The problem of using different software’s is that there is interaction between them which is crucial for an organization to do business. Another problem is with customization which turns out to be very costly as if all software requires customization then quite much resource is needed to perform it. The major resource utilized is money and time which affects the performance of business activities in an organization. Other issues like design, functionality of the customization etc. are also related in using different software’s. With the advent of ERP system a lot of changes were introduced in organizations, overcoming many problems related to business activities and processes. ERP integrated all the solutions in one package. The purpose of ERP is to allow the smooth flow of information between different departments within an organization and to manage the connection to stakeholders. The reason ERP system is preferred by many organizations is it integrates many activities like supply line, purchase, finance, marketing, quality control, product process, stock etc. in one database. ERP system simply integrates all the departments of an organization in one computer system which serves the need of all departments. ERP system systematizes the business procedures by putting them in an understandable and standard format that is common for the entire organization.

3.3 Company Background

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PTCL, Pakistan Telecommunication Company Limited is a leading organization that provides telecommunication services in Pakistan. It provides functionalities like fixed and wireless telephonic services nationwide, broadband services using both wireless and fixed lines and some other services like IPTV and home surveillance and alarms. PTCL is the largest CDMA operator and provides the backbone for country’s telecommunication infrastructure. It also provides the infrastructure for other telecommunication operators and corporate customers in Pakistan. PTCL have following departments, Human Resource, Technical Department, IT Department, Operational Department, Corporate Affairs Department, Finance Department, Commercial Department, Special Projects Department, Marketing and sales Department, Revenue Department and Customer Care Department.

3.4 SAP in PTCL PTCL realized from others as well as from own experience that a lot of projects do not meet the project milestones and goals of the absence of good project management. They also mentioned that some projects could have been saved if proper project management was in place at the right time and if some framework was used to address the risk in project. They also realized that if the work flow increases and the capacity is low then it leads to business risk. In order to make the information available to all departments where necessary and increase the revenue PTCL select to focus on ERP system. PTCL choose to implement SAP into its organization with the help of SIMENS. SIEMENS helped PTCL to implement the ERP System SAP which took over 20 months. The implementation of ERP System into PTCL was a challenging task for both SIEMENS and PTCL itself because ERP System makes significant changes in the client organization. ERP system was implemented in a phase approach. The methodology used is ASAP methodology. ERP in PTCL is in following areas: Material Management (MM), Financial Controlling (FICO), Human Capital Management (HCM), Network Life Cycle Management (NLM) Project Systems and Network Life Cycle Management (NLM) Plant Maintenance.

Material Manageme nt (MM)

ERP System SAP at PTCL

Financial Controlling (FICO)

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Network Life Cycle Management (NLM) Project Systems

Human Capital Manageme nt (HCM)

Network Life Cycle Management (NLM) Plant Maintenance

3.5 Methodology Our primary data collection methodology is interviews with the individuals involved in SAP system directly or indirectly in PTCL. The interviews are prepared according to the course literature, the articles and lectures slides. The secondary data collection methodology involves online resources including website of PTCL, SAP (SAP ERP Business suit ECC 6.0) and Siemens.

4. Implementation 4.1

Need of ERP in PTCL

It’s not easier to implement ERP without managing the knowledge assets of the organization. In order the functionaries to perform the business activities in better way they were in need of an integrated system in PTCL. For the reason, PTCL initiated an integrated ERP project in March 2007. PTCL had initially established an ERP system to carry out the business activities. Although there was an ERP system but it was not an integrated system. PTCL currently relies on legacy processes and disparate legacy system most of which are not fully automated. PTCL also want to increase their efficiency and stay ahead of the curve. That’s why this organization considered at investing into an ERP solution. The management of PTCL also believe that, “ERP systems seek to make significant changes within client organizations that may be culturally resistant to change. Such situations require a great deal of planning and mobilization of resources across the enterprise in order to evaluate the solution and assess how closely it meets the company’s demands. A deep understanding of every module of the ERP in conjunction with the stakeholders’ requirements becomes a critical aspect of the selection criteria”. 6

Literature suggests that right choice to ERP solution is also a critical success factor. Certain considerations for the choice of the package involve important decisions, for example, budgets, timeframes, goals, and deliverables etc. PTCL selected SAP keeping in view the requirements of the functionaries and business processes. PTCL studied different processes as ‘As-is’ and ‘To-Be’ processes and evaluated to ERP software selection as needed to requirements.

