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A2010-501 - Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation - BrainDump Information

Vendor Name : IBM
Exam Code : A2010-501
Exam Name : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation
Questions and Answers : 167 Q & A
Updated On : December 13, 2018
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A2010-501 exam Dumps Source : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation

Test Code : A2010-501
Test Name : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation
Vendor Name : IBM
Q&A : 167 Real Questions

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IBM Accessment: IBM Maximo Asset

IBM Maximo located in Leaders Quadrant for three business Asset administration Industries | killexams.com Real Questions and Pass4sure dumps

supply: IBM

September 27, 2007 13:59 ET

stories cover energy generation, Transmission and Distribution and Manufacturing

ARMONK, the big apple--(Marketwire - September 27, 2007) - IBM (NYSE: IBM) today announced that Gartner Inc. has placed IBM's Maximo asset administration answer within the leaders quadrant in three of its studies, including the "Magic Quadrant for business Asset administration for Manufacturing, 2007," "Magic Quadrant for commercial enterprise Asset administration for Transmission and Distribution, 2007," and "Magic Quadrant for vigour-producing EAM software, 2007.(1)"

Gartner evaluates providers in its Magic Quadrant on "Completeness of vision" and "capacity to Execute."

In each of the reviews, the analyst firm qualifies leaders as having a worldwide presence, a huge installed base in each and every of the areas being evaluated, and "a combination of rich points together with: functionality, interfaces to diverse ERP functions and a able and world implementation companion community."

IBM Maximo is a collection of utility products that helps customers control their company property -- including planning, procurement, deployment, monitoring, upkeep and retirement -- through a web-architected platform. With shoppers in a multitude of industries, from packaged items to heavy manufacturing and oil and fuel construction, IBM Maximo is designed to increase construction reliability, labor efficiency, material optimization, utility license compliance, lease management, assurance and service management and provisioning across a company's property.

"we are extremely blissful with Maximo's most contemporary positioning in Gartner's trade EAM Magic Quadrant stories," mentioned Jack young, vp, Maximo construction, IBM Tivoli software. "With the center of attention on selected industries, we trust these experiences highlight Maximo's potential to satisfy a wide variety of requirements in keeping with our realizing of and dedication to fixing the challenges our consumers face. With the components we've been in a position to add to our construction and implementations groups, we are confident Maximo will continue to be a leading solution for a variety EAM markets."

The Gartner studies consist of a market description for enterprise Asset management (EAM) options, mentioning, "EAM functionality developed from the CMMS applications that embody work and substances administration for fault fix, common preventive renovation and repair activities, and from the work management purposes that catered to reactive, brief term work planning coming up from consumer or failure necessities. An EAM answer includes work order introduction, planned maintenance, renovation history, MRO stock and procurement, as well as device, component and asset tracking for gadget. In its most-evolved kind, the performance is prolonged with the aid of the addition of primary monetary administration modules, comparable to accounts payable, charge recording in ledgers, and human resource management for rostering and ability recording."

About IBM

For more counsel on IBM, please talk over with www.ibm.com. additional info on IBM's Maximo will also be found at http://www.maximo.com.

Maximo® is a registered trademark of IBM, Inc.

(1) Magic Quadrant for business Asset administration for Manufacturing, 2007. Dan Miklovic, Kristian Steenstrup Magic Quadrant for enterprise Asset administration for Transmission and Distribution, 2007. Kristian Steenstrup, Dan Miklovic Magic Quadrant for energy-generating EAM application, 2007. Kristian Steenstrup, Dan Miklovic

The Magic Quadrant is copyrighted 2007, through Gartner Inc. and is reused with permission. Gartner's permission to print its Magic Quadrant should no longer be deemed to be an endorsement of any company or product depicted within the quadrant. The Magic Quadrant is Gartner's opinion and is an analytical illustration of a marketplace at and for a selected time length. It measures providers towards Gartner-defined standards for a marketplace. The positioning of providers within a Magic Quadrant is according to the complex interplay of many elements. neatly-counseled seller option decisions should depend on more than a Magic Quadrant. Gartner research is meant to be one in all many counsel sources and the reader should no longer count fully on the Magic Quadrant for choice-making. Gartner expressly disclaims all warranties, express or implied of health of this analysis for a particular intention.


IBM Releases edition 7.1 of Maximo Asset administration | killexams.com Real Questions and Pass4sure dumps

IBM Releases version 7.1 of Maximo Asset administration

newest version elements improved guide for linear belongings

  • by means of Gladys Rama
  • 05/29/2008
  • IBM closing week released edition 7.1 of its Maximo Asset administration product that comprises multiplied support for linear belongings in addition to stronger capabilities for lifecycle and upkeep administration.

