CBLBUSINESS APPLICATIONS & INFRASTRUCTURE GAP ANALYSIS

History The Industry we selected for our MIS Project is Crescent Bahuman Ltd. Why it’s called Crescent Bahuman.

Bahuman is a village of central Punjab situated in Teh. Pindi Bhattian District Hafizabad. This village is two centuries old, according to the facts and figures, when Sikh Ruler Raja Ranjit Singh attacked on Hafizabad in 1802 he brought the area of Pindi Bhattian under his supervision also. Later on, he captured all the Punjab. Some people say that Bahuman was the water Channel of Chenab River once and Bahuman was established by a Dervish (Saint) named Baho on the bank of the river. In Punjabi, Maan is the bank of the river and since Baho was his name the area was given the name Bahuman. But this story could not be confirmed because there isn’t any shrine of any Saint  

Introduction to Industry

The crescent group has ascertained an outstanding reputation in Pakistan business community with over 60 years of experience in diversified businesses in the textile, sugar, banking, insurance, food, agriculture and steel sectors.

Falling under the crescent group’s vast umbrella, crescent bahuman limited is a value driven company with aspirations to establish itself as a well renowed global denim brand. Founded in 1995, CBL is recognized as the first fully integrated denim plant in Pakistan. This company has pioneered the local denim industry by advocating and promoting concepts of tolerance and compliance to its people .

Subsequently, crescent bahuman has established strong cooperative values for the betterment of nearly 8000 employees and community while ensuring an environmental friendly manufacturing process. The result has helped CBL attain a unique blend of highly motivated individuals well equipped with a global perspective, thus enable us to aptly service any customers needs worldwide.

Its core business consist of exporting high quality fabric and Jeanswear to the Eurpean, US, Australian and Asian pacific regions. Through the use of high-tech equipments and modern techniques. This company is able to coop up the latest trends without compromising on quality. This equips up to be the preferred choice of world’s top denim brands.

Introduction Purpose 

• The Strategy is a business technology enablement framework to support CBL vision from an infrastructure, business systems, support, and service perspective.

• The Strategy is driven by a need to support current business scenarios and reduce applications maintenance cost, redundant data wastes and to avail latest technology developments.

 Background There have been continuous and rapid changes in the technology and applications landscape and CBL need to modernize its base to make full use of it. Following are the key focus areas;

• Business Applications Overhaul• Data Acquisition System• Mobility Accessibility• Consolidation of Information Security Management • Infrastructure Unification• IT Governance & compliance• Data center• Storage• User Trainings• Helpdesk• IT enablement

Exisitng Systems of CBL

• ERP (Enterprise Resource Planning)– CRM (Customer Relationship Management)– Inventory (Raw)– Inventory (Finished)– Purchasing– QA (Quality Assurance)– PD (Product Development)– IE (Industrial Engineering)– PPC (Production Planning Control)– Order Management Textile & Garments

• Oracle Financials (Finance and Accounting System)• Maximo (Assets Management System)• RFID (Production Incentive and Tracking System)• BPM (Business Process Management)

• Gap Analysis

Gap Analysis is in two categories, completely missing functionality and gaps in implemented functions.

Missing Functionality:• Textile/Apparel Planning/Scheduling System• PD – Product data and lifecycle management (PDM/PLM)• Pricing – Product Pricing• Costing – Job Order Costing• Export & Shipment• MRP – Material Planning

1-Textile/Apparel planning/Scheduling system

One of the key missing functionality is missing planning system. As CBL is a vertically integrated unit and it has many complexities in planning side, so planning system is very compulsory. Which should cover the resources capacity planning and timelines planning to meet the customer’s deadline so, our recommendation is that CBL should purchase any standard textile/apparel planning system to cover this missing functionality gap as soon as possible.

2-PD-Product data and lifecycle management

One of the key elements in any standard EAR is product data and life cycle management which is currently missing in CBL’s ERP system. The Boom (Bill of material) attached with every product code has no revision and history system, due to which product codes history is not being properly built. It is required to enhance the system which covers all these aspects.

3-PRICING-Produt pricing

Pricing system is currently not implemented in CBL, all working is done is excel. so, Pricing system is so very compulsory which covers the history of prices quoted against each and every customer enquiries, online and integrated pricing system also empowers the brand manager to quote competitive prices to customers, so. Our recommendation is that CBL should develop an online pricing system built in ASP (active server pages) so the brand manager can access the system anywhere as all CBL, s customers are out of Pakistan.

• 4-Costing (Job order costing)

Job order is also currently being calculated and maintained in excel and is not integrated in ERP system. As costing is very important factor in any organization, so CBL should also develop a costing system integrated with currently running ERP system, so all orders costs should be reconciled in ERP system and compared with prices quoted against that particular order, which will provide order level price quoted vs. actual cost charged system report.

• 5-Export and shipment systemExport and shipment history is also being maintained in excel.CBL should also have system to track and record the exports and shipments data, and also have export documentations recording system, which should also enables the customers to online track their shipments status. So we recommend that CBL should have an export and shipment system built in-house

6-MRP (Material resource planning)Material planning system is also missing in currently implemented ERP system is very important for any organization, which helps the supply chain/procurement department to plan the orders in a way that material shortages or excess quantities can be controlled. So we recommend that CBL should also develop material planning system to control the purchase process and inventories of order related material.