Company Name : Reliance communication
Company Code : BSE532712
Credit Control Area : India.
Controlling : India.
Plant : Bombay,Bangalore.
Division : Handset, Blackberry.
Sales Organization : Hyderabad ,Bombay, Pune.
Storage Location : Bombay.
Shipping Point : Pune, Mumbai, Hyderabad.
Reliance communication
formerly known as Reliance Infocomm, along with Reliance Telecom and Flag Telecom, is part of Reliance Communications Ventures (RCoVL).Reliance Communications Limited founded by the late Shri Dhirubhai H Ambani (1932–2002) is the flagship company of the Reliance Anil Dhirubhai Ambani Group. The Reliance Anil Dhirubhai Ambani Group currently has a net worth in excess of Rs. 64,000 crore (US$ 13.6 billion), cash flows of Rs. 13,000 crore (US$ 2.8 billion), net profit of Rs. 8,400 crore (US$ 1.8 billion).The Equity Shares of RCOM are listed on Bombay Stock Exchange Limited and National Stock Exchange Limited. The Global Depository Receipts and Foreign Currency Convertible Bonds are listed on Luxembourg Stock Exchange and Singapore Stock Exchange respectively.
Industry : Telecommunications
Founded : 2004
Founder(S) : Dhirubhai AMbani.
HeadQuarters : Navi Mumbai, Maharashtra, India
Area served : India.
Key People : Anil Ambani(Chairman) Satish seth(MD)
Products : Wireless, Telephone,Internet,Television,Data Cards, Recharge Vouchers
Revenue : 22,948crore(US$4.98billion)(2009)
Operating Income : 9,305 crore(US$2.02billion)(2009)
Net Income : 6,045 crore(US$1.31 billion)(2009)
Total Assets : 102,207 crore(US$22.18 billion) (2009)
Total Equity : 1,032 crore(US$223.94 million) (2009)
Employees : 31,884 (2009)
Parent : Reliance Anil Dhirubhai Ambani Group
Subsidiaries : Reliance Telecome Limited, Reliance Globalcom Limited, Reliance Tech Services, Reliance Communications, Infrastructure Limited, Reliance BIg TV Limited, Reliance Infratel Limited
Website : http://www.rcom.co.in/Rcom/personal/home/index.html
Models of Telecommunication
I would like to explain some words in enterprise Structure.
CLIENT (Company):- A client is a self-contained technical unit. A client can be considered to be a synonym for group.
Company Code
• A complete Accounting unit can be representing as the smallest organizational unit of external
accounting.
• At Company Code level we create
Balance sheet required by law
Profit and Loss statement.
• Each company code represents an independent accounting unit. Several company codes can use
the same chart of account.
Assignment
Company code to company
Company code to Credit control area
Company code to Controlling area
Company code to financial management area
• (An FM Area is organizational unit which Plans, Controls and Monitors funds and commitment
budgets)
Controlling area to financial management area
Controlling area to Operating Concern.
Sales Organization
• The highest-level of organizational unit in SD is Sales Organization.
• Responsible for Distributing goods and services, Negociation sales conditions, Product liability
and other customer rights of recourse.
• Sales organization is also used to take for example a regional, national or international.
• A sales organization assigned to a company code.
Distribution Channel
• Distribution Channel represents strategies to distribute goods and services to customer.
• DC is assigned to a sales organization. The assignment is not unique.
• You can share Customer, Material and Condition master data by maintaining a
reference/common DC.
Division
• A Division is used to group material and services. A material can have only one Division.
• We can make Customer- specific agreements for each Division, for example regarding partial
deliveries or pricing within Division. (In CMIR)
• You can share Customer and Condition master data by maintaining a reference/common
division.
• A Division is assigned to a sales organization. The assignment is not unique.
• You can use cross division to enter multiple materials with various divisions in a sales order.
• You can choose division specific sales, it is controlled by customizing for sales document type.
