Implementation of ERP System in the Gas Transmission Company Limited, Bangladesh

Abstract: The world is becoming a global village and globalization process has accelerated the growth and development of information and communication technologies. Digital media such as web technologies, ERP software, internet, intranet, e-nothi, viber, LinkedIn, face-book, twitter, WhatsApp, e-paper, cloud networking system, satellite communication dramatically change the way people are managed. Enterprise Resources Planning (ERP) software systems encompass a wide range of software products supporting day-to-day business operations and decision-making. This system is able to present a holistic vision of the company's business by sharing a common and integrated database. The pricey ERP systems does not only tackle information technology (IT) issues but also attempt to solve problems related to human resources, enterprise culture, and organizational restructuring. The objective of this report is to study the implementation of ERP system in Gas Transmission Company Limited (GTCL). And compare between pre-ERP system and post-ERP system within this organization in terms of performance enhancement. Successful implementation of ERP system can improve enterprise performance significantly.

Keywords: Globalization, Enterprise Resources Planning, Information Technology, Employee Performance, Enterprise performance. 

Introduction  

Background

An Enterprise Resource Planning (ERP) system is a multi-module transaction-based

application software that helps organizations to manage the vital parts of the business. ERP

collects, manages and distributes information across functional boundaries and helps break

down information-those barriers that stand in the way of full cooperation between production, materials, planning, engineering, finance and sales/marketing. The resulting higher quality, reduced time-to-market, shortened lead times, higher productivity and lowered costs can help improve customer service and increase sales and market share as well as margins. Measurements, analysis and simulation capabilities can help companies plan better and react sooner and more effectively to changes in demand, competitive actions, and supply chain disruptions. Modern ERP systems are built for the internet-enabled world with ecommerce capabilities and provision for integration and collaboration with supply chain partners, customer portals, and enhanced tracking of incoming material and outgoing product to extend the visibility and control.

What is ERP

The Full form of ERP is Enterprise Resource Planning. ERP is a business management software. It is a suite of integrated application that helps users to store and manage data of their business. One of the most important activities associated with the implementation of an ERP system is the opportunity to streamline and improve the business operations of an organization through business process re-engineering and the by implementing the best practices and standards.

Objectives of the Study 

The study of ERP implementation in GTCL is necessary to enlarge GTCL with proper goal setting with adequate information. The main objectives of this study are:

 ·        To the implementation of ERP process in Gas Transmission Company Limited.

·        To comparison between pre-ERP system and post-ERP system in terms of performance enhancement.

·        To find out the weaknesses (if any) in the implementation of ERP in GTCL.

·        To recommend some measures to be taken for the improvement of the implementation of ERP system of GTCL.

  Methodology of the study

For the primary data questionnaire has been developed and information has been collected through questionnaire, interview and observation method. Secondary data base has been collected on company’s rules and discuss with IT, HR, Accounts, Operation Division. This study will not be a universal one but will be conducted by sampling method. Sampling will on the basis of purposive judgment and quota sampling etc. The study inputs were collected data and information from two sources:

Ø Primary sources:  

·        Interviewing officers and staffs.

·        Face to face conversation with the respective officers and staffs, core team member as well as operational manager.

·        Relevant file study on provided by the officers concerned in depth study of selected cases.

 ·        ERP local consultant and FPT Information System Corporation consultant.

  Ø Secondary Sources:

·        Process flow diagram of organization

·        Information about the organization from the company profile.

·        Journal

·        GTCL ERP/EAM Project News Letter

·        GTCL SAP system user manual

·        Website etc.

  Population and Sample

 Total regular Employees at GTCL is 643 Officers and 252 Staff. I have made a qualitative survey through open ended as well as close ended questionnaires. I have collected data by questionnaires from 50 employees whereas 35 is males and 15 is females.

