LM THAPAR SCHOOL OF MANAGEMENTMIS PROJECT REPORT (MIS Employed in Maruti Suzuki India Ltd.) Submitted to: Submitted by: Amit K Bhardwaj (501004001) Sehgal (501004004) Gurpreet Gill (501004019) Aakriti Nirmal Alisha 1| Page Rishabh Aggarwal (501004055) Shefali (501004062) Acknowledgement We are thankful to the prestigious campus of LM Thapar School of Management for providing us the esteemed platform for enhancing our knowledge and skills of management discipline. We are also thankful to our mentor Mr. Amit K Bhardwaj for his time to time guidance for the improvement of project work. This unique way of making the MIS concepts seems really interesting and without his guidance project would have been gone off the track. We hope the project work is up to the expectations. Last but not the least, we are thankful to our parents and friends for their cooperation and also to our group members for working as a very cooperative team and putting in the best efforts to make the project successful. 2| Page INTRODUCTION...................................................................................................5 Profile..................................................................................................................5 Industrial relations...............................................................................................10 INFORMATION SYSTEM USED IN MARUTI SUZUKI...................................................12 ORACLE................................................................................................................13 SALE PROCESS OF MARUTI SUZUKI........................................................................19 CUSTOMER INTERACTION SYSTEM (C.I.S.)..............................................................19 DEALER MANAGEMENT SYSTEM (D.M.S.)...............................................................21 PROCESS FLOW.....................................................................................................21 DMS (DATA MANAGEMENT SOFTWARE).................................................................24 The Maruti System Architecture..........................................................................29 BACKGROUND......................................................................................................30 • • Design Goals...............................................................................................30 Design Approach and Principles.......................................................................31 Customer Relationship Management:.............................................................................34 Maruti and CRM.......................................................................................................34 Key Initiatives...................................................................................................34 Setting up "Express Service Bays" & "2 - Technician Bays"...........................................34 Service at Door Step through Maruti Mobile Support...................................................35 Maruti Auto Card...............................................................................................35 Maruti Call Center..............................................................................................35 Maruti on Road Services.......................................................................................35 N2N................................................................................................................36 Market Research Department.................................................................................36 Types of CRM....................................................................................................36 Operational CRM...............................................................................................36 Analytical customer relationship management................................................36 Collaborative CRM............................................................................................37 Other advantage: which help in CRM.............................................................................37 A Buying Experience like No Other...................................................................37 3| Page Quality Service across 1036 Cities...................................................................37 One Stop Shop..................................................................................................38 The Low Cost Maintenance Advantage.............................................................38 SUPPLY CHAIN MANAGEMENT:..............................................................................39 COMPUTER INTEGRATED MANUFACTURING(CIM):.................................................40 PRODUCT LIFECYCLE MANAGEMENT:....................................................................42 Model of an Executive Support System...........................................................................43 ESS is used for decision making functions at the highest level...............................................43 Maruti Suzuki Customer Care Website...........................................................................45 RECOMMENDATIONS:...........................................................................................46 3. Economic Order Quantity Concept.................................................................46 CONCLUSION.......................................................................................................48 FUTURE PLANS OF MARUTI TOWARDS ADVANCEMENT OF THEIR INFORMATION TECHNOLOGY BASED PROGRAMS:.........................................................................49 FUTURE PLANS OF MARUTI TOWARDS ADVANCEMENT OF THEIR INFORMATION TECHNOLOGY BASED PROGRAMS: 4| Page INTRODUCTION Maruti Suzuki India Limited (Hindi: मारित सुजूकी इंिडया िलिमटेड) a partial subsidiary of Suzuki Motor Corporation of Japan, is India's largest passenger car company, accounting for over 45% of the domestic car market. The company offers a complete range of cars from entry level Maruti 800 and Alto, to stylish hatchback Ritz, A star, Swift, Wagon-R, Estillo and sedans DZire, SX4 and Sports Utility vehicle Grand Vitara. It was the first company in India to mass-produce and sell more than a million cars. It is largely credited for having brought in an automobile revolution to India. It is the market leader in India and on 17 September 2007, Maruti Udyog Limited was renamed Maruti Suzuki India Limited. The company's headquarters are located in Delhi. Profile Maruti Suzuki is India's number one leading automobile manufacturer and the market leader in the car segment, both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The BJP-led government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, Govt. of India sold its complete share to Indian financial institutions. With this, Govt. of India no longer has stake in Maruti Udyog. Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its only competitors- the Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold in India and various several other countries, depending upon export orders. Models similar to Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and other South Asian countries. 