SWOT
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Showing posts with label MBA Reports. Show all posts
Showing posts with label MBA Reports. Show all posts
Friday, March 11, 2022
ERP Advantage and Disadvantage
Project:
ERPAdvantages and Disadvantages Top ERP vendors Top 3 Vendor ERp modules
ERP
ERP, which is an abbreviation for
Enterprise Resource Planning. It refers to all the components that
are required to establish the system, like ERP software, IT
infrastructures, business process and so on. ERP software is a part
of ERP system. It is about automatic data processing for easy way of
countering the problems and data being used by the organizations. It
helps to improve the way of doing business and making profits. It is
a Single database, anyone can access to his required document
whenever, wherever and anyhow he needs to know.
Analyzing Distribution Channel of “LG”
Analyzing
Distribution Channel of “LG”
Name
of the Course: Distribution Management
“Table
of Content”
|
Topics
|
Page no.
|
|
1.0.
Introduction
|
01
|
|
1.1.
Origin of the Report
|
01
|
|
1.2. Objective
of Report
|
01
|
|
1.3. Scope
of the Report |
01
|
|
1.4. Methodology |
01
|
|
1.5. Limitations |
01
|
|
2.0. Organization
Overview
|
02
|
|
2.1. LG
company history |
02
|
|
2.2.
Market coverage |
02
|
|
2.3. The
channel
|
03
|
|
2.4. Distribution
Process of LG
|
03
|
|
2.5. The
product
|
04
|
|
2.6. Management
|
04
|
|
2.7. Controlling
|
04
|
|
3.0. Package
enticements
|
05
|
|
3.1.
Managerial product and sales training
|
05
|
|
3.2.
Regional warehousing |
05
|
|
3.3. New
product development plans |
06
|
|
3.4.
Market Management Manufacturer
Management |
06
|
|
3.5. No
penalty stock rotation |
06
|
|
3.6. List
pricing |
06
|
|
3.7. Comprehensive
Cooperative Advertising |
06
|
|
3.8. Price
Protection |
07
|
|
3.9. Drop
shipment capability
|
07
|
|
3.10. Rapid
or Time Delivery |
07
|
|
4.0. Channel
conflict |
07
|
|
4.1. Over-distribution |
07
|
|
4.2. Stocking
levels |
08
|
|
4.3. Assigned
markets
|
08
|
|
4.4. Transshipping |
08
|
|
4.5. Competition
resources |
08
|
|
4.6. Size
of profit margin |
08
|
|
4.7. Pricing
issues |
09
|
|
4.8. Overselling
without regard to Availability |
09
|
|
4.9. New
product launches |
09
|
|
4.10. Sales
quotas |
09
|
|
4.11. Large
account coverage |
09
|
|
4.12. Competitor |
10
|
|
5.0.
Better alternatives for the company
|
10
|
|
5.1. Indirect
channel |
10
|
|
5.2. Increase
Warehouse |
10
|
1.
Introduction
- Origin of the Report:
Our instructor, assigned us a report, which is a partial requirement
of the course "Distribution Management". A research was
conducted on the distribution channel of the LG Company.
1.2 Objective of Report:
The objective of this report is to asses the existing distribution
system, the impact of the Distribution process, and to find out
better alternatives for the company.
1.3 Scope
of the Report:
The report contains a brief discussion of the various activities of
the company and its distribution process, also the sales promotional
activities. Due to some limitations discussed here the departments
and its activities are not explained in details, which is been
discussed later.
- Methodology:
The data collected for this report are both secondary and primary.
Past records of the company were analyzed to gather information and
direct interviews were conducted to collect information.
- Limitations:
It was not possible for us to cover all the segmented regions of
Karachi city let alone all districts. There were also problems of
collecting the primary data from the
sales force. For above mentioned reasons we had to come up
with some arbitrary data.
- Organization Overview
- LG company history:
LG Electronics, Inc. (Korea Stock Exchange: 6657.KS) was established
in 1958 as the pioneer in the Korean consumer electronics market. The
company is a major global force in electronics and information and
communications products with more than 64,000 employees working in 76
overseas subsidiaries and marketing units around the world. With
annual total revenues of more than US $16.9 billion
(non-consolidated), LG Electronics comprises three main business
companies: Digital Display & Media, Digital Appliance,
telecommunication equipment & handset. LG Electronics' goal is to
enable the intelligent networking of digital products that will make
consumers' lives better than ever.