Sales area
• A Sales area is a combination of a Sales organization, DC and Division. It defines the
Distribution channel of a Sales organization uses to sell products of certain Division
• By defining and assigning Sales Organization, DC and division a Sales area not automatically
formed, you have to set up a sales area.
• A sales area can belong to only one company code. Assigning the sales organization to
company code creates this relationship.
• Each sales and distribution document is assigned to exactly one sales area. This assignment cannot
be changed.
• Various master data depending on the sales area, for example customer master data, material
master data, price and discount. This system also carries out a number of checks concerning the
validity of certain entries according to the sales Area.
• Sales area assigned to Credit Control Area.
• Sales office assigned to Sales Area
• Sales group assigned to Sales office.
• Employee of a sales office can be assigned to sales group.
Business area
• The Business Area is a separate business unit for which internal reporting can be carried
out. A company code may be divided into multiple business areas. A business area may also be
shared by several company codes.
• Business area is not limited by company codes. For this reason, the business areas in all company
codes must have the same description. Using organizational unit is optional.
• Business area can be used to prepare balance sheets and profit and loss statements not only for
company code, but also for other internal areas (E.g., division-related).
• The relevant business area is determined for each order item according to defined rule.
• Rules for Business area determination
Business Area assignment by Plant and Item division.
Business Area assignment by sales area.
Business Area assignment by Sales Organization and D.C, Item Division.
Plant
• The Plant is a location where material is kept. Represent a production facilities or Material
requirement planning in the System. In sales and Distribution, A Plant represents the location
from which Materials and Services are distributed and corresponds to a distribution center. The
relevant material stocks kept here.
• A Plant assigned to a company code.
• Inventory valuation is done either at company code level or Plant level, however the stock is
managed at Storage location level.
• A Delivering plant assigned to Combination of Sales organization and Distribution channel.
• Delivering Plant Determination in sales Document according to following step
1. CMIR
2. Customer Master-Ship to Party (Sales area- shipping tab page)
3. Material Master- Sales Org. 1 View. CMIR has precedence over customer and material master.
• A plant is essential for determine the Shipping Point.
• In absence of a Delivering plant determination there can be no automatic determining of shipping
point or automatic tax determination, no availability check can be carried out and no outbound
delivery can be set up.
Shipping Point
• Shipping Point highest organizational unit in Shipping. A shipping point is under client level.
• A shipping point assigned to a Plant. A Shipping point can be assigned to multiple plants.
Various Shipping point can be assigned to same plant.
• The Shipping point can be a loading ramp, a mail depot or a rail depot. It can also be a group of
employees responsible only for organizing urgent deliveries.
• The shipping point is responsible for processing shipping. Each Outbound Delivery is processed
by exactly one shipping point.
• The shipping point is normally determined automatically (At item level) for each item in the sales
document. The automatic default value can be later changed manually in sales order if we have
planned for a different shipping point. We can change shipping point in delivery document only at
initial create screen before saving the delivery document.
• Shipping point determination based on these combinations.
Delivering Plant
Shipping condition- Sales document type OR Customer master data-Sold to Party
(Shipping Tab Page)
Loading group-Material master data (Sales: Gen/plant)
Shipping condition from sales document type has precedence over that from customer master.
Warehouse
• Warehouse having following organizational units for efficient processing of goods receipt and
goods issue.
Warehouse Number: The entire warehouse structure is managed under one warehouse
Number. This number represents the warehouse complex.
Warehouse Number assigned to a combination of Plant and storage location.
You can group Transfer Order based on warehouse number.
Storage Type: The different warehouse areas, which differ with respect to their organizational
and technical features, are defined as storage types (for example-high-rack warehouse with
random storage, picking warehouse with fixed bins, or shipping area).
Picking area: Below the storage Type level, The Picking area group together storage bins from
a picking point of view.
A delivery can be split up into different picking areas to make parallel picking
possible.
Staging area: The staging area is a part of the warehouse where goods are stored immediately
after unloading or shortly before loading.
Door: A Door can be used for both the inbound and outbound delivery of goods.