5| Page Grand Vitara is imported from Japan as a completely built unit (CBU). A-star and SX4 are manufactured in Manesar. Suzuki’s technical superiority lies in its ability to pack power and performance into a compact. Currently. A-star. Nissan and Honda. Suzuki Motor Corporation. remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant. launched in February 2007 comprise a vehicle assembly plant with a capacity of 100.000 cars and has an extremely large domestic market in India selling over 730. Swift. Osamu Suzuki.842 cars. Estilo. Suzuki's bid was considered negligible. the Indira Gandhi government assigned a delegation of Indian technocrats to hunt for a collaborator for the project. till 2004. Ritz. Alto. More than a million units of this car have been sold worldwide so far. of which 53. In all. Japan. Grand Vitara.The company annually exports more than 50. which ran into trouble and was liquidated.000 people are employed directly by Maruti Suzuki and its partners. SX4.000 units per year and a Diesel Engine plant with an annual capacity of 100. Maruti Suzuki offers 15 models. It has been rated first in customer satisfaction among all car makers in India from 1999 to 2009 by J D Power Asia Pacific. Maruti Suzuki has been the leader of the Indian car market for over two decades. Initial rounds of discussion were held with the giants of the automobile industry in Japan including Toyota.000 units annually. Its manufacturing facilities are located at two facilities Gurgaon and Manesar south of Delhi. Manesar and Gurgaon facilities have a combined capability to produce over 700. Chairman and CEO of the company ensured that he was present in all the 6| Page . Maruti Suzuki’s Gurgaon facility has an installed capacity of 350. Partner for the joint venture Sanjay Gandhi owned the Maruti Technical Services Limited. Hanuman). Maruti Suzuki Alto tops the sales charts and Maruti Suzuki Swift is the largest selling in A2 segment. WagonR. Eeco. lightweight engine that is clean and fuel efficient. Omni. Nearly 75. is a global leader in mini and compact cars for three decades. While the major companies were personally represented in the initial rounds of discussion. which owns 54.024 were exported. the term "Maruti" is commonly used to refer to this compact car model ("Maruti" is another name of the Hindu god. Swift.000 cars annually. Due to the large number of Maruti 800s sold in the Indian market. It is listed on the Bombay Stock Exchange and National Stock Exchange in India. After the death of Sanjay Gandhi. Maruti Suzuki sold 764.2 per cent of Maruti Suzuki. over six million Maruti Suzuki cars are on Indian roads since the first car was rolled out on 14 December 1983. During 2007-08. The Manesar facilities. was the India's largest selling compact car ever since it was launched in 1983. Swift DZire. Maruti 800. Gypsy. More than half the cars sold in India are Maruti Suzuki cars.000 units per annum. the parent company. Suzuki Motor Corporation was at that time a small player in the four wheeler automobile sector and had major share in the two wheeler segment. The company is a subsidiary of Suzuki Motor Corporation.000 engines and transmissions. Maruti 800. The rest is owned by public and financial institutions. Swift DZire. Suzuki's fifth global car model. In 1982 both the venture partners had entered into an agreement to nominate their candidate for the post of Managing Director and every Managing Director will have tenure of five years. Productions and Projects. Maruti Suzuki is also Suzuki's leading research and development arm outside Japan Relationship between the Government of India. This highly profitable joint venture that had a near monopolistic trade in the Indian automobile market and the nature of the partnership built up till then was the underlying reason for most issues. under the United Front (India) coalition and Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian media till Suzuki Motor Corporation gained the controlling stake. 1988 as Director. This ensured that Suzuki conscientiously nursed Maruti Suzuki through its infancy to become one of its flagship ventures. Mr. Mr. Initially R. The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987 and further to 50% in 1992. Later in 1987 he was promoted as Chief General Manager. Osamu in an article writes that it subtly massaged their (Indian delegation's) egos and also convinced them about the sincerity of Suzuki's bid. Joining in 1982 he held several key positions in the company before heading the company as Managing Director. was designed and is made only in India. Suzuki in return received a lot of help from the government in such matters as import clearances for manufacturing equipment (against the wishes of the Indian machine tool industry then and its own socialistic ideology). land purchase at government prices for setting up the factory Gurgaon and reduced or removal of excise tariffs. After completing his five year tenure.Bhargava was the managing director of the company since the inception of the joint venture. Suzuki Motor Corporation didn't attend the Annual General Meeting of the Board with the reason of it being called on a short notice. Delhi.rounds of discussion. Bhaskarudu as the Managing Director on 27 August 1997. Bhargava later assumed the office of Part-Time Chairman.L. Joint venture related issues Maruti Suzuki's A-Star vehicle during its unveiling in Pragati Maidan. The Government nominated Mr.S. Currently he is on the Board of Directors. Besides being Suzuki's largest subsidiary in terms of car sales. 1989 Director. S.N.C. Materials and in 1993 as Joint Managing Director. A-Star. Till today he is regarded as instrumental for the success of Maruti Suzuki. Later Suzuki Motor Corporation went on record to 7| Page . Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector undertaking Bharat Heavy Electricals Limited as General Manager. However. Executive Director of Maruti Udyog Limited would assume charges as the Managing Director. Bhaskarudu was "incompetent" and wanted someone else. Media stated from the Maruti Suzuki sources that Bhaskarudu was interested to indigenise most of components for the models including gear boxes especially for Maruti 800. even today the gear boxes are still imported from Japan and are assembled at the Gurgaon facility. and from 1 January 2000.state that Mr. Government of India refuted the charges. Many politicians believed. If Maruti Suzuki would have been able to indigenise gear boxes then Maruti Suzuki would have been able to manufacture all the models without the technical assistance from Suzuki. Till today the issue of localization of gear boxes is highlighted in the press. Suzuki also felt that Bhaskarudu was a proxy for the Government and would not let it increase its stake in the venture. This remains true. Bhaskarudu. the Ministry of Industries. The issue was resolved in an out-ofcourt settlement and both the parties agreed that R S S L N Bhaskarudu would serve up to 31 December 1999. The relation strained when Suzuki Motor Corporation moved to Delhi High Court to bring a stay order against the appointment of Mr. 8| Page . and had stated in parliament that the Suzuki Motor Corporation is unwilling to localize manufacturing and reduce imports. Jagdish Khattar. S. Mr. Amal Ganguli 5. Osamu Suzuki 8.Bhargava 2.C. At the same time around 1500 plant workers from the MUL's Gurgaon facility were agitating outside the company's corporate office demanding commencement of production linked incentives.Industrial relations For most of its history. Mr. Keiichi Asai 7. Brar 6. Mr. Its emphasis of a Japanese work culture and the modern manufacturing process. with four MUL employees going on a fast-unto-death. demanding revision of the incentive-linked pay and threatened to fast to death if the suspended employees were not reinstated. Mr. Shuji Oishi 9. Maruti Udyog Limited had relatively few problems with its labour force. Mr. A major row broke out in September 2000 when employees of Maruti Udyog Ltd (MUL) went on an indefinite strike. The standoff with the management continued to December with a proposal by the management to end the two-month long agitation rejected with a demand for reinstatement of 92 dismissed workers. Mr. a better pension scheme and other benefits. and the conflict between the United Front Government and Suzuki may have been the cause of unrest among employees. demanding among other things. Ms. The Staff union opposed this sell-off plan on the grounds that the company will lose a major business advantage of being subsidised by the Government. Board of directors 1. when it became predominantly government controlled for a while. Kenichi Ayukawa 11. proposed to sell part of its stake in Maruti Suzuki in a public offering. But with the change in management in 1997. irked over the suspension of nine employees. Tsuneo Ohashi Executive Officer Chairman Managing Director and CEO Director Director Director Director Director Director Director Director Director and Managing 9| Page . Pallavi Shroff 10. In December the company's shareholders met in New Delhi in an AGM that lasted 30 minutes. Employees struck work for six hours in October 2000. The management has refused to pass on the benefits citing increased competition and lower margins. Manvinder Singh Banga 4. first instituted in Japan in the 1970s. Mr. Shinzo Nakanishi 3. the NDA government. going on a six-hour tools-down strike at its Gurgaon plant. D. Mr. was accepted by the workforce of the company without any difficulty. Mr. Mr. following a disinvestments policy. R. revision of the incentive scheme offered and implementation of a pension scheme. About this time. 10 | P a g e . This involves Instant generation of Business analysis report control and monitoring of Man and machine. 