- Market coverage:
For market coverage the company use intensive distribution system
by authorizing several distributor to sell products in a
given market segment. They have total 129 direct sales in the
country, 36 direct sales force in Karachi. They have their
showrooms as well. They are setting up or expansion their
channel where necessary and they also have more than one show
room in some of the areas.
- The channel:
To reach the market company
use their direct sales force. They have total 139 direct
sales force and to reach the regional end user company also
use their direct channel system and to serve the market
more smoothly they are planning to set up 300 showroom in
the country by 2012.
2.4
Distribution Process of LG:
LG is an international brand world wide. They have their unique
distribution channel in Pakistan; they market their product through a
domestic renowned company known as BUTTERFLY. LG has given their
license to BUTTERFLY Company to market their product.
LG import their product from KOREA and the product come to the
Karachi port and then it send to the warehouse, from where the
product delivered to the different showroom located in the country.
Lastly the showroom or the direct sales force can sell to the end
user.
Imported
Warehouse
LG
Showroom
END-USER
LG
Showroom
LG
Showroom
2.5
The product:
Digital Display & Media Company Digital
TV, PDP, Monitor, CD-ROM Drives, DVD-ROM Drives, CD Rewritable
Recorder, DVD Player, Audio, Security System, Recording Media, Video
Phone, PC Camera, Banking Automatic System PCB Digital
Appliance Company Air Conditioner,
Refrigerator, Microwave Oven, Washing Machine, Vacuum Cleaner,
Compressor for Air Conditioner, Compressor for Refrigerator.
2.6
Management:
They have direct sales manager. Area based
manger, and also country sales manager. The sales person in
Karachi reports to the direct sales manager in country head and
the sales person in Karachi also report to the sales manager
in Islamabad. Finally all the report go to the head office
of LG.
2.7
Controlling:
They
strictly control their work force. Each day the direct sales force
channel report everything to the head office. They record sales copy,
customer copy showroom copy and send it to the head office.
3.
Package
enticements
3.1
Managerial product and sales training:
Manufacturers
train their sales person so that they will be able to sell
the product to the customer.
3.2
Regional warehousing:
LG have total 9 regional warehousing in this country. 4 in
Karachi. Each of the warehousing is based on the need of
their distribution process .
3.3
New product development plans:
Company let their channel to know about their new products. IT helps
them to market their product more efficiently .But the
company don’t share too much information about their new
product to the distributor.
3.4
Market knowledgeable manufacturer management:
Every manufacturer need a market knowledgeable manager to care
about the distributor’s marketplace, business challenges and
customers. A lack of experience and sensitivity can easily create a
problem in the channel of distribution. LG use market knowledgeable
area manager who come to the showroom any time to observe what is
happening.
3.5
No penalty stock rotation:
No penalty stock rotation is also given by the company. Each showroom
can carry as much product as it can capable of. If any showroom
cannot sell their entire product they can return their product
to the head office, though it happens very rarely.
3.6
List pricing:
Company use their own research team to find out the list
pricing in the market. They increase and decrease the price
of their product according to their market research report.
They can decrease the price of their products at a certain level.
3.7
Comprehensive Cooperative Advertising:
Though cooperative advertising allows the distributor to perform
,on a manufacturer pre approved basis, certain local market
sales promotional activities ,but because of their direct sales
force system company perform their promotion on their own way.
3.8
Price Protection:
Depending on the industry ,price protection can be a major
channel policy consideration. In fast moving ,dynamic
marketplace like electronic products pricing fluctuations is
occasional and significant. Company set their price and they
don’t need to worry about because they are using their own
sales force so they don’t need to pay money if they change
the price of their product
3.9
Drop shipment capability:
LG do offer drop shipment. If any distributor face any
emergency situation they can call the head office to drop the
shipment to customers location.
3.10
Rapid or Time Delivery:
LG always try to deliver the product to the warehouse and
then to the showroom as soon as possible. Their average
delivery period is three days.
4.
Channel
conflict
- Over-distribution:
Sometime Company over distribute their product. These kinds of
problem happen when company authorizes several distributors in the
same area. LG management and sales department authorize one
distributor in each area and not facing any over saturation.
If they need to authorize more than one distributor they set up
showroom according to the demand or either they just expand
the current showroom.