4.2

Implementation of ERP in PTCL

For the implementation of ERP system PTCL called for the vendor selection process. This process involved vendors into bidding process against Request for Proposals (RFPs). PTCL received RFPs from almost 10 vendors. A scale was divided into 5 classes was formed with respect to required information needed by the functionaries. PTCL negotiated with the vendors through functionaries that it didn’t involve the ERP team. In this way, it provides to better evaluate the best system against the requirements. PTCL signed a contract for SAP based Enterprise Resource Planning with Siemens Engineering Company of Pakistan. Under this contract Siemens implemented SAP based ERP system in PTCL.PTCL management views the ERP implementation as an opportunity to revamp the business processes of the company to bring them in line with those required of a modern telecommunications service provider. The ERP implementation focused on following: Financial Management, Supply Chain Management, Human Capital Management, Network Lifecycle Management, Planning and Business Process Optimization. The entire project was expected to take 20 months with significant deliverables every six months. The implementation of ERP is a significant step towards making PTCL an agile enterprise. Additionally, with the business of PTCL transparent and consistent, PTCL is going to have proper controls on budgets and expenditures, inventories and procurement. Besides, after implementation of the ERP system, organizational productivity and efficiency is likely to get a considerable boost, having a significant downward impact on the operating expenses of PTCL. The company is expecting to be a better position to aggressively roll new products and services in line with customer expectation along with providing improved financial management and corporate governance. 7

In the case of PTCL, a lot of these processes were challenging, the strategic decision required all the stakeholders across the enterprise to be fully engaged in the process of selecting the right solution for their needs. Each business unit needed to make its assessment and analyses of which solution would best serve its needs. PTCL Manager stated that; “Before ERP implementation, the training was conducted at functional level in the form of organized training sessions and during the implementation the training was based on end user roll out and sim tutor. In PTCL the ERP system-SAP was the successful implemented project in history.” The training cost would result in terms of time cost. As stated by the manager, it was more time consuming to provide training at individual level and search out the information for use. It was also mentioned that there were 530 employees for the working of commercial account Lahore dealing with the particular transactions before ERP implementation that may be the reason to increase costs. The implementation of new ERP system enables 30 employees to handle the working. Before the ERP implementation, the data was in scattered form; there was no visibility of data that is it was hard to access and proceed with proper available information. With the SAP, PTCL is enjoying the beneficial advantage; there are checks and stages in the SAP. For example, complete logs are maintained for salary checks. In addition, Proper process is followed for auditing purpose and feedback mechanism.

4.3

Challenges faced during implementation

After the selection and during the implementation of ERP System (SAP Business Suite) PTCL has to encountered some issues which needed to be resolved for the ERP project to be successful. The identified challenges are: 1. Conflicts within the management (Inclusion of the whole group) 2. Data Collection from different departments 3. Data migration and conversion to new data format 4. Organizational restructuring 5. Absence of competitive advantage 6. Training 7. Hardware adaptation 8. Transfer of human knowledge 9. Knowledge for creating desired processes in the organization 10. Problems with manual compilation of documents/Human errors to instructions 11. Customization of some business processes 8

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Time management issue Customer response and retaining the subscribers

Conflicts within the management (Inclusion of the whole group) For the whole management to understand the working of ERP their involvement was necessary but most of the top management was busy in their daily operations and re-engineering some of the business processes for aligning them with ERP processes. Another problem was from the stake holders who were eager to see the results and performance of the ERP system which was dealt with the approach of Quick wins, where the efficiency of user’s daily operations and tangible business benefits were highlighted. Data Collection from different departments PTCL was using many legacy systems in different departments for their business processes the biggest challenge faced was collecting all the data from different departments legacy systems. A lot of interfaces for the legacy systems were required. The implementation team point of view was that the dispatch team for collection data from various departments collected one million data records in 6 months and this process (data collection) was still ongoing. Data migration and conversion to new data format Another complex challenge faced by the implementation team was migration of the data and converting them to the new format so that it can be readable by the new system and understandable by the users and management for making decisions. Organizational restructuring The management had an idea about this issue and they were facing quite many challenges during implementation phase because they have to restructure departments and their operations including personnel based on their skills so that they can be aligned with the implementation. This process required daily meeting and discussion about incentives for work force reduction. The management has to spend some extra effort into this because PTCL is spread nationwide and have different subsidiaries like Ufone and Paktel. The discussion was taking time because of the resistance from managers and taking decisions for PTCL itself and its subsidiaries. Absence of competitive advantage The biggest challenge here was from stack holders and top management who wanted to see the results yield by this system and how it can help the organization for smooth and efficient business operations and how it can help compete with other subsidiaries. They technical department and the implementation team had to come up with solid results in the post implementation phase where closing of the accounts for end-to-end adjustment entries which took 45 days before now take a total of 4 days. The efficiency of the users in daily operations was another result for 9