    This latest version become designed to be in particular a good suggestion for industries that "cope with the requirement to manage crucial assets that are part of a disbursed system," such because the railroad and utility industries, the business pointed out in a statement.

    via a single SOA platform, clients are able to automate the administration of distinctive assets, cutting back the deserve to have multiple asset management techniques.

    edition 7.1 additionally contains new reporting, work-order tracking, and work administration capabilities. It aspects a new consumer interface it really is quite simply configurable "without a special practising," the company noted, in addition to compliance and chance administration tools.

    "With this latest unencumber ... IBM is constructing on the legacy of Maximo and or not it's commitment to the EAM [enterprise asset management] market," referred to invoice Sawyer, vice chairman of Maximo operations for IBM Tivoli, in a prepared commentary. "The further IBM elements, in the type of developers, utility engineers and business experts, which have been capable of add to the Maximo 7.1 building effort meant supplying to our shoppers a extra comprehensive providing."

    Maximo Asset administration essentials, a leaner, much less feature-filled version of the product designed for "smaller implementations," is also attainable. Go to http://www.ibm.com for more tips.

    in regards to the writer

    Gladys Rama is the senior web site producer for Redmondmag.com, RCPmag.com and MCPmag.com.


    The IBM IoT story, starring AI, Watson and an industrial cast | killexams.com Real Questions and Pass4sure dumps

    IBM's Watson company has held a spot in public mindshare for years -- lengthy before the term cyber web of issues ever...

    surfaced. Many knew Watson first because the supercomputer Jeopardy! contestant of 2011. a few of us who coated speech technology had been wowed even previous when, in research levels, IBM validated Watson's natural language processing and true-time computing device translation capabilities.

    That turned into before cloud, lower back when Watson became embodied in 10 racks of servers and 2880 processor cores. these days, the actual platform fits smartly interior a fridge, and the IoT carrier looks on lists of Watson's core "trade solutions," alongside monetary services, schooling and manufacturing, and can be ordered in a number of variations as part of the substantial IBM Cloud Catalog.

    IBM makes use of its Watson historical past to emphasize its AI and analytical strengths in divining insights from sensor facts and connected things. but it surely is on no account alone in claiming this power. What may additionally set IBM aside is the sheer number of IoT playing fields it engages in addition to AI and analytics, together with cloud, development device set, services, device management, storage and security. Add to that its longstanding attain into commercial enterprise and industrial IT.

    "the place public clouds [such as Microsoft IoT Hub and AWS] have APIs, Watson has complete solutions," talked about Bret Greenstein, IBM's international vice president of Watson IoT offerings, which is not to say that IBM insists on provisioning end-to-end IoT deployments; actually, as a part of the IBM Cloud, the Watson IoT platform is all about move-vendor integration.

    taking part in exceptional in the IBM IoT ecosystem

    while early IoT gamers developed some of their guidelines engines and analytics on particular contraptions, in state-of-the-art functions-oriented IBM, everyone performs with everyone else. "precisely as the information superhighway evolved, not one of the hardware is tied [anymore] to any of the middleware," Greenstein mentioned. "The sample in IoT is the same because the pattern in cloud; we're containerizing every thing. provided that you have got an OS that helps containerization, like Linux, home windows and QNX, we are able to really kit up our workloads and run them on loads of areas."

    through Node-crimson, the IBM-developed, movement-based IoT construction tool set, and its set of open RESTful APIs, Watson IoT can combine with practically any hardware or any cloud, achieving any device or any database. "It turns into a extremely fluid ecosystem, in a good way," Greenstein added.

    nowadays, the Watson IoT platform is attainable in public, deepest or on-premises deployment alternatives in a hundred seventy five international locations. It occupies a "chief" spot in IDC's MarketScape international IoT structures dealer evaluation, together with GE Digital, Microsoft, AWS and PTC/ThingWorx. It additionally made Gartner's Magic Quadrant for industrial IoT systems in may additionally 2018. In November 2016, the enterprise announced the launch of its Watson IoT Consulting options follow, headquartered in a brand new $200 million facility in Munich, alongside eight different IBM IoT centers throughout Asia, Europe and the Americas.

    visual and auditory inspection

    IBM additionally trades on its exceedingly long heritage in computer discovering in the areas of visible and auditory belief. "IoT information is such a large number," Greenstein talked about, "stuffed with all types of data kinds that don't seem to be just numerical and well structured, but can encompass images, sound, video and vibration." Watson IoT may be trained on the sounds of in shape and failing device, gaining knowledge of to interpret laptop hums and noises like an skilled working engineer. A greater common application is visible inspection, the use of Watson computing device vision to instruct on defects of different types.

    Maribel Lopez, founder and fundamental analyst at Lopez research, noted that assurance corporations have taken this use case airborne, the usage of drone-established cameras to visually inspect rooftops for harm. certainly, one of the vital offerings on Watson's wide cloud catalog is IBM IoT for assurance, which analyzes sensor and different facts to evade accidents before they turn up, deter fraudulent claims and tailor guidelines to risk profiles. different verticalized versions of its IBM IoT provider include Watson IoT car, Electronics, Manufacturing and Retail.