4.2
Stocking levels:
The primary responsibility of a showroom to maintain adequate stock
of the company’s product. Each showroom maintain a certain
amount of stock which is possible for them.
4.3
Assigned markets:
Distributors want to do business in their comfort or existing
zone. When company open any new showroom in other area other
showroom sales personnel too get the chance to do business
there. If any distributor seeing that company opening a new
showroom in Karachi other showroom personnel also get the
chance to operate that showroom.
4.4
Transshipping:
Out of authorized product shipments by distributor is call
transshipping. This kind of activity is harmful for the
company, because of strict control and better managerial
performance transshipping don’t happen in LG’s distribution
process.
4.5
Competition resources:
Each of direct sales personnel get the training and other
sales improving performance technique what is allocated for
them. Company gives training fairly and treats them equally.
4.6
Size of profit margin:
Making money is the primary target for any distributor, but
here company use direct sales force channel .They are not
transferring their cost. They invest their money to build a
distribution facility or showroom. Their profit comes through how
they charge for their product.
4.7
Pricing issues:
Company who use direct sales force channel ,they are not much
worried about their pricing issues. If they would use
indirect sales force channel then there were some
possibilities of pricing issue between them and the indirect
sales force channel ,sometimes company is prevented to charge a
price by the indirect channel force.
4.8
Overselling without regard to Availability:
This kind of conflict happens when distributor unethically shift
the full burden of order to the manufacturer. Direct sales
force channel of LG do not perform this kind of work , if they
need any product they call the main office to supply the
product and after that if the product is not available to
the main office then they told the customer that it will
take time to give them the product.
4.9
New product launches:
When launching any new product company don’t need to pull
any distributor because of the advantage of using direct
sales force channel, whatever product they are introducing the
showroom will get the product. The company don’t need to
perform any pull strategy.
4.10
Sales quotas:
LG don’t follow any sales quota system. They don’t force their
direct sales channel that they have to sell this amount or
unit of product.
4.11
Large account coverage:
Their direct sales force gets the advantage of large account
coverage. When they deal with any large corporate customer
they can deal with the corporate customer or the company
can also handle it directly. Company don’t interfere in the
case of large corporate when they directly contact with the
direct sales force.
4.12
Competitor:
AC-General, Refrigerator-monopoly business, Washing machine-Samsung,
Microwave oven-Samsung, TV-Sony
5.
Better
alternatives for the company
5.1.
Indirect channel:
Distribution is a cost transfer business, by using indirect channel
the company can transfer the cost and can save money. Traditionally
they are spending their own money to set up a showroom which is quiet
costly. They can take the help of indirect channel.
5.2.
Increase Warehouse:
Now they have only 9 showroom which is very big ,but the
increasing demand of the product require them to build more
warehouse so that they can more efficiently stock their
product.
ERP IMPLEMENTATION IN ORIX Leasing Pakistan Limited (OLPL)
PROJECT FOR MANAGEMENT INFORMATION SYSTEM
OLP
OLP was incorporated as a private limited company in July 1986 and was converted into a public limited company under the Companies Ordinance, 1984 in December 1987. The company is listed on the Karachi, Lahore and Islamabad Stock Exchanges and is principally engaged in lease financing of moveable assets.
MISSION
The mission of OLP relating to microcredit is to contribute to the society through participation in poverty alleviation programs, provision of financial assistance.
LOCATION
Orix Leasing Pakistan Ltd.
Plot #16 sector 24,
Korangi Industrial Area,
Karachi.
DEPLOYED ENTERPRISE RESOURCE PLANNING (ERP) AT OrixLeasing Pakistan
The ERP that OLP is implementing is Oracle. The Oracle Database (commonly referred to as Oracle RDBMS or simply as Oracle) is an object-relational database management system (ORDBMS) produced and marketed by Oracle Corporation.
Larry Ellison and his friends and former co-workers Bob Miner and Ed Oates started the consultancy Software Development Laboratories (SDL) in 1977. SDL developed the original version of the Oracle software. The name Oracle comes from the code-name of a CIA-funded project Ellison had worked on while previously employed by Ampex.