(Door determination takes place at the delivery header level. Staging area determination can take place at the delivery
header level and item level. Different staging area at the delivery item level lead to a transfer order split because the
staging area is a header level in the Transfer Order.)
• The connection of the organizational unit in the warehouse to MM Inventory Management results
from The Assignment of Warehouse No. To a combination of plant and storage location.
• You can Group Transfer order based on the warehouse number.
HISTORY OF THE COMPANY
The second son of a school teacher, Dhirubhai was born in 1932 in the village of Chorwad in Gujarat in circumstances that can best be described as modest. Driven by hardship and want, he had to drop out of school early. In 1949, at the age of 17, he went to Aden (now Yemen) in search of opportunity, and worked as a dispatch clerk for A. Besse & Co. A couple of years later, the company became a distributor for Shell products and Dhirubhai was promoted to manage the company’s oil-filling station at the port of Aden. It was here that he dreamed of setting up and owning a refinery, which he later realized with his petrochemicals venture. He returned to India in 1958 to launch his first business venture, a spice trading company named Reliance Commercial Corporation. In 1962, Dhirubhai identified an emerging opportunity in yarn trading and shifted to the new business. Three years later, he changed the name of his company to Reliance Textile Industries Limited.
In 1966, he purchased land in Naroda, Gujarat, to set up a textile mill. In 1975, a technical team from the World Bank recognized the Naroda mill as one of the best composite textile mills in India and certified it as ‘excellent evendeveloped country standards’.
shareholders rapidly gave Dhirubhai an iconic status in the Indian financial markets. Under Dhirubhai’s charismatic leadership, the Annual General Meetings (AGM) of Reliance took on the character of large public spectacles. Typically held in large public arenas, and attended by thousands of adoring shareholders, the Reliance AGM became a day to remember in the annual corporate calendar of India. In 1986, the Reliance AGM held in Cross Maiden, Mumbai, was attended by as many as 30,000 stockholders—a record in India’s corporate history. The second son of a school teacher, Dhirubhai was born in 1932 in the village of Chorwad in Gujarat in circumstances that can best be described as modest. Driven by hardship and want, he had to drop out of school early. In 1949, at the age of 17, he went to Aden (now Yemen) in search of opportunity, and worked as a dispatch clerk for A. Besse & Co. A couple of years later, the company became a distributor for Shell products and Dhirubhai was promoted to manage the company’s oil-filling station at the port of Aden. It was here that he dreamed of setting up and owning a refinery, which he later realized with his petrochemicals venture. He returned to India in 1958 to launch his first business venture, a spice trading company named Reliance Commercial Corporation. In 1962, Dhirubhai identified an emerging opportunity in yarn trading and shifted to the new business. Three years later, he changed the name of his company to Reliance Textile Industries Limited.
In 1966, he purchased land in Naroda, Gujarat, to set up a textile mill. In 1975, a technical team from the World Bank recognized the Naroda mill as one of the best composite textile mills in India and certified it as ‘excellent evendeveloped country standards’.
By the mid-80s, Dhirubhai had become something of a living legend, widely hailed by peers and critics alike as one of the greatest corporate visionaries in the history of post-Independent India. But Dhirubhai was never one to rest on his laurels. In the early 80s, he had taken the first important step in strategic backward integration for Reliance with the commissioning of the Patalganga plant which initially manufactured polyester filament yarn and polyester staple fibre.
In 1991, he set up Reliance Hazira, for the manufacture of petrochemicals—the next link in the backward integration chain. At the time, Reliance Hazira represented the single largest investment made by a private sector group in India at a single location. Meanwhile, Dhirubhai had firmed up plans of setting up a massive grassroots
Refinery—the next big leap in his overall strategic roadmap for Reliance. Conceived as the world’s largest grassroots refinery at the time, Jamnagar in Gujarat was to have an annual capacity of 27 million tonnes. In the face of formidable challenges, including a massive cyclone that flattened the project site.