11 | P a g e . Structuring.INFORMATION SYSTEM USED IN MARUTI SUZUKI MANAGEMENT INFORMATION SYSTEM (MIS): It is the integration & Streamlining of business processes involving Process adherence. storage & retrieval of data. Support operations and decision MAKING. 12 | P a g e . procurement.” Rajesh Uppal. leasing. Why Oracle? 13 | P a g e . Its principal activities include the manufacture and sale of motor vehicles and spare parts via a 300-strong dealer network scattered across India. including Maruti staff. It also gained a more manageable and scalable platform to support its rapidly expanding business. First established in 1981. By standardizing on a single Oracle platform. increasing the scale of its operations and prompting a review of its processes and systems. Maruti Suzuki India Limited Maruti Suzuki India Limited has led India’s car market for more than a quarter of a century. The year 2002 saw Maruti add finance. the company achieved better control of its finance. Information Technology. a critical part of the process to ensure quick user acceptance. The eight-month project involved managing up to 50 people. the company is now a fully-fledged subsidiary of the Suzuki Motor Corporation. Standardizing on Oracle technology and applications would also lower support costs and ensure easy upgrades in the future. and pre-owned car businesses to its portfolio. requiring staff. and employees of third-party organizations.ORACLE Oracle Full Stack: “The open interfaces of Oracle E-Business Suite offered the best integration with our legacy systems. Maruti used a number of home-grown systems to manage its various lines of business. Oracle also assisted Maruti with change management. The Need to Strengthen Management Control Prior to employing Oracle. and human resources functions. Chief General Manager. insurance. Oracle consultants. Oracle Consulting was engaged to install a number of Oracle E-Business Suite modules and integrate them with Maruti existing systems. Many of these disparate systems could not talk to each other. When it came to selecting a solution for the ERP system. This time. “Standardizing on Oracle technology and applications would also lower support costs and ensure easy upgrades in the future. “By engaging Oracle Consulting. “We evaluated several packages but found that the open interfaces of Oracle E-Business Suite offered the best integration with our legacy systems. beginning with the deployment of Oracle Database and Oracle Real Application Clusters as a stable foundation for its nationwide dealer management system. Maruti again turned to Oracle.” said Uppal. “Oracle Consulting were exemplary in their conduct throughout the project. we would have easy access to technicians with an in-depth understanding of the product and consultants with extensive project management experience and business understanding.” 14 | P a g e . the company decided to work directly with the vendor to deploy the ERP system.Maruti has a successful history of Oracle implementations.” said Uppal. The dealer management system itself was developed using Oracle Fusion Middleware products. “We found that many of the systems integrators did not have sufficient knowledge of Oracle E-Business Suite to guarantee a smooth deployment.” Maruti had previously used external parties to develop and deploy its Oracle solutions. and staff development Ensured a smooth rollout by engaging Oracle Consulting to supervise the design and deployment of the solution. Oracle Consulting was responsible for managing the different parties involved in the implementation. and also assisted Maruti for one month in the lead-up to the company’s year-end closing. and human resources systems with Oracle Financials. including determining Maruti’s requirements and developing a project plan. designing the system. and providing post-implementation support. These included Oracle Certified Advantage Partner IBM. compensation management. Oracle Consulting provided three months of post-implementation support. To minimize the impact of the system change on its business.Implementation Process In addition to designing the system and providing advice on business process reengineering. 15 | P a g e . who completed part of the functional work (writing custom extensions code and installing Oracle Financials and Oracle Procurement). Maruti decided on a phased migration to Oracle E-Business Suite. Key Benefits • • • • • • • Strengthened management by consolidating on a single financial platform Gained deep insight into financial performance by using Hyperion to analyze budgets and consolidated accounts Lowered procurement costs by streamlining purchasing process Provided HR staff with greater control over recruitment. ensuring senior managers have visibility into business performance Promoted user acceptance by developing extensive training programs to help staff transition to the new system Maruti serves within India. and manage the implementation team Achieved seamless integration with legacy systems. Oracle Consulting deployed the Oracle Human Resources modules. To support this growth and improve efficiency. payroll. As a first step. leave management. managing the various parties involved. competency assessments. Oracle Procurement. Oracle Consulting was selected to supervise the implementation. the company decided to replace its financial. purchasing. deploying the software. the company decided to revamp its information technology systems to provide end-to-end visibility into the organization. and a range of Oracle Human Resources applications. consolidate accounts across nine subsidiaries. Prior to implementing Oracle Purchasing. so there were no interruptions to the business when we cut over to Oracle from our legacy financial system. and gained a comprehensive general ledger that assists in the management of all financial information. giving staff and senior management deeper insight into our performance as and when they need it. which often meant one division lagged behind another in delivering information. “We use Hyperion to complete scenario.” Oracle’s acquisition of Hyperion in April 2007 is good news for Maruti.” Uppal said. With Oracle Financials. we found that the application integrated easily with the Hyperion system. Each office followed different workflows. which boosts our competitiveness. An automated workflow sends purchase orders along the approvals chain and keeps staff in the accounts payable department aware of all procurement activity. 16 | P a g e .” said Uppal. “When we implemented Oracle Financials. and conduct financial reporting in compliance with generally accepted accounting principles (GAAP) in India. Differing data formats required tedious consolidation. “Now that Streamlined Procurement Lowers Costs Maruti implemented Oracle Purchasing to manage procurement of capital goods. We are able to respond faster to changing market conditions. some subsidiaries had a rudimentary system. preventing real-time access to critical statistics. The company has set up a list of preferred suppliers to cut down on the number of vendors it deals with and ensure it has control over costs.Standardization Improves Financial Insight The problem with using multiple systems to manage finances was the lack of control over processes and information quality. and indirect consumables. The system is integrated with Oracle Financials and is currently used by around 10 budgeting staff in Maruti’s finance department. Maruti now has a standardized platform to oversee procurement. “The system supports all types of reporting and analysis. It alerts us to possible problems before they impact our operations and has helped improve the accuracy of our forecasts. services. With Oracle. According to Uppal. the company achieved tight control over accounts payable and accounts receivable.and project-based analytics. while others relied on basic spreadsheets to manage the process. Drilling Down to Details with Hyperion Maruti has used Hyperion business performance management software for the past two years to analyze budgets. This made it difficult