ORIX Leasing Pakistan Limited
| | ||
| ORIX Leasing Pakistan Limited (OLP), a subsidiary of ORIX Corporation, Japan's leading integrated financial services company spread over 26 countries. OLP was incorporated in Pakistan as a private limited company on July 1, 1986 and was converted into a public limited company on December 23, 1987. OLP is listed on Karachi, Lahore and Islamabad Stock Exchanges. OLP has assets of Rs. 27.81 billion and a net worth of Rs. 2.60 billion as at June 30, 2008. Based on the results for the year ended June 30, 2007 the Pakistan Credit Rating Agency (PACRA) has maintained the Company's entity ratings of AA+ for long term senior unsecured creditors and the highest rating of A1+ for short term senior unsecured creditors. OLP, one of the leading leasing companies in Pakistan, following in the footsteps of its Japanese parent has played a major role in the leasing industry in Pakistan. OLP’s main business activity is leasing of moveable assets. Its strength lies in an extensive branch network, a diversified portfolio of clients, a wide range of financial products, personnel development and business automation. OLP has strategically located branch offices throughout Pakistan that make it easy to provide quality service to its broad client base. Quality service is the driving force behind the OLP work ethics. OLP serves as the regional headquarter for ORIX Group operations in the Middle East. Critical Success Factors Today OLP occupies a leading position in the leasing industry. The company’s success may be attributed to its · Marketing expertise · Funding ability · Branch network · Diversified product lines Technical ability based on the experience of ORIX Corporation. Niche Market OLP extends lease facility to all segments of the market. However, its target market remains small to medium-sized companies, spread across different manufacturing and services sectors including textile, sugar, cement, pharmaceutical, engineering, energy, food, paper and board, financial services and distribution. Being the first leasing company to enter this segment of the market, OLP understands the needs of its niche market and has been able to achieve a high degree of risk diversification. Other Business Areas While lease financing remains the core business, ancillary financial services have also been added to OLP’s product range. These include auto leasing to salaried employees, self-employed professionals and businessmen, factoring receivables, working capital to SME sector, short term rental of diesel and gas generators on operating lease, micro-credit, agri-lease and point of sales network for processing debit, credit, loyalty and prepaid cards. OLP also offer attractive Certificates of Investments to both individual and companies. Marketing Network OLP has a wide branch network, with branch offices in cities throughout Pakistan. This has enabled the Company to develop a large customer base and access the small and medium-sized ticket market effectively. Resource Mobilization OLP has successfully applied its innovative strength to its fund raising ability. Efforts to diversify sources of funding have been successful and support of local financial institutions and banks is increasing in recognition of the company’s financial strength and sustained growth. Leasing with Confidence In today’s business environment, when customized financial solutions and personalized services make a difference, ORIX by virtue of its resources, expertise and experience is the leasing company that leads from the front and delivers total customer satisfaction. Relationship with ORIX Group OLP enjoys good relations with the ORIX Group, enabling it to capitalize on the expertise of other Group companies. Over the years, OLP’s staff has visited various group companies under an exchange program under which employees of OLP are sent overseas for training every year. OLP also contributes to the group by referring business and investment opportunities in Middle East North Africa and Central Asia regions and has actively participated in establishment of five overseas and one local company in Pakistan. | ||
ERP: A 'control center' for the enterprise
Brief History of ERP
The focus of manufacturing systems in the 1960's was on Inventory control. Most of the software packages then (usually customized) were designed to handle inventory based on traditional inventory concepts. In the 1970's the focus shifted to MRP (Material Requirement Planning) systems that translated the Master Schedule built for the end items into time-phased net requirements for the sub-assemblies, components and raw materials planning and procurement.
In the 1980's the concept of MRP-II (Manufacturing Resources Planning) evolved which was an extension of MRP to shop floor and Distribution management activities. In the early 1990's, MRP-II was further extended to cover areas like Engineering, Finance, Human Resources, Projects Management etc i.e. the complete gamut of activities within any business enterprise. Hence, the term ERP (Enterprise Resource Planning) was coined.
What is ERP?
Enterprise Resource Planning or ERP is an industry term for integrated, multi-module application software packages that are designed to serve and support multiple business functions. An ERP system can include software for manufacturing, order entry, accounts receivable and payable, general ledger, purchasing, warehousing, transportation and human resources. Evolving out of the manufacturing industry, ERP implies the use of packaged software rather than proprietary software written by or for one customer. ERP modules may be able to interface with an organization's own software with varying degrees of effort, and, depending on the software, ERP modules may be alterable via the vendor's proprietary tools as well as proprietary or standard programming languages.
Why is it Necessary?