Mid way through construction, Reliance commissioned the Jamnagar facility in 1999. It was a fully integrated refinery, complete with a dedicated port and a captive supply of power. The refinery was not only commissioned ahead of schedule, but also set up at a cost that was significantly lower than the prevailing global benchmark for a project of such magnitude. It was one of Dhirubhai’s great dreams in life to see ordinary Indians enjoy the enormous economic benefits of being able to access affordable yet world class telecommunications infrastructure. He wanted Reliance to spearhead a communications revolution that would dramatically cut down the cost of connectivity, and propel India into the digital age. His ultimate ambition: To make the cost of a phone call cheaper than that of a post card. It was therefore entirely logical for Reliance to enter the telecommunications space when the sector was opened up for private participation in the 1990s.
Today, Reliance Communications is India’s largest information and communication. service provider with over 20 million subscribers, and offers the full range of integrated telecom services—at prices that are, by far, the lowest anywhere in the world.
The implementation of SAP System covers the following phases:
- Project Preparation
In this phase we plan our project and lay the foundations for successful implementation. It is at this stage that we make the strategic decisions crucial to our project:
- Define project goals and objectives
- Clarify the scope of implementation
- Define project schedule, budget plan, and implementation sequence
- Establish the project organization and relevant committees and assign resources
- Business Blueprint
In this phase we create a blueprint using the
Question & Answer database (Q&Adb), which documents our enterprise’s requirements and establishes how business processes and organizational structure are to be represented in the SAP System. We also refine the original project goals and objectives and revise the overall project schedule in this phase.
- Realization
In this phase, we configure the requirements contained in the Business Blueprint. Baseline configuration (major scope) is followed by final configuration (remaining scope), which can consist of up to four cycles. Other key focal areas of this phase are conducting integration tests and drawing up end user documentation. - Final Preparation
In this phase we complete our preparations, including testing, end user training, system management, and cutover activities. We also need to resolve all open issues in this phase. At this stage we need to ensure that all the prerequisites for the system to go live have been fulfilled. - Go Live & Support
In this phase we move from a pre-production environment to the live system. The most important elements include setting up production support, monitoring system transactions, and optimizing overall system performance.
Project Types
Definition
The project types delivered with the SAP Solution Manager allow us to differentiate between different types of projects. We can use the SAP Solution Manager to create the following projects:
● Implementation Project
Project to implement business processes in an SAP landscape.
Create a project structure from the business processes. We can either create a new project structure, or base it on one of the following:
○ One or more user or partner templates
○ An existing project
○ Scenarios and configuration structures delivered by SAP
○ An existing production solution landscape
● Template Project
A project to create a template.
A template makes the project structure, or parts of it, with its assigned objects (documentation, test cases, IMG activities), available to other projects.
We can lock templates, completely or partially, against changes when they are used in other projects. To use templates in other systems, transport them.
Template projects are especially suited to SAP partner solutions or global rollout.
● Upgrade Project
A project to upgrade existing systems.
In an upgrade project we can:
○ Upgrade customizing: Upgrade existing functions
and/or
○ Delta customizing: Copy additional functions
● Optimization project
A project to optimize the flow of business processes, or the use of a software solution.
We can use optimization projects, for example, in SAP Services.
● Safeguarding project
A project to resolve a critical situation in the implementation or use of an SAP solution.
Safeguarding projects show the reasons for a critical situation and coordinate the steps required to resolve the problems.
● Maintenance project
A project to maintain a solution
○ In Change Request Management. The project contains all maintenance activities and urgent corrections of a solution.
○ in Check-In/Check-Out Business Processes from the Solution Directory
Integration
Business Blueprint in Implementation Projects
Definition
Implementation projects are projects to select and implement business processes in an SAP landscape. A Business Blueprint documents these business process requirements of a company. Collaborative business processes involve several companies.
Use
The Business Blueprint provides a common strategy of how the business processes are to be mapped into one or more SAP systems. The Business Blueprint documents in detail the scope of business scenarios, business processes, process steps, and the requirements of an SAP solution implementation.