Literature Review

 Enterprise Resource Planning (ERP)

 ERP provides a technology platform where organizations can integrate and coordinate their major internal business processes. They address the problem of organizational inefficiencies created by isolated islands of information, business processes, and technology. A large organization typically has many different kinds of information system that support different functions, organizational levels, and business processes. Most of these systems are built around different functions; business units and business processes that do not "talk" to each other. Managers might have a hard time assembling the data they need for a comprehensive, overall picture of the organization's operations. For instance, sales personnel might not be able to tell at the time they place an order whether the items that were ordered were in inventory; customers could not track their orders; and manufacturing could not communicate easily with finance to plan for new production. This fragmentation of data in hundreds of separate systems could thus have a negative impact on organizational efficiency and business performance Gargeya, V.B and Brady, C. (2005). ERP systems solve this problem by providing a single information system for organization-wide coordination of key business processes. An enterprise-wide technical platform serves all processes and levels.

 ERP System Evolution

1960s                  Inventory Management and Control

1970s                  Material Requirements Planning (MRP II)

1990s                  Enterprise Resource Planning (ERP)

2000s                  Extended ERP

 The main ERP vendors

 SAP, Oracle, Baan, JD Edwards, PeopleSoft, Microsoft Dynamics, SIEBEL etc.

 System Application Product (SAP)

One of the strengths of this company is its utilization of the best companies in the world in various industries for conducting the initial design of operational software processes (Best Practice) that has resulted in automotive convenience and impressive development in the business management of SAP’s clients. The cycle of collecting and using customers’ knowledge in the designing of business processes and its presentation in customer networks have turned SAP into one of the world’s leading companies in upgrading business management automation knowledge. SAP’s headquarters are in Walldorf, Germany, started in 1972. This company has 130 offices in the continents of America, Europe, Africa, Asia and Oceania. SAP company attained the highest share (=22%) of the global ERP market in 2012.

 SAP at a glance

 The SAP company is known as the world’s leading provider of corporate software. With its extent of investment, SAP is the world’s third largest software manufacturer.

–    More than 197,000 customers in over 120 countries

–    More than 55,765 employees in more than 130 countries

–    An annual income (International Financial Reporting Standards) of more than 14 billion Euros

–    Being present in stock exchange markets including Frankfurt and New York stock exchange markets under the logo of SAP 

Features & Functions of SAP-ERP 

1.            Employee self-services, Manager Self-services, Employee interaction center

2.            Express planning, Business consolidations, Product design cost estimate

3.            New general ledger, Management of internal controls, Contract accounting, Financial supply chain management

4.            Recruiting, E-learning, Workforce performance management, Succession management

5.            HR administrator, Universal work lists, Time management

6.            E-procurement, Project self-services, Invoice management system

7.            Order and quotation management, Selling via eBay, Internet pricing configuration

8.            Automated credit card feeds, Integrated mileage calculation, Mobile travel and

expense, Travel agency integration

9.            Automated credit card feeds, Integrated mileage calculation, Mobile travel and

expense, Travel agency integration

10.        Occupational health, Waste management, Industrial hygiene, Dangerous goods

management.

Advantages of SAP-ERP

 Using the functionality that SAP ERP provides for business processes, one can:

• More tightly link his business operations and improve visibility

• Enhance financial management and reporting

• Effectively manage his workforce -both locally and globally

• Achieve superior flexibility for addressing new business requirements

• Gain easier access to enterprise information and reports

• Lower the cost of deploying industry-based processes

• Simplify development and support of enterprise processes

• More easily integrate add-on applications and processes

• Reduce total cost of ownership

 Some Perceived shortcomings of SAP

 As nothing is completed without any having any drawbacks so as SAP has some

shortcomings. Though from the above discussion it is cleared that SAP is now became a

reliable and most demanding accounting software for doing business activities it has some

perceived shortcomings.

1) Cost

2) High understanding of the process.

3) Time consuming for implementation.

4) Huge documentation.

5) Maximum items selection limit for crediting bank/cash account is 12.

6) Once an entry is posted it cannot be altered without giving reversal entry.

7) Maximum time limit of log in duration.

Introducing Gas Transmission Company Limited

   GTCL maintaining secured supply of gas from gas fields to the distribution companies under Petrobangla through various off-transmission points. Petrobangla operates as public sector statutory body pursuant to Bangladesh Oil, Gas and Mineral Corporation Ordinance, 1985 and Bangladesh Oil, Gas and Mineral Corporation (Amendment) Act 1989. The general direction and administration of the affairs and business of the corporation vests in its Board of Directors. It is the policy making and managing body of the Corporation, with members from Energy, Finance and Planning Ministries. On the occasion of Power and Energy Week 2018, Gas Transmission Company Limited (GTCL) has been awarded as “Best Company” of Petrobangla.  