By becoming the integrated information solution across the entire organization, ERP systems allow companies to better understand their business. With ERP software, companies can standardize business processes and more easily enact best practices. By creating more efficient processes, companies can concentrate their efforts on serving their customers and maximizing profit.
| Today's growing organizations need to be able to coordinate a great deal of information. Every business division, from materials management, production and finance, to HR, sales and marketing, needs to know exactly what action needs to be taken, where, and when. One 'control center' for the whole organization |
Modules Details
Oracle Marketing Analytics
Oracle Marketing Analytics allows your organization to obtain maximum results from your marketing investments by providing your entire marketing team with a complete, up-to-the-minute picture of customer preferences, buying behavior, and profitability. Oracle Marketing Analytics helps you to develop closer, more valuable customer and prospect relationships and improve marketing effectiveness.
Oracle CRM
The Oracle CRM (Customer Relationship Management) is a set of applications that give you information-driven sales, service, and marketing. Oracle CRM is built on an open, standards-based architecture that streamlines business processes, improves data quality, and allows all your key divisions to draw from the same source of data. With Oracle CRM, your company owns the single best tool for customer success—accurate information.
Oracle Customer Service Management
Oracle’s E-Business Suite family of Service Applications provides true information-driven customer service. It enables an organisation to meet and exceed customer expectations by empowering them with information that is consistent, accurate, and actionable.
Oracle Financials
The Oracle Financials application includes General Ledger, Cash Management, Payables, Receivables, Fixed Assets, Treasury, Property Management, Financial Analyser and a self-service expenses function.
Oracle Human Resource Management System
The Oracle Human Resource Management System (HMRS) module helps companies manage the entire recruitment process and provides a real-time view of all HR activities such as recruitment, training, benefits and payroll. The HRMS suite fully integrates with all E-Business Suite applications and offers users an analytics package that allows for easy extraction of HR data.
Oracle Projects Portfolio
Oracle Projects Portfolio of applications supports the full lifecycle of project and portfolio management. It provides a single, accurate view of all project-related activities. It allows users to select the best portfolio of initiatives, execute projects in adherence with methodologies, assign the right global resources, proactively streamline project delivery, and track profitability via accurate budgeting, forecasting, and billings/charge-backs.
Oracle Supply Chain Applications
The Oracle Supply Chain applications allow organisations to predict market requirements, innovate in response to volatile market conditions, and align operations across global networks. There are several industry-specific solutions available that incorporate demand management, sales and operations planning, transportation management etc.
Oracle Advanced Procurement
Oracle Advanced Procurement is an integrated suite of applications that dramatically cut all supply management costs. The solution helps you to reduce spending on goods and services, streamline procure-to-pay processes, and drive policy compliance.
Oracle Value Chain Planning
Oracle's Value Chain Planning solution enables companies to become more information-driven with best-in-class supply chain planning applications built around a core of optimisation, sales and operations planning, and performance management.
Oracle Value Chain Execution (Logistics)
With the Oracle Logistics module users can plan, manage, and control the flow and storage of products and services within a business. It enables future planning of demand and safety stock within the warehouse. It can produce detailed, constraint-based production schedules and material plans.
References
http://www.howstuffworks.com/
QUESTIONAIRES
1. How would you define your business process?
Orix Leasing Pakistan innovative provides competitive advantage to any business which needs financing. We catter the businesses from big, medium and small organizations.The implementing business process automation software to help us better manage our business processes. The automation and documenting processes can be challenging, but it takes saves time and money.
2. Were you using any other tool or MIS before implementing ERP?
Yes
3. Explain the ERP Implementation Phases? How long it take? What was your role?
ERP implementation is a lengthy process and it calls for a long term strategic planning and communication. The basic stages include Vision server is the first stage and test data is followed according to the requirement. Next stage is the production server and data upload. ERP implementation is not solely a technical job.
The technical part of first phase takes about 3 months and the second phases takes about another 3 months. So, approximately takes about 6 months-1 years. I was the project manager.
4. Which legacy software system are you using for present business transactions?
5. What kind of planning was done before implementation?
A proper strategic planning was done before taking final steps of implementation. This included cost effectiveness, expenditure measurements, market survey,etc.
6. What were the problems that you faced with the earlier system or process?
To meet the changes in Business flows and system strategy was the most difficult task of all.
7. How you selected the ERP and Modules?
This was done on need to know basis and depended on the extent of integration required. Comparative cost, expense and output analysis was done.