for the organization as a whole to have control over capital and services purchasing. Maruti was able to standardize on a single financial management platform. leading to escalating costs and excess inventory. consultants sat down with Maruti managers and key business users to scope out their requirements. integrated system to manage its employees. A key project challenge was interfacing the Oracle modules with Maruti’s legacy systems.000 people across India. and the company quickly discovered that using mismatched systems to manage human resources was inadequate. competency assessments. Oracle Consulting ensured a fast. a major asset for any organization. Uppal said it was adopted quickly after an intensive period of training. problem-free installation by employing Oracle’s Business Flow Accelerators—an implementation approach that leverages predefined business flow templates to reduce the time and cost associated with application deployments. payroll. What the company needed was a single. dispatch systems.” Integrated HR System Smartens Workforce Management A period of rapid growth saw Maruti’s workforce expand to 5.” said Uppal. “This helps us attract and retain high-quality people. and staff development. including direct item procurement.” Tight Project Management Ensures Swift Deployment As with all Oracle Consulting-led deployments.” said Uppal. and the Hyperion business intelligence platform. The integration had to be completed without 17 | P a g e . Their managers can then approve the request online. compensation management.While moving to an electronic system was a major change for most staff. Maruti reported better control over HR functions such as recruitment. The project plan delineated the responsibilities of each party and incorporated monthly milestones and testing deadlines. and costs have been reduced. efficiency has improved. Staff are encouraged to update their details and apply for vacation time using the system. If a new position needs to be filled. “We have a good system that has streamlined procurement and given staff the ability to track the entire process. Staff can also run reports to determine the skill level of various employees. they can search the database and run reports to determine the best candidate for the job. the time card system for attendance. from the initial order to receipt of goods and payment. and ensure there are proper training programs in place to advance their knowledge. Maruti deployed Oracle Self-Service HR to free HR staff from basic duties such as changing staff address details and answering queries about payment details and leave entitlements. from which HR staff can access a complete personal and work history. After implementing a range of Oracle Human Resources applications. The details of each employee are stored into a single database. A steering committee was set up to guide the implementation and ensure consultants had recourse to senior executives for advice. “Our HR staff love the system because it has released them from mundane tasks and allowed them to focus their energies on value-adding activities such as performance assessment and staff development. “Staff are happier. leave management. ” said Uppal. the team contributed indirectly to Maruti’s efforts to transition users to the new modules. Maruti is considering expanding its Oracle footprint. The Oracle team advised Maruti on process changes and contributed to training programs. which frequently deals in large volumes. Once they understood how it worked and the benefits it generated.any impact on the company’s business. modular structure of Oracle E-Business Suite ensured the technical side of the integration was relatively painless. and supporting the solution. and human resources deployment. so we can access real-time information across all our businesses. Maruti generates more than 2. helped us design a train-the-trainer program. “Oracle Consulting developed the user manuals. “We would like to further automate supply chain management and integrate more processes with the Oracle ERP system. “With Oracle Consulting. enabling budget and credit checks to be completed online in the legacy system.” Future Plans After the success of the financials. For example. they were happy to adopt the Oracle applications.” 18 | P a g e . “We are also looking at integrating more systems with Oracle.000 invoices each day and any lengthy interruptions could have disastrous impacts on cash flow further down the line. The company is evaluating Oracle Advanced Supply Chain Management and Oracle Enterprise Asset Management.” said Uppal. installing. “Their assistance was a huge help in overcoming resistance among users and adjusting them to the new system. and provided additional training for our super users. I expect Oracle Consulting to play a role in future projects. Oracle Consulting helped ensure tight integration for real-time performance. Ensuring a Smooth Transition While Oracle Consulting was not actively involved in change management. Process-wise. procurement. we got a total solution—a partner with end-to-end responsibility for developing. The open. SALE PROCESS OF MARUTI SUZUKI Maruti Suzuki sells its car through showroom across India.I. True Value.S. • All daily inquires are feed in the system and Appointments are taken accordingly. Apart from selling car it also provide services facility to its car owner like – Insurance. and Driving School. 19 | P a g e . SOURCES OF CUSTOMER Walk In ReferenceTelephone CUSTOMER IDENTIFICATION Identification of customer is done according to • • • • Usage Requirement Repayment option Year of repayment • Mid class CUSTOMER INTERACTION SYSTEM (C.S.) • All data collected by the agent is processed in a system called C. Exchange.I. Finance. extended warranty etc.M. pre owned cars.M. At this stage. the customer is indecisive as to which car to buy and from where to buy The customer acquires Knowledge about • • • • 20 | P a g e MUL ‘s range of cars Allied services like finance. • Pre-sales • Sales • Post –sales All these are inter-related to each other Pre-Sales The pre-sales process is very important because if a customer has a satisfying experience during this process.S.) All the data collected by the various dealers and showrooms is processed in D. it greatly increases the chances of him purchasing the car from your showroom.S. Accessories. DEALER DATA D.M. range offered. prices etc. insurance.S. Preventive maintenance of the car .DEALER MANAGEMENT SYSTEM (D. Connection Process SHOWROOM PROCESS FLOW There are three broad processes at a showroom. Create interest and preference for MUL Give a detailed demonstration and test drive Provide clarification to queries and handle objections Follow-up with the customer Secure order from customer Offer allied services like finance. Advice customer on all matters related to his car. In case there are too many Sales cases. accessories etc.The Sales Activities Include: • • • • • • • • • • • Visit the prospects Understanding needs of the prospects Give a proposition to the customer. a special focus is required to serve these 21 | P a g e . insurance. Satisfaction % (D/B * 100) 22 | P a g e . Number of dissatisfied customers F. Number of satisfied customers E. Number of customers contacted C. PSF percentage (B/A *100) D.Post Sales Follow UP (PSF) Parameters A. Number of cars sold B. they are getting from the market. e) DMS generates several reports that help the management as well as the sales team. target v/s achievement report (executive wise/overall) and many more that will definitely help Maruti which believes in customer care and 100% conversion of enquiry The minimum system specifications for using DMS are: 23 | P a g e . Now it depends upon the seller that how efficiently he manages these enquiries and makes efforts to convert the same into productive ones. test drive register. booking register. it can generate a Performa Invoice/Offer Letter for the customer. it will ask for all required details. per day enquiry list. he would like to make enquiries at all reachable sources. d) DMS not only generates Performa Invoice or allot the enquiries to sales executives. It is very important to keep track of each and every enquiry until and unless it is not converted or closed. closed enquiry register.A database is complied which includes the above said parameters. It is also important to keep an eye on the marketing team. pending enquiry register. but it will keep record of the enquiry until and unless the enquiry is not converted or closed. expenses per enquiry. • Customer Complaints received by dealer are through : E-mail Internet survey forms Telephone Letter Consumer Forum / Legal Notices This data is compiled in software database. If a person wants to purchase something. b) At the time of enquiry feeding. c) After collecting all information. visiting register. conversion ratio. f) It generates reports like enquiry register. enquiry lost with reason. where the customer is the king.” DMS does the following: a) It can keep a record of all enquiries and can generate timely reports whenever required. so that you know what they are doing in market and what response. DMS (DATA MANAGEMENT SOFTWARE) According to Maruti “Today’s market is a customer-oriented one. 24 | P a g e . there is an option to allow/disallow the color’s availability.