 Vision: To gradually create the national gas grid for the uninterrupted transportation of natural gas in a safe, reliable and economical way to the demand centers for ultimate distribution of the same by the marketing companies.

 Mission: To continuously study the availability and demand of natural gas for meeting the primary energy need in the country; establish and operate required gas transportation facilities in a sound and efficient manner; build-up human resources; develop planning, design and operational standards consistent with world gas industry practice; and manage corporate and financial operations for sustained development of the company.     

 ERP Project Implementation

The Gas Transmission Company Limited (GTCL) appointed a Vietnamese company FPT Information System Corporation for enterprise resource planning (ERP) under Bakhrabad-Siddhirganj gas pipeline scheme. Under the loan of the World Bank the Company implemented Enterprise Resource Planning (ERP). Contract was signed on 7th April 2016 with turnkey supplier FPT Information System Corporation. Go live achieved 29th November, 2017 (at head office). The ERP system will be implemented at GTCL Corporate Office at Agargaon in Dhaka, Master Control Centre at Derma, Auxiliary Control Centre at Ashuganj and approximately 15 existing and upcoming Regional offices in all over the Bangladesh.

 The objective is for modernization and automation of the corporate information system in GTCL and the strengthening of internal process control so that management has real time and accurate information on which quick decisions can be made. GTCL’s core objectives on implementation of ERP/EAM system are:

 ·              to maintain maximum availability of its transmission assets and enhance their lifetime by optimizing their operation and maintenance.

·              to manage its physical plant, financial and human resources as effectively as possible through the use of modern digitalized software tools.

The modules which are implemented in SAP by FPT Information System Corporation in GTCL

 Under ERP/EAM contract between GTCL and FPT, there are 6 modules to be

implemented: FICO (Financial Accounting and Controlling), HR (Human Resource), MM (Materials Management), PM (Plant Management), PS (Project System), and BI (Business Intelligence).

 FICO–FI module is an important core module, designed for meeting all the accounting and financial needs of an organization. Within this module Financial Managers as well as other authorized Managers within GTCL can review the financial position of the company in real time. FICO module represents the company’s flow of cost and revenue, offers all the support information needed by Management for the purpose of planning, reporting and decision making. Decision making can be achieved with high level of information reducing drastically risks.

HR–It deals with various activities done in the human resource department of an

organization, such as, Personnel administration, personnel development, training and event management, payroll etc.

MM–This module is used for Procurement Handling and Inventory Management.

Materials management is used for procurement and inventory management.

PM–It oriented to cover all maintenance activities, supporting the Planning, Programming and Implementation, with emphasis on the availability of equipment, staff costs and Assurance, guaranteeing so the state of the art of database and optimization.

 PS–It created to support the planning control and monitoring of long term, highly complex projects with defined goals. Projects are generally part of the internal processes of a company.

 BI–majorly focuses on providing its customers/organizations with a user friendly and very useful form of representing data that could be helpful for analyses purpose and making business decisions.

Analysis and Findings

 The questionnaire has been surveyed to find out or to visualize the “Implementation ERP of GTCL”. I surveyed it among 50 employees whereas 35 males and 15 females of GTCL. After survey, I did the work of interpretation, means, whatever, I found. My findings are listed below:

  GTCL have been getting advantages from implementation of ERP. Benefits mentioned by respondents have been classified under five main categories.

 Operational Changes due to ERP Implementation

  It can be seen that by increasing the data input only account forwarding, supply chain activity & warehouse operation have been improved dramatically.

In operational benefits category, cost has been most important. All of respondents mentioned that costs had been reduced after implementation of ERP. After that, cycle time reduction, productivity improvement and reduced corruption are also mentioned. One of the IT managers mentioned integration of finger scanner for attendance system with the ERP system. Reason was that people had been using paper-based attendance for their own benefit and marking wrong timing on paper-based attendance register. After operational, managerial benefits category found attention of respondents. One of the major factors here is reports creation. 4 of 7 respondents mentioned that they get clear and fast reports which lead to improved decision making and planning. All respondent saw better resource management.