8. What was and what is your employee ratio before and after implementation ofthis process?
There is about 25% reduction of human labor.
9. How can an ERP such as ORACLE help a business owner learn more about howbusiness operates?
Dash boards(for example: pie charts, graphs, summery data ) are created for easy access. This helps in strategic analysis.
10. Name some drawbacks of ERP that you faced?
Specialized and limited trained staff availability, costly and lengthy procedure of implementation is the only drawback that I have come across so far.
11. How can businesses use ERP for competitive advantage?
Efficiency, economies of scale through cost cut down. Transparency of records meaning no loop wholes and easy access to catch frauds.
12. How many modules are there in your selected ERP?
13. How many are implemented and why?
These are implemented according to the requirements of our business.
14. What are the benefits?
Fully integration helps communication vast and fast by all means.
15. Time period (for how long is ERP implemented)?
Till the time another feasible technology is not available for the further enhancement of efficiency of our business.
16. What are your estimated time lines for the implementation? Has the ERP System Live date been though about?
Yes, it has gone live. 1 year.
17. Will customers and suppliers be provided access to their respective ledgerinformation from internet?
Yes, we do provide access to through e-business that we offer.
18. What are the key business drivers behind the ERP implementation?
Expertise availability, cost and time management.
19. How this ERP system is serving to your top level of management in decisionmaking?
Answered above.
20. SAP is also one of the best ERP application so why you prefer theOracle/Microsoft?
This is due to the easy availability or trained staff in our region. SAP specialists are limited in Pakistan. This is one of the main reasons. The other reason is also that SAP was introduced later and thereby is comparatively expensive.
21. When did the first module of your ERP system go live (mm/y)?
Confidential.
22. If you have purchased ERP software and haven’t implemented all the modules,why have you waited?
We implemented according to the company’s requirements. In case of further expansion other modules would also be implemented.
23. We would like your opinion on some future ERP trends
We see quick technological advancements in ERP. Recent launch of Oracle was in Singapore. It offers one platform and a ready made solution.
24. How would you define your organization from the Information System management point of view?
We are a highly trained staff and have a full confidence with our system.
25. Why time factor is critical yet important, to the implementation of ERP with respect to business processes and training of employees?
To meet the fast and competitive environment of today’s globe.
26. How implementation of ERP did affected the working of the organization? Is there any significant change that occurred? If yes why and if no, why not?
Yes a lot of changes have been experienced throughout the process. Integration and replacement of labor work are the most significant.
27. What are the challenges in the future that you would expect to occur regarding the nature of your organization and how the ERP system could be helpful in this perspective?
ERP can help in future expansion of business through integration globally.
28. Explain the process involved in integrating all the departments through ERP?
Already answered above.
COMAPRATIVE ANALYSIS
The Orix Leasing consist of following oracle modules listed below. These modules are integrated and provides immediate access of database.
TIME AND LABOR MODULE
This module is used for labor attendance and labor movement. When an employee enters in Orix Company in the morning they have to scan their thumb in order to open the main door of department. This record is maintained in order to intervene the employees in and out movement.
PAYROLL MODULE
This is interlinked with time and labor module for the payment of their monthly salaries and other benefits through the employee’s account.
HUMAN RESOURCE MODULE
This governs the management of employees i.e. records of total employees, hiring and firing of employees, performance of individuals, record maintenance, cadre wise data, ageing etc.
PROPERTY MANAGEMENT MODULE
This comprises of property management showing their location, valuation, size, area, and if the property is on rent the relevant details are available in this module.
RISK MANAGEMENT MODULE
This covers the vast area mainly consist of operational risk, financial risk, reputational risk etc. through different reports. According to the reports a company mitigates the risk involved.
MARKETING MODULE
The marketing team visits the customer’s for enhancement of the business and keeps their records.
CASH MANAGEMENT MODULE
The flow of cash is maintained in this module which mainly includes remittance from one branch to the other branch on behalf of the valued customers.
FINANCIAL INTELLIGENCE MODULE
The back bone of a financial institution is financial intelligence module. This module includes and integrates the flow chats, cash flow statement, interbank accounts, profit and loss statement, and balance sheet.
CONCLUSION
OrIx leasing is reaping a lot of advantages through ERP. It is running into profits and has achieved its goals that it had expected through its implementation. It still sees room for further advantages through it.
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