• • • • • Pentium PC (with CD ROM Drive to install the s/w) 80 Column DOT MATRIX PRINTER (can be shared within the network) Windows 95/98/Me or Windows NT/2000/XP 64 MB RAM 200 MB free hard disk space There are several DMS Forms: Basic Models • Model Details The information about all the basic models have to be entered using this form. That means within each & every basic model. An important thing is the availability of the color option. There are options to enter sale price. this. If you select “No”. If you have allowed both color types in the color availability box of the Basic Model Master. select (put ticks) the colors from the frames that are available with the model. you have automatically got the information of the colors availability. If it is “Metallic” then there you have two frames (one is price detail & the second is colors detail for the metallic) to specify the information regarding that option. Only the selected colors will be displayed in the enquiry form with this model There is an option .to make you free from the burden to select the models from the bunch. then you are free to make entries into the “Metallic” and “Non-Metallic” frames. booking price. The other frame (which belongs to non-metallic option) is disabled. in the enquiry form. but still it will remain in the database 25 | P a g e .“Active” . and insurance amount & handling charges • • After. then the variant model will not be displayed in the enquiry form.• Model Variant To make an entry for a variant model. Now. RTO amount. it is necessary to select its basic model. Only the company name & the city in which it is situated have to be entered.• Accessories Details In this form. you will have the list of the colors in the Model Variant Details form Executive details • This form is used to create an executive profile. so that it can be self. You can make a new entry as well as change an existing entry. • Color Details In this form. The others can be altered as your requirement. you are having the options to add or modify the model colors. Hence. A username and password must be provided if you are making a new entry. • • Insurance Details Here you can maintain the information regarding the insurance companies. For them. We are providing a list of most commonly used status names and we think that these may fulfill all your needs. you will have the list of accessories in the booking form with their sale & purchase price. In some companies. Only insurance company name & its working city are necessary to make the alteration in to that form. Some predefined status is related with report generations are locked from changes. all the information is maintained related with the finance company.defining. • Status Details The status details are one of the most important features of AutoSoft. Financer Details In the financer master form. in case if you want to enter or alter a status you can do it with the Status Details form. According to your selection. You can change the price of the accessory in the booking form. we have provided a User Manager with the help of which you can create a new user with manager level rights. He has to feed his entries and alter them on his own. The ‘Close’ field is used to determine whether an enquiry with the given status is active or not. However. According to your specification of the colors. You can specify the rates of the accessories along with the associated model. you can specify the details of the accessories and basic models on which these are applicable. A photograph of the executive can also be scanned into the system and can be saved with the profile. the executives may not be directly using the software. it is very important to select an appropriate name for the status. This is because DMS considers each executive as a user with the operator level rights. 26 | P a g e . The status that is being entered defines the exact position of an enquiry. which is applicable to that sale only. you can enter the information about the training. so you can find out the total information of a particular training with just one click over there. which can be specified using this form. • Offer Details It is used just to maintain such special offers that are applicable to various basic models 27 | P a g e . which have been conducted during a particular time period. • Training Details In the Training master form. The enquiries can be categorized into various areas.• Area Details This form can be used to manage various work areas in your dealership. That is. • Mode Details There can be various ways through which an enquiry can be made. Mode is basically used in the Enquiry Details form to maintain the customer communication with our company. Searching facility is also available. We are also maintaining the information regarding the attendance of the executives in a specific training. how many executives out of the given list have attended the training? With the help of these training details we are generating various MIS reports. so that in future you can pay more attention on a specific region where your market is strong and maybe you can arrange a camp in that area. These are the enquiry modes. The details provided here can help the management to find out an efficient person for a special task. The Maruti System Architecture 28 | P a g e . based on the lessons learned from the first design. 29 | P a g e . as very little control over the use of resources can be exercised in that system without extensive modifications to the kernel. In this context. • Fault Tolerance Many of the mission-critical systems are safety-critical. fault tolerance is the ability of a system to support continuous operation in the presence of faults. they have implemented Maruti directly on 486 PC hardware. hard real-time manner. and therefore have fault tolerance requirements. providing Maruti applications total control over resources. Unix was not a very hospitable host for real-time applications. Therefore. which was operational in 1990. • HARDWARE: Most recently.BACKGROUND The Maruti project started in 1988. they proceeded with the design of the current version of Maruti and changed the implementation base to CMU Mach which permitted more direct control of resources. The design of Maruti has been guided by the following application characteristics and requirements: • Real-Time Requirements The most important requirement for real-time systems is the capability to support the timely execution of applications. The first version of the system was designed as an objectoriented system with suitable extensions for objects to support real-time operation. heterogeneous environment. allowing Maruti applications to run across a network in a synchronized. The initial version of the distributed Maruti has also been implemented. No changes to the UNIX kernel were made in that implementation. • Design Goals The design of a real-time system must take into consideration the primary characteristics of the applications which are to be supported. • The proof-of-concept version of this design was implemented to run on top of the UNIX operating system and supported hard and non-real-time applications running in a distributed. The feasibility of the fault-tolerant concepts incorporated in the design of Maruti system was also demonstrated. The techniques learned in the design and implementations of centralized systems do not always extend to distributed systems in a straightforward manner. A scenario defines the set of jobs executing in the system at any given time. The resource requirements are specified as early as possible in the development stage of an application and are manipulated. A hard real-time system must be capable of switching from one scenario to another. analyzed. • Integration of Multiple Requirements The major challenge in building operating systems for mission-critical computing is the integration of multiple requirements. The basic design approach is outlined below: • Resource Reservation for Hard Real-Time Jobs Hard real-time applications in Maruti have advance resource reservation resulting in a priori guarantees about the timely execution of hard real-time jobs.