Strategic Benefits

 Before ERP implementation top management had less time to planning for organizational development it consumes almost 20% time to plan and now this is 60% due to less time in transaction processing & get report from finance and other supporting department.

Below for a strategic planning report processing from various departments is enlisted which lead to a powerful budgeting and real time planning.

  Real-Time Financial Dashboards

 §  Use dashboards to communicate information quickly, effectively and in real time

 §  Monitor any financial measures that are important to your role—whether you're a GM, Director, DGM, finance manager or analyst—through key performance indicators (KPIs)

 §  Get personalized visibility into bookings, billings, receivables, period-on-period performance, actual vs. budget and actual vs. forecast, and much more

 §  Provide all team members with access to the latest information—including reminders about required daily tasks, such as viewing overdue invoices or accepting payments—as part of their day-to-day activities.

  Detailed Visibility from Summary to Detail

 §  Drill down from any indicator or report to the live underlying transaction or customer record, eliminating the need hunt for supporting detail. All with only a few clicks.

  Financial and Operational Reporting

 Take advantage of more than 100 standard reports, including income statements, balance sheets, consolidated reports, variance reports and side-by- side comparisons—ideal for internal or external reporting

 Create and define customize financial reports according to your business needs

  Easily email, share or export reports to formats such as PDF, Excel or Word.

  Powerful Budgeting and Planning

 Eliminate error-prone spreadsheets with sophisticated budgeting, planning and "what-if" financial modelling capabilities

Power your business performance with a real-time, end-to-end business management solution for strategy, planning and execution

 Identify variances between your plan and actuals, isolate the organization and account responsible for the variance and drill into the transactions contributing to the variance.

Organizational Benefits

ERP implementation changes the work pattern to GTCL, facilitating business learning, building common visions. In case of a ordering process no of wrong order was 25%, whereas now its counting is zero. At the same time double entry of previous system was 35% of error and wrong tracing cause 30% error and recently all those errors are completely eliminated by implementation of ERP.

Among organizational benefits, inter-departmental harmony had been of high importance. Factors here are more equally distributed as compared to operational benefits.

 IT Benefits

 Information technology benefits are obtained as an output of ERP implementation. Benefits such as IT costs reduction, increased IT infrastructure flexibility and ease of making changes in the future are part of this category. Managers mentioned that their businesses change rapidly and modifications and customizations in IT are also needed more frequently. This is an important benefit that was achieved after implementation of ERP as new technologies emerge more often and businesses face new challenges.

 Some Documented Benefits

 Before ERP implementation the amount of paper needed for document now this amount is successfully reducing. Online requisition for any purchase also reduces in a great amount and without online requisition no requisition is granted by the organization.

   Risk Factors Associated with ERP Implementation

 ERP Systems Integration is not without risk. Projects can go over time and budget, fail to create optimal business processes or even fail when risk factors are not mitigated and adjustments are not made. Although ERP can improve organizational coordination, efficiency and decision making, they have proven very difficult and costly to build. They require not only large technology investments but also fundamental changes in the way the business operates. Organization that do not understand how much change will be required or that are unable to make this change will have problems implementing enterprise systems or they may not be able to achieve a higher level of functional and business process integration.

 ERP requires complex pieces of software and large investments of time, money and

expertise. Enterprise software is deeply intertwined with corporate business processes, It

might take a large company three to five years to fully implement all of the organizational

and technology changes required by ERP. Because enterprise system is integrated, it is

difficult to make a change in only one part of the business without affecting other parts as

well.

Costs of adoption: Implementation of ERP system requires a lot of money and “as the range of ERP implementation becomes broader, adopting an ERP system is much more costly.” Typically costs occurred on ERP project can be classified as under:

 ü  Software licensing

ü  Hardware

ü  Consulting

ü  Training and other internal staff costs

 Software is itself expensive and then the consultancy firms charge a lot of consultation fee. About 60% of total cost of ERP implementation was the fee for outside consultants. Study conducted by Laukkanen, Sarpola and Hallikainen (2007) synthesized that scarcity of resources was the major barrier for adoption of ERP.