Structure
A Business Blueprint comprises the following structure elements in a hierarchy:
● Organizational Units
● Master data
● Business scenarios
● Business processes
● Process steps
We assign content, for example, project documentation, Business Configuration Sets or transactions, to individual structure elements, in the SAP Solution Manager.
We can create structure elements for organizational units and master data, below a business scenario. We only use these structure elements if the organizational units and master data are only relevant to the business process above them in the structure.
Integration
The Business Blueprint is the prerequisite in the Solution Manager for configuration and test organization:
● Configuration:
We configure our business processes with reference to the Business Blueprint project structure. We can also display and edit the project documentation from the Business Blueprint phase.
● Test Organization:
We base all test plans that we create during test organization, on the Business Blueprint project structure. The transactions which we assign in Business Blueprint process steps, are put in test plans when we generate them. We can run these transactions as transaction function tests.
If we use the SAP Quality Center by HP, send the selected Business Blueprint data to the Quality Center. In the Quality Center the system automatically replicates each selected structure node with business test requirements, and creates a folder in the process structure. The quality manager can create test cases, automatically or manually for this structure, from the business test requirements, or assign test cases to the business test requirements.
Business Blueprint
This function documents the business processes in the company that we want to implement in the system. In a Business Blueprint for Projects, we create a project structure in which relevant business scenarios, business processes and process steps are organized in a hierarchical structure. We can also create project documentation and assign it to individual scenarios, processes or process steps. We then assign transactions to each process step, to specify how our business processes should run in our SAP systems.
The Business Blueprint is a detailed description of our business processes and system requirements. We can print it out.
Integration
We can continue to use the project documentation and the project structure that we create during the Business Blueprint, in the configuration and test organization phases.
· When we configure our business processes, the system displays the Business Blueprint project structure. We can use the Business Blueprint project structure as a point of reference during configuration.
· We can also display and edit the project documentation from the Business Blueprint phase, during configuration.
· We base all test plans that we create during test organization, on the Business Blueprint project structure. The transactions that we assign to process steps in the Business Blueprint are put in test plans during test plan generation, and run as function tests to test the transactions.
Prerequisites
We have created a project of type implementation, template, or upgrade, in the project administration.
Features
Scope of the Business Blueprint Transaction | ||
Function | Tab | |
Create a project structure | Structure | |
Display the following documentation: · Documentation delivered by SAP, e.g. scenario descriptions · Documents from templates, e.g. from template projects To be able to edit general documentation, copy it to the Project Documentation tab. | General Documentation | |
Assign documents to structure elements Create, Change, Upload user documents | · General Documentation in template projects · Project Documentation in all project types | |
Input administration data, e.g. project status, team members assigned, planned and actual resources | Administration | |
Assign transactions and programs to structure elements | Transactions | |
Create, Display and Edit issues und messages | Issues/Messages | |
Display and Create a process graphic | Graphics | |
Where-used list: · Use in user project · Use in other projects · Go to use by double-click | · General Documentation · Project Documentation · Transactions | |
General Functions | ||
Function | Navigation | |
Change the sequence, hide or show tabs | ||
Translate project structure For further information about translating document names for URLs, in our project, see Translating a Template | ||
Create/print a Business Blueprint document | ||
Assign document authorization | Assign authorizations in the Role (PFCG) and User Maintenance. | |
Activities
1. Create a Blueprint structure in the Structure tab, using predefined substructures.
2. Check the Business Blueprint structure, and the business scenarios, business processes and process steps it contains.
3. Decide which business scenarios, business processes and process steps we want to include in the Business Blueprint. We can enhance the processes and process steps, or adjust the names of individual processes to suit our company requirements.
4. Create project documentation to save in the Business Blueprint, in the Project Documentation tab.
5. Assign transactions to process steps in the Transactions tab. This specifies which transactions in the system correspond to the process steps in our enterprise.
6. Print the Business Blueprint document.
7. When the Business Blueprint is complete, we can start to set up the development system landscape.