    Gartner's Magic Quadrant reports "accompanied and verifiable industrial use instances" of the Watson IoT platform in "asset monitoring and predictive upkeep of in-container industrial assets, such as heavy industrial gadget, transportation and renewable energy era."

    container service, amenities administration, asset management

    Predictive upkeep is high on the list of many IoT platform providers' use cases. So is manufacturing. IBM also has injected IoT into its long-standing Maximo asset and facilities administration software. it be lively within the automotive vertical, both with self-navigating automobiles and natural-language human interfaces. IBM is also working with such consumer manufacturing groups as Panasonic, Nokia and Ricoh Co. to optimize their product design, overlay voice controls and increase sensor-laden wearables for healthcare and worker safety.

    "We're seeing IBM doing truly well in IoT as it feeds into box services and facilities, building management methods," stated Gartner vp Eric Goodness. "IBM is the No. 1 dealer in asset administration and there is a herbal mighty integration between that and IoT."

    security is also one among IBM Watson's chosen "spheres of influence." IDC gives IBM particular marks for its "multilayered security method," citing "protection constructed into the architecture, protection analytics dashboards, carrier for blockchain, threat intelligence and facts anonymization."

    IBM IoT tackles issues over data possession

    together with network security, another enviornment of issue in IoT deployments is records possession. Lopez defined, "people have referred to, 'I don't want Watson to instruct on all my statistics and then have Watson be able to promote this provider to every person else.'"

    IBM's spokespeople tackle this difficulty upfront. while the IoT ecosystem is now very fluid in terms of running platform and hardware, it carefully ties information to apps, Greenstein spoke of. "Retail consumers are not going to be turning their records over to Amazon, as an instance. Automakers cannot flip over their IoT records and their automobile records to Apple and Google and Amazon as a result of they may be developing talents future competitors," he mentioned. "additionally, brands that we work with establish have faith with their conclusion clients, and that they can not destroy that by means of letting their facts circulate to a third party."

    Greenstein admitted that this is a drawback to IoT development, as a result of machine researching benefits from large and distinctive data units. however IBM makes it clear that valued clientele own their own information. "IBM relies on public and bought information sources to get partway to a model. Our vision equipment out of the container can recognize canines and cats and license plates, for example," Greenstein said. "Then we coach it for the specifics of a selected client."

    skilled features lead Watson -- and different IoT deployments

    Gartner's Magic Quadrant document blanketed some challenges said by means of Watson customers, among them coordination between the innovating utility groups and the deploying capabilities arm, and between IoT-specific and non-IoT-certain cloud groups. Goodness also cited that IBM is "relatively unexpectedly" dropping its early lead in market share growth.

    "there is so plenty competition in this house," he stated. "We're literally tracking a whole bunch of rivals that are offering IoT as a middleware stack or IoT-particular analytics. Then there are these groups that come at it from the edge, from a pure centralized cloud platform perspective, and people that have a legacy put in base in manufacturing and utilities and other industrial agencies that come at IoT from a legacy SCADA (supervisory control and facts acquisition) or industrial automation and handle standpoint."

    Goodness also pointed out that the IBM IoT strategy has been slower to innovate in aspects than smaller businesses. "IBM is being challenged, no longer only from an industrial point of view by using the GEs, the Siemens, the Schneiders and ABBs, but there's a bunch of new, smaller suppliers that stay on AWS or Azure. and then you have got AWS and Azure themselves."

    severe competition for IoT clients is mirrored via a good run on engineering and integration skill. asked who they used to put in force their IoT platform, he mentioned, most effective four% of 132 respondents in a contemporary Gartner survey went backyard the platform developer and their chosen programs integration companion. according to Goodness, that suggests that conclusion clients are inserting a lot of their have faith and faith in the platform developer to be aware how to combine the facet to the platform, and diverse IoT structures together across gigantic multinationals. "it be also a mirrored image of how immature the programs integrator pool of substances is when it involves IoT," he said. "There just don't seem to be a lot of [systems integrators] that have loads of previous performance to put on their resume."

    In may additionally 2018, IBM introduced that it would be hiring 1,800 employees in France over the next two years for work in records science, cloud computing, IoT, AI, cognitive business, cybersecurity and blockchain applied sciences. simply as it enjoys an edge in its prior relationships with so a great deal of world business, IBM might also have an talents in its global hiring skill.




    Killexams.com A2010-501 Dumps and Real Questions

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    A2010-501 exam Dumps Source : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation

    Test Code : A2010-501
    Test Name : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation
    Vendor Name : IBM
    Q&A : 167 Real Questions

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    VA financial management system: FLITE delayed | killexams.com real questions and Pass4sure dumps

    VA financial management system: FLITE delayed
  • By William Jackson
  • Dec 02, 2009
  • The Veterans Affairs department has let the pilot program of a new asset management system slip by two months, just five months since the agency awarded the contract, according to a new report by the