  Training of employees’ is an extra expense for the firm. Shin (2006) was of the opinion that “easy to understand EA (enterprise application) is better than new complicated soft-ware”.

   Complex business process reengineering: The implementation of ERP involves all the departments and sub-departments as this system integrates the whole of the organization. Business process reengineering is “the redesign of processes, typically using information technology (IT), in order to gain significant improvements in key areas of performance such as service, quality, cost, and speed”. ERP projects “bring complex and mangled change in both the organization and ERP system”. Ehie and Madsen’s (2005) study shows that many of organizational processes are need to be reengineered. If an organization does not has any experience with business process reengineering; it might face very difficult problems during implementation. Holland and Kumar (1995) investigated that almost 60 % to 80% of organizations failed during the endeavor of business process reengineering. Hierarchical structure of organization should be restructured according to new ERP system. Human resource might be moved from one place to another. This problem is more visible in both large sized enterprises as well as SMEs (Laukkanen et.al 2007).

Davenport (1998) recommended a “federalist operating model”. He argues that this is the most difficult question for a management to decide that what changes should be made in organization and what needs to stay constant. He suggests that all managers need to come to table and ask questions regarding their information integration needs and concerns.

 Lack of user-friendliness: ERP systems help organizations to achieve operational efficiency as well as helps management to plan about their future. But due to lack of awareness and vision, ERP is not used to its full extent. ERP is difficult software for employees to use as it is new and includes lots of options (Haridnarath, Dayerson & Barnes 2008). "Accountability, responsibility and communication have never been tested like this before" (Koch 2006). “Given the complexity of ERP systems and their conceptually different nature from most stand-alone legacy systems, it is not surprising that ERP users take some time to learn how to extract all potential benefits” (Peter et al. 2000). So, employees need intensive training to be comfortable before they start using the software.

 Cultural dimension: National culture has been found to have significant effect on adoption of ERP. Everdingen and Watts (2003) analyzed medium sized enterprises and their adoption pattern from cultural point of view. They based their studies on the national cultural classifications presented by Hofstede (2001) and Hall (1976). According to them, medium sized enterprises are more influenced by their culture than large multinational organizations. They devise that “higher levels of the uncertainty avoidance, masculinity and power distance dimensions in a country negatively influenced ERP adoption, while higher levels of long-term orientation have a significant positively influence”. Similarly explaining the Hall’s classifications, they claim that the low versus high context cultures, and monochromic and poly-chronic cultures “have a significant impact on the country adoption rates.”

 Lack of management commitment: R. Khan et al. (2009) observed that “transformational leadership had a significant and positive effect on organizational innovation”. Poor management is a “serious impediment for developing countries” which stops them from adopting new technologies. Usually management of small and medium sized enterprise in developing countries is not aware of future challenges. They do not have clear vision for their organization They are uncertain about happenings in environment and inside their organization. Neither have they had sufficient knowledge nor do they have skills to process information necessary for predicting future (Steven et al. 2007). Koh and Simpson (2010) also found that management lacks expertise and knowledge so they hesitate to adopt ERP systems. This lack of vision and unawareness makes adoption of ERP difficult.

 Lack of skilled labor: People are not able to handle latest technological innovations, they are not equipped with sufficient knowledge and skills, especially IT skills. That is why big percent of the employee in Bangladesh are of the opinion that there is “lack of skilled workforce.” Employees are neither well informed nor trained when firm adopts any new technological innovation. This makes it even difficult for employees to use new technology causing them to feel disappointed and with low morale (Marri, Gunasekaran & Sohag 2007). Without network competency, a citizen can neither participate in the society nor can get personal autonomy.

 Lack of benefit realization: As ERP project is resource intensive projects, there needs to be justification for getting funds for it Altinkemer et al. 2011). Research shows that benefits obtained by adopting ERP are spread all over organization. It organizes, regulates, controls and develops business processes of whole organization. It is very difficult to calculate benefits which could be associated only with ERP adoption (Staehr et.al 2012). One of the reasons is that the ERP controls the whole organization and all of its processes. As efficiency of these processes depends on lot of factors, the measurement of benefits obtained by ERP is not an easy task. Altinkemer et al. (2011) found that when organizations go for large scale changes in business processes, benefits for these changes are not visible at start of these projects. They discovered that benefits start to appear as organization starts using it, with passage of time. When ERP projects are implemented, benefits do not show up at the same time. They appear after it becomes of daily routine but due to lack of vision of the management, it is unable to realize the benefits which might have been obtained after implementation of ERP system.