competitive advantage. The efficiency of the system in automating complex business operations, best business practices introduced by SAP and ‘SAP reporting visibility’ for making important decision were also highlighted. Training The implementation team organized training sessions for the management including the users based of different skills which was time consuming. The implementation teams have to prepare and compile manual instruction documents; CD’s and books for the users to understand the new system and how it can help their daily operations including the top management. The top management point of view was more time should be put in the training sessions but it was very difficult because of the difference in skills and the unwillingness of moving away from the legacy systems. In the post implementation phase, the non-technical departments kept the technical department and some of the implementation team personnel busy in making them understand how the system can help execute some particular operation efficiently. This was because the non-technical department did not wish to read and go through the material provided (CD’s, Books and instruction manual document). This did not put any impact on implementation process of ERP system (SAP). Hardware adaptation PTCL point of view was that the current hardware should be used for working out with the new ERP system but there was a conflict between technical department and the top management because the technical department knew that old legacy systems and hardware are not feasible for the new ERP system. PTCL decided to adopt the new hardware platform after discussion with implementation team in the initial phase. These issues made PTCL perform necessary adjustment in their cost. Transfer of human knowledge Knowledge is very important for ERP system implementation and aligning peoples. During the implementation phase while interacting with the users for gathering knowledge some peoples were reluctant to sharing knowledge. The reasons were due to the organizational policy (limitations and restriction on knowledge) and also because some peoples do not want their work to be brought up in front of others. The reasons of information hiding could be as the knowledge enhances the performance level of the employees, some user’s wants to conceal it for their own performance and dependency on them. Knowledge for creating desired processes in the organization PTCL required the knowledge for some of their desired business processes and information hiding and barriers was creating problems for the implementation team to align the custom processes along with the SAP processes. The knowledge was necessary to construct the new business processes so the management used a systematic way to capture knowledge for the desired processes. The systematic approach was 10

brainstorming session, Training concepts and magazines. In brain storming sessions a target was set and was reported in evening. In training sessions the necessity, benefits and importance of knowledge sharing was conveyed. The magazine publishes the benefits of knowledge sharing and enhancing user performance. This systematic approach proved to acquire the related knowledge besides the limitation and barriers. Problems with manual compilation of documents/Human errors to instructions As the documents were compiled manually some terms were misleading because of the phenomenon that manual work is sometimes prone to human errors. In PTCL, during the post implementation phase some human errors were identified because of the manual compilation of the documents. PTCL provided information in the manual document on how to access the documents and the keyword for accessing the document was ‘SAP MReP’. This was incorrect and this problem continued for 1 month. The implementation team had to go through the documents to sort out the error which was then fixed and the correct keyword was “SAP MR3P” along with the enter key. Customization of some business processes PTCL wanted to customize some of the business processes because of their specific needs. The implementation team has to focus towards how to align the customization along with the SAP processes. It was a challenging task because it does not only involve aligning the processes but also making changes to meet the specific need of PTCL business strategy. Time management issue PTCL wanted to improve the employee’s performance by providing them with knowledge of particular functional area and they were asked to take part in other functional activities apart from their normal daily routine work. This situation was burden on employee’s because now they have to take part in two activities, one their normal routine work and second the requested work load. It distressed the functional efficiency of the employee’s. Customer response and retaining the subscribers PTCL also has to work on the customer response due to no access of updated information to the customer representatives and the problem of dealing with retaining subscribers. PTCL along with the implementation phase was restructuring some areas which caused downtime to the customers and its services. PTCL dealt with it by providing good and efficient infrastructure and providing its services at low cost for a short period of time. PTCL also provided new services on the same infrastructure like broadband and IPTV for customers on lower prices than its competitors which dealt with the customer frustration due to down time.