• Distributivity The inherent characteristics of many systems require that multiple autonomous computers. and refined through all phases of application development. This is achieved through a calendar data structure which keeps track of all resource reservations and the assigned time intervals. • Scenarios Many real-time applications undergo different modes of operation during their life cycle. the real-time requirements preclude the use of many of the fault handling techniques used in other fault-tolerant systems. The computers and other resources in the system may be homogeneous or heterogeneous. a necessary requirement for critical applications requiring hard real-time performance. thus allowing for reasoning about real-time properties in a natural way. without violating the timing constraints. integration of all the requirements in a single system is a formidable task. Due to the autonomous operation of the components which cooperate. system control and coordination becomes a much more difficult task than if the system were implemented in a centralized manner. For example. connected through a local area network. maintaining the system in a safe and stable state at all times. • Design Approach and Principles Maruti is a time-based system in which the resources are reserved prior to execution. Because of the conflicting nature of some of the requirements and the solutions developed to date. cooperate in a distributed manner. The resource reservation is done on the time line. 30 | P a g e . The time-driven architecture provides predictable execution for real-time systems. However. for instance. As fault handling may result in violation of temporal constraints. Soft. the system can be tailored and optimized to different environments. it may become necessary for the system to revoke the guarantees given to the hard real-time applications and change its mode of operation dynamically so that an acceptable degraded mode of operation may continue. Under anticipated load and failure conditions. • Separation of Mechanism and Policy In the design of Maruti. The same approach is followed in other aspects of the system. there may be resource contention leading to lack of predictability. • Integrated Support for Fault Tolerance Fault tolerance objectives are achieved by integrating the support for fault tolerance at all levels in the system design. Fault detection capabilities are integrated with the application during its development. Fault tolerance is supported by early fault detection and handling. an emphasis has been placed on separating mechanism from policy. By separating the mechanism from the policy. such as non-real-time activities. the aim of the Maruti project has been to develop a system which can be tailored to use in a wide variety of situations-from small embedded systems to complex mission critical systems. With the rapid change in hardware technology. Failure of a replica may not affect the timely execution of other replicas and thereby the operation of the system it may be controlling. The lack of predictability is compensated by allowing enough slack in the schedule. resilient application structures through redundancy. This is countered by eliminating as much of resource contention as possible and reducing it whenever it is not possible to eliminate it entirely. and the capability to switch modes of operation. Since resources may be shared between jobs in the calendar and other jobs in the system. permitting the use of application-specific fault detection and fault handling. and Non-Real-Time in the Same Environment 31 | P a g e . keeping the design of specific scheduling policies separate. This allows for integration of new techniques into the design with relative ease. • Support of Hard. it is imperative that the design be such that it is portable to different platforms and makes minimal assumptions about the underlying hardware platform. This results in reduced run time overheads and leads to a high degree of predictability. Thus. the system provides basic dispatching mechanisms for a time-driven system. replication is used to make the application resilient. not all jobs can be pre-scheduled. Portability and extensibility is also enhanced by using modular design with well defined interfaces.• Predictability through Reduction of Resource Contention Hard real-time jobs are scheduled using a time-driven scheduling paradigm in which the resource contention between jobs is eliminated through scheduling. • Portability and Extensibility Unlike many other real-time systems. The virtual time may be paused at any instant and the debugging tools used to examine the state of the execution. In this environment the same code which runs in the other two environments can execute while access to all UNIX debugging tools is available. the Maruti/Virtual environment has been designed to aid the development of real-time applications. • Support for Temporal Debugging When an application executes in the Maruti/Virtual environment its interactions are carried out with respect to virtual real-time which is under the control of the user. their use in hard real-time applications requires operating system support for coordinated resource management. In this environment temporal accuracy is maintained with respect to a virtual real-time. and non-realtime requirements. In this way we may debug an application while maintaining all temporal relationships. Customer Relationship Management: In these competitive times the challenge is to keep inventing newer ways of doing things to keep the customers in your fold.Many critical systems consist of applications with a mix of hard. Maruti provides coordinated. In addition. • Support for Multiple Execution Environments Maruti provides support for multiple execution environments to facilitate program development as well as execution. The Maruti/Standalone environment is best suited for the embedded applications while Maruti/Mach permits the concurrent execution of hard real-time and non-real-time UNIX applications. Real-time applications may execute in the Maruti/Mach or Maruti/Standalone environments and maintain a high degree of temporal determinacy. • Support for Distributed Operation Many embedded systems need several processors to carry out their computations. they must execute within the same environment. 32 | P a g e . time-based resource management of all resources in a distributed environment including the processors and the communication channels. The user may speed it up with respect to actual time or slow it down. a process we call temporal debugging. The approach taken in Maruti is to support the integrated execution of applications with multiple requirements by reducing and bounding the unpredictable interaction between them. soft. When multiple processors function autonomously. Since they may be sharing data and resources. These initiatives ranged from product design and quality to network expansion. the products are supported by rapidly expanding networks.Technicians Bays. Key Initiatives Setting up "Express Service Bays" & "2 . the company strengthened the existing practices and experimented with many new initiatives by way of kaizens (continuous improvements) to delight its customers. In the field. and all of them were in expansion mode last year to enable the company get closer to the customer. 