 By considering these factors as per circumstances, an organization must develop a plan to overcome risks and ensure project success. The value and benefits of ERP integration are clear. So, it will not be wise to become muddled by a poorly planned project.

Limitations

 Like any other articles and thesis, this study is not free from limitation. Highest level of

efforts has been given to overcome these limitations through extensive study. The major

limitations are given below:

 · ERP software is a confidential issue and it does not disclose to others.

· ERP software controls all business process of an organization, so study on every process is time consuming.

· Relevant data and document collection were difficult.

 From respondents’ point of view, adoption of ERP is getting deeper and deeper with the passage of time and in future it will be more penetrated. This study found that public enterprises also have fear of failing before going to adopt ERP. Nevertheless, the number of respondents is not enough to draw any conclusion in general. GTCL launched ERP (go live achieved) 29th November 2017. In this short time because of limited studies on ERP practices and limited concentration on the strategic use of HRM, it is very difficult to completely assess the current status of ERP practices of GTCL.

 Conclusions

 Technology advances and administrative practice have progressed at outstanding speed throughout the world, including the capacity to serve the public more effectively. But the Bangladesh public sector has faced daunting challenges over the years—the difficulty of keeping pace with technological advances, the widespread phenomena of corruption at the different levels and sectors of the public sector and an overwhelming sense of slowness in the process of change, among others. Added to these difficulties is an unmistakable history of failures in implementing administrative reforms despite the significant contributions made in commission recommendations. The public sector capacity needs to be strong, productive and healthy. The effectiveness of e-Government depends on the selection of the right technology, including the right hardware and software. The greening HR proposals resulting in reducing cost, increase employee morale, engagement as well the earth will be liveable for the new generations. ERP covers all aspects of human resources management like personnel administration, education and training, career development, corporate culture, hiring process, succession planning, and performance management systems. Adopting an Enterprise Resource Planning (ERP) for a single network is not enough for a successful e-Government as it requires skilled human resources as well as a willingness to operate the system. As the country progresses along the road to its mission of ‘Digital Bangladesh’, one must be an optimist that all the prerequisites of the e-Government will be met, digitalized and modernized using right and new technology and the country will be free from corruption and red-tapism. 

Recommendations

 It is well established that quality implementation ERP software is an asset of any organization. For modern business technology it should implement in every organization for develop competitive advantage. For properly implementation of ERP system of an organization following recommendations are made:

· It controls all the business processes of an organizations; it should be user friendly and understandable for the employee.

· Consultants should have in-depth knowledge of software and company should be able to manage well these consultants.

· Change management is starting at the project phase and continuing throughout the entire life cycle. Enterprise wide culture and structure change, which include people; organization and culture change, should be managed.

 ·Companies will need to rework their business processes to make information flow smoothly between them. Employees will have to take on new job functions and responsibilities. Many barriers must be overcome before the benefits of ERP can be realized.

 ·Need proper training for the employee and all the process flow should be documented.

·Planning a sophisticated ERP project should not be taken lightly or with little

forethought. Planning should be closely identified with maintaining scope during an implementation.

·Maintain security of the system and give limited access as per his/her requirement.

·Government need to concentrate on the strategic use of HRM. Business process should be reengineering. Need initiate computerized performance-based evaluation system, contingency based reward system. Each and every promotion shall be judged through an interview, promotion should be 50% merit based and 50% seniority based like Bangladesh Bank.  

 The findings here present some success factors that contribute most in successful

implementation of ERP software solutions in GTCL. Organizations should carefully consider these factors when planning for ERP systems implementation. Future Research

 Case studies with more companies or diverse sectors will also help deepen the findings of success factors of successful ERP systems implementation. In addition, future research may also consider including respondents from other regional offices of GTCL. Under such circumstances, more research on ERP is deemed necessary to facilitate Bangladeshi organizations confronting HRM challenges in both technical improvement and strategic development for competing in global competitive business area.

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