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4.4

Pros and Cons

Apart from the challenges faced by PTCL during the implementation phase in ERP system, this project (ERP SYSTEM: SAP Business Suit) was a successful project because the ‘SAP report visibility’ provided critical information in decision making along with subsidiaries i.e. Ufone and Paktel. The closing of account for end to end adjustment entries, which took 45 days before was now reduced to 4 days only. The management which lack information in particular area and processes now has access to the information which helps them take important decision. The manual work and legacy system data resulted in late beginning of new projects initiated by PTCL, ERP automated all of these activities and now PTCL starts the project on time. The user’s daily operation working is improved and they clearly see the efficiency of ERP System in their daily work. The strategic decision for PTCL and its subsidiaries now has access to the critical knowledge at the required time. The cost required for maintenance is high. Any modification and maintenance in the SAP Business Suite is costly because PTCL contacts the consultants which are expert in their field and are costly at the same time. Maintenance requires down time in some parts which effects other processes as they need the updated information.

5. Analysis: Case study PTCL 5.1

Impact of SAP on PTCL

ERP helped to move the PTCL into new arena of advance technology in order to redifine the business processes. ERP is used for the phrase Enterprise Resource Plannin system that integrates all the data and processes of an organization into one single and unified system. ERP system mostly use multiple component of hardware and software component of the computer for the purpose to integrate the whole system. The key factor of using the RP system into the organization is to use one single and unified database in order to store data for various modules. PTCL had many problems before using the ERP system because there was no standard application for the Accounting and finance department, HR department, Procurement and Inventory Department, ongoing projects, maintainance, work order and for the business information department. By the introduction of ERP system into the PTCL, two or more independent applications eliminate the need for external interfaces that were previously required by the system. PTCL came to know that ERP system is very helpful and useful from standardization and lower manintainance to easier and greater reporting capabilities and the most important thing is to kept all the data in one database which ultimately impact the business 12

processes and efficiency of the organization. PTCL wanted a system that can hold the whole data across the enterprise PTCL, PAKNet, Ufone in order to all the information and to make it easier to access good quality information on time because in the past the lack of integration between the various computer system has limited the useful information for controlling the business and making the quick decision. After the installation and implementation of SAP into the PTCL , greater agility in meetings, and the need of customer, suppliers and staff has been possible. The project has changed the way PTCL does its daily operations and everything is running smoother after the installation of ERP system because this is a huge job in order to collect all the critical informations that the business needs that was not available for the general use to sitting these informations in the small pockets but ERP make it possible to gather it all together and make all the informations available for the whole enterprise to use it and interpet it. ERP has removed all the boring bits of daily work operations and there is no need to do huge reconciliations of accounts each month due to the discipline and control that are already built into the systems means that all the accounts must always be in balance.

5.2

Risks identified by PTCL

5.3

The use of SAP in PTCL

In PTCL, Siemens Pakistan Ltd has installed the SAP, which is most specialist software SAP from Germany the world’s leading supplier of the ERP software. This project has given the name : Project A-SURE, Where A stands for Agility, S stands for Security, U sands for Unity, R stands for Reliability and E stands for Excellence and these were basic objectives of the projects. During the installation of SAP the experts from PTCL and Ufone were working closely together with the Siemens and SAP consultants in order to make suer that business needs are understood. The installation of SAP into PTCL was divided into two different phases: Phase 1 and Phase 2. The first phase of the SAP installation has completed around November in the year 2007. The first phase has covered the Accounting and Finance department, HR Department, Inventory and Procurement department . While in the second phase of SAP installation has covered the projects, Work orders, Maintainance, and Business Information departments of PTCL. There are many advantages of the ERP system into the PTCL, because after the SAP installation, the project has replaced a little databases all over the company with one massive one and big cleanup of that data has been done before putting it in the ERP system, all the erorrs and duplications has been removed, the amount of useful information has vasted for making quick decision and has made the job 13

easier for the HR department that was not before. The SAP is completely installed in every department of PTCL and working very smoothly that was not possible before due to small databases and application that were installed across the enterprise like PTCL, PAKNet and Ufone. The training was also conducted in two different phases. In the first phase of SAP training, the Siemens has trained the PTCL trainers and the PTCL trainers has further trained the staff of PTCL that are supposed to use the software. The SAP software are using in different departments of PTCL that can the daily operations in a smooth way.The landscape of SAP at PTCL is as under; Material Management (MM): MM deals with the basic data, purchasing, inventory management and invoice verification of PTCL. Human Capital Management (HCM): management and employee master data.

HCM deals with organizational

Financial Controlling (FICO): Financial Controlling is the main entity of SAP in PTCL that ecompasses accounts payable, invoice verification, bank accounts, payable, receivable, general ledger, extended general ledger and credit management. It also controls profit center accounting, consolidation and business planning, treasury and risk management and costing. Network Life Cycle Management (NLM) Plant Management: It mostly deals with major maintainance and operations activities relating to access, switching and transmission networks. In PTCL, Management Plan is an entity which is used to facilitate operations and management of technical objects for example access networks, transmission and switching equipments that are planed by planner groups for example engineers and senior eniner which is further dealed by the work centers like engineers, supervisors and technicians in order to carry out maintainance jobs. Network Life Cycle Management (NLM) Project Systems: This is mainly deals with different activities of the project for example project creation, material planning, project scheduling, ad project execution.

5.4

PTCL before and after SAP

Before implementing the ERP system, there was a lot problems that PTCL were facing that ultimately resulted in wastage of time and training cost and accessibilty of knowledge in order to carry business operations. Before ERP implementation, the data was in scattered form that was hard to access and proceed with proper available information due to invisibilty. But now with SAP, PTCl is enjoying the beneficial advantages. For example there are checks and stages in the SAP that maintained a complete log for 14

the salary checks. There is a systemetic and proper process for auditung purposes and feedback mechanism. Before ERP implementation, the training was conducted at functional level in the form of organized and schedules training sesion and this training cost would result in the term of time cost. The training cost of PTCL was too high before the implementation of ERP because it was too difficult and time cosuming to provide training at the individual level and search out the information for use. This training cost further lead to time cost as well as training cost but after ERP implementation the training is based on end user roll out and sim tutor. Before Implementation of ERP, a large number of employess were working in each department in order to carry out daily business operations that was the big reason of increasing operational cost but with the implementation of ERP, the number of employees has been reduced to certain level. For example 530 employees who were working in the Customer Accounting department (Lahore) that were resposible for particular transactions before the the implementation of ERP but after the implementation of new ERP system in PTCL has reduced the number of employees from 530 to 30 employees and these 30 employees are enbale to handle the daily bussiness operation. In short, PTCL were facing different problems before the implementation of ERP, like access to data, time management.They identified these issues during designing of ERP project. In order to resolve these issues like knowledge management, time management, cost management etc PTCL adopted different strategies. The biggest advantage of the implementation of the SAP system in PTCL is to reduce the almost 60 % cost and this is the biggest achievement in the PTCL history.

6. Conclusion PTCL provides telecommunication services and also a back bone of telecommunication infrastructure in the country. PTCL and its subsidiaries together are providing telecom services across the country. PTCL itself provides fixed lines telephony, broadband and IPTV services where as its subsidiaries provides mobile communication services in the country. PTCL realised that correct information plays an important role in the business strategy. For PTCL to be successive it needed to get rid of its legacy systems because different departments were operating on different legacy systems and there was no complete access to information for the top management which was helpful in decision making. PTCL felt the need of an enterprise system that can automate its business processes and 15

integrate all of its important information in one place and keep it consistent. PTCL selected to go for SAP after requesting proposals from vendors. SIEMENS and PTCL personnel formed a team and with the help of SIEMENS, PTCL implemented the SAP Business Suite in a period of 18 - 20 months in a phased approach using ASAP methodology. PTCL and SIEMENS faced challenges in the implementation phase which provided key learning’s for PTCL personnel. Besides the challenges in the implementation of ERP system at PTCL it was a successful project in the history of PTCL. The ERP system did not only provided and automated the business processes but it also aligned the customized and specific needs of PTCL business processes along with SAP processes. PTLC took advantage by restructuring its organization and aligning it to SAP best practices along with its specific customized processes. ERP system was considered as success and it enhanced the overall efficiency of the organization.

7. References

1. Bidgoli, H., (2004). The Internet Encyclopedia, Volume 1, John Wiley & Sons, Inc. p.702.

2. Erpandmore, (2012). ERP History – ERP and More. Retrieved, November, 24, 2012, from (http://www.erpandmore.com/erpreference/erp-history/)

3. Khosrwo, P., M., (2006). Emerging trends and challenges in information technology management. Idea group. Inc. p. 865.

4. Rabia Garib: http://ciopakistan.com/2010/11/implementing-erp-niazmalik-gives-the-insights/

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5. A Case study on knowledge management : http://writepass.co.uk/journal/2012/11/a-case-study-on-knowledgemanagementpractices/#2_Aim_for_the_Adaption_of_Interview_Approach

6. www.ptcl.com.pk

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