33 | P a g e . Maruti faced a depleting market share. spares. reducing profits. J. D. the market structure changed drastically. which it had not faced in the last 18 years. pre owned cars and so on. The company has retained its competitive edge by offering high quality products. Maruti is investing a lot of money and effort in building customer loyalty programmes.Technician Bays" As the name suggests the company set out to delight its customers by offering them faster car service by introducing new concepts such as Express Service Bays & 2. Power Maruti and CRM Post 1998. As a result of the internal turmoil and the changes in the external environment. service. and included new service programs to meet unsaid needs of customers. The company has diverse networks for new cars. The company takes great pride in sharing that customers have rated Maruti Suzuki first once again in Customer Satisfaction Survey conducted by independent body.Over the last few years. and increase in inventory levels. This forced Maruti to create the land-mark in CRM by launching a website for the customers in the year 1998. Both the initiatives undertaken in this direction have helped improve customer interface and also helped increase the productivity and capacity of existing workshops. These are done for customers who are hard pressed for time. Maruti Call Center Maruti has proper customer complain handling cell under the CRM dept. brings the customer all the advantages of an international credit card in addition to bringing the customer an opportunity of earning valuable Auto points for his next Maruti car. Maruti on Road Services The MOS ensures: Round-the-clock services in most of the cities A computerized call-monitoring system dispatches a mobile MOS van to the customer at the earliest All MOS vans are managed by qualified Maruti Authorized Dealers / MASS technicians who are trained by Maruti in problem diagnosis The customer are charged only Rs. The CIC will help MUL rapidly build an information pool of over 3 million Maruti owners as well as that of its prospective customers. Maruti Mobile Support is a first of its kind initiative and is expected not only to help the company reach out customers in metro cities but also as a mean to reach semi urban /rural areas where setting up of new workshop may not be viable Maruti Auto Card Maruti Auto Card in association with Master Card.100 on labour and spares 34 | P a g e .Service at Door Step through Maruti Mobile Support Another unique initiative is the door step service facility through Maruti Mobile Support. and up-selling opportunities. takes care of the A-Z of automobile problems. It makes heavy use of data mining and other techniques to produce useful results for decision making. They capture the CRM data throughout the customer buying cycle through their CRM softwares and analyse the changing customer trends. and staff can retrieve customer information as necessary. This provides staff members with immediate access to important information on customer products and prior calls etc. marketing and service. Maintenance. operational. the better its predictions and recommendations will be. Convenience services and Remarketing. eliminating the need to individually obtain this information directly from the customer. data is gathered from various CRM efforts and analyzed to identify cross. along with the information necessary for carrying out the tasks. Interactions with customers are generally stored in customers’ contact histories. Market Research Department Their Market Research department remains on its toes to study the changing consumer behaviour and market needs. The tasks that come from these processes are then passed on to the employees responsible for them. It is at the analytical stage that the more information that the analytical software has available for analysis.N2N Maruti’s N2N Fleet Management Solutions for companies. Maruti enjoys 70% repeat buyers which further bolsters their claim of being customer friendly Types of CRM There are three main parts of the CRM process in Maruti: analytical. This data gathering is a ongoing process which allows for business decisions to be continually refined over time based on feedback from earlier analysis. Services include end-to-end backups/solutions across the vehicle’s life: Leasing. Sales intelligence CRM Sales intelligence CRM is similar to analytical CRM but is intended as a more direct sales tool 35 | P a g e . and collaborative. Operational CRM Operational CRM refers to the customer facing business processes such as sales. • • • • Managing Campaigns Enterprise marketing Automation Sales force Automation Sales Management System Analytical customer relationship management In this aspect of CRM. D. Whether it is easy finance. Collaborative CRM Collaborative CRM streamlines interactions with customers through all channels – email. Power CSI Study Maruti Suzuki scored the highest across all 7 parameters: 1. It’s a customer relationship management solution that brings customers. exchange. best in-service experience. insurance. Power CSI study also reveals that 97% of Maruti Suzuki owners would probably recommend the same make of vehicle. employees. 5. highest service quality. most user-friendly service and best service initiation experience. 92% of Maruti Suzuki owners feel that work gets done right the first time during service. Management information system (Forecasting or Budgeting). customers will find all car related needs met under one roof.D. letter. with a workforce of over 6000 trained sales personnel to guide MUL customers in finding the right car. and fax – by supporting ease of interaction and coordinating employee teams and customers. fleet management services. phone. Quality Service across 1036 Cities In the J.eg customer acquisition and cross selling. The Low Cost Maintenance Advantage 36 | P a g e . Other advantage: which help in CRM A Buying Experience like No Other Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities.Features include alerts sent to sales staff regarding: • • • Designing and executing targeted marketing campaigns.Maruti Suzuki is set to provide a single-window solution for all car related needs. best service delivery. 3. Analyzing customer behaviour in order to take decisions regarding products and services. The J. and data together to allow companies to better serve and retain their customers. processes. One Stop Shop At Maruti Suzuki. 6. best service advisor experience. 2. 7. 4. while 90% owners would probably repurchase the same make of vehicle. Least problems experienced with vehicle serviced. and it is here where Maruti Suzuki shines. there is transparency in the export supply chain.Net. It covers the entire process from when a distributor orders a vehicle to production to shipment. Following diagram summarizes the role of CRM in MARUTI SUZUKI: SUPPLY CHAIN MANAGEMENT: Using a combination of Unix Shell programming. Not so in the case of a Maruti Suzuki. . It is in the economy segment that the affordability of spares is most competitive.The acquisition cost is unfortunately not the only cost customers face when buying a car. It facilitates electronic transfer of orders and acknowledgements. Oracle forms. It also updates distributors' systems to facilitate their dispatch planning. and Windows FTP technology. and 37 | P a g e . It provides all stakeholders complete visibility of an order's progress. and factory dispatch can be traced and corrective action made with no delay. These are the various processes which are involved in the Supply Chain Management. and dispatch status to the distributor.communicates the daily progress of a production plan. planning. Following is the Distribution Network followed in Maruti: 38 | P a g e . All of the above processes are detailed in databases which are maintained under high security and accuracy. The entire process is IT driven and any exception during production. This integration allows individual processes to exchange information with each other and initiate actions. manufacturing can be faster and less error-prone. such as CAD/CAM systems. the availability of process planning and its data. CAD SOFTWARES: • • • • • Solid Edge Unigraphics(NX-5) Autocad Tecnomatix Teamcenter(CAM) 39 | P a g e . although the main advantage is the ability to create automated manufacturing processes. Typically CIM relies on closed-loop control processes. • • Hence Maruti uses this system which assists in designing the automobiles which bring about innovation in the product line of Maruti. It is also known as flexible design and manufacturing CIM is most useful where a high level of ICT is used in the company or facility. Through the integration of computers.COMPUTER INTEGRATED MANUFACTURING(CIM): • (CIM) is the manufacturing approach of using computers to control the entire production process. based on real-time input from sensors. In nutshell. • The Information management. process management and global collaboration supported by Teamcenter® software • More efficient and innovative design and manufacturing with NX™ software • Ability to simulate manufacturing processes using Tecnomatix® software 40 | P a g e . Process management permits concurrent development and faster change management and provides a platform for other process improvements Since implementing the UGS PLM solution. digital design reviews revealed 36 issues that previously would not have been detected until the prototype stage. NX and Tecnomatix. local variants and export destinations. and expects a further reduction of 15 percent as more of the collaboration with Suzuki and suppliers is done electronically in real time. process management. Cost reduction. knowledge capture and support for global collaboration. design reviews include digital mockups. Maruti has reduced prices for five car models 41 | P a g e . which had been occurring to some extent before the PLM implementation. Maruti has seen a 50 percent reduction in assembly/build issues. With the UGS PLM implementation. all this means vehicles get to market sooner. On a recent program. resulting in program delays. The number of ECN errors has also been cut in half. engineering change notice (ECN) time at Maruti has decreased by 50 percent.PRODUCT LIFECYCLE MANAGEMENT: It has PLM solution with capabilities for information management. With 3D parametric models now representing all elements of a vehicle. From the business perspective. PLM’s information management capabilities address the issue of the many platforms. Since the implementation of Teamcenter. In addition. an improvement of 54 percent. Digital 3D plant layouts reduce errors and have cut personnel costs for accommodating new product introductions. such delays are now avoided. From the customers’ perspective. is even more effective now. The company has Experienced a reduction in design-to-launch time of 25 percent. the move to the UGS PLM solution is seen in lower prices. Factory simulation functionality has had equally beneficial results. which people find much easier to understand than drawings. Model of an Executive Support System ESS is used for decision making functions at the highest level. 42 | P a g e . 43 | P a g e .This shows that Enterprise system incorporates every aspect of an organisation. 44 | P a g e . Maruti Suzuki Customer Care Website 45 | P a g e . In support of this is the idea of needto-know. Each Information System must have a process to ensure the regular and systematic review and compliance with applicable retention requirements. and other information technology components must be created or acquired using a development methodology that ensures that Maruti Records are created. etc. orders are very standard and late deliveries are not a problem because a backlog of inventory is available. With this system. orders are moved to a manufacturing floor where they are reconditioned. It also ensures that Information has not been changed and has not been exposed to unauthorized modification. Orders are then delivered to a receiving area. maintained and disposed of in accordance with the ILM Policies. • Manufacture and deliver components • Handle warranty claims with efficiency and accuracy • Enhance dealership management • Improves relationship with customers and partners • Improves logistics. ○ ○ 1. authorizing the sharing of Information only among those who can demonstrate a legitimate business need. • Developers of Information Systems Must Comply with ILM Policy Requirements. All Information System content must be retained in accordance with the Record Retention Policy and Schedule.RECOMMENDATIONS: 1. Later. or disposal. 46 | P a g e . Information Systems must also meet the following information security requirements set forth in the GM ISP&P: ○ • • Availability ensures that Maruti Information is accessible when and where it is needed. Selection of SAP as ERP Package because of the following reasons: • Manages the complete vehicle order to delivery process. Resource Planning. 1. inspected. applications. This model encourages buyers to place large orders to achieve price breaks. Maruti Information Systems Must Meet ISP&P Requirements. infrastructure. and moved to a warehouse. System. Retention of Information. buyers purchased based on the Economic Order Quantity concept. Economic Order Quantity Concept Traditionally. Confidentiality ensures that Information is not disclosed to anyone who is not authorized to access it. Integrity ensures that Information is correct or accurate to the degree anticipated by those who use it. and buy innovative new vehicles 2. the system informs the parts manager and forwards an order to any of part distribution centers. If any part falls below five units. E-procurement process which is the reverse auction process where vendors bid online to supply requirements. It knows national averages for dealership parts use. collecting data as ebXML through an automated polling system. As a part of Inventory Management System. A strategy of “leaning” the supply chain through internet technology which involves using the Web to design. with an emphasis on managing total costs Long-term business agreements Open sharing of information by multi-functional teams Vendor certification and defect prevention approaches 1. 4.2. The system compares a dealer's daily sales to its inventory list. Web-based system which tracks what parts are used each day out of a dealer's inventory. The alternate approach to the adversarial model used in the past is the partnership model. Development of a network with experts in the fields of Benchmarking. This model is characterized by the following: • • • • • • • A high frequency of both formal and informal communications Cooperative attitudes A trusting relationship Problem-solving. and can account for regional discrepancies 47 | P a g e . ‘win-win’ negotiating styles. Six Sigma. there can be a centralized. as well as local usage data. build. Lean Enterprise and Supply Chain Management 3. When IT sector flourished and attracted the whole world to its functionality. it can be concluded that Maruti Suzuki has eventually developed its infrastructure from non-IT based to simple computerization of its internal data base and employee work track and then to networking the whole organization via LANS. Eventually.MANS and WANS. 100 crores per annum is not an expenditure but an asset because ROI increased by 34% in the early years of implementation of IT infrastructure.CONCLUSION From all the above information and data collected . First of all the systems used were CAD/CAM at operational level and TELNET (Black and white Unix based) at all levels. the organization has implemented ERP ORACLE for all its operations like • • • • • • • • • • • DMS ( Data Management System) CRM (Customer Relationship Management) MOS (Maruti on road services) SFA (Sales Force Automation) SMS (Sales Management System) SCM ( Supply Chain Management) DN (Distribution Network) CIM ( Computer Integrated Manufacturing) PLM (Product Life-cycle Management) ESS (Executive Support System) CCS (Customer Care System) Currently Maruti Suzuki is successfully reaping the benefits of its MIS . 48 | P a g e . For future SAP ERM is recommended so that company has a competitive edge in the sector. The total investment of Rs. Maruti Suzuki too realised its importance and started adapting IT at various levels from apex level to executive level to operational level. FUTURE PLANS OF MARUTI TOWARDS ADVANCEMENT OF THEIR INFORMATION TECHNOLOGY BASED PROGRAMS: Maruti Suzuki is planning to improve its integration with plants in different countries. IBOM approach is to be used and this project is currently under consideration and is not fully implemented in the organization.where html based softwares are to be used. 49 | P a g e . the information sharing among employees at plants of different countries is all planned to be integrated in more efficient. For this project . The parts assembly. the virtual designing of the new concepts. effective and economic way. Maruti Suzuki has collaborated with IBM China . Mr. Mr.REFERNCES: 1. R&A +919871429632 2. Amit Bholla Deputy Manager. Salil Narang ASM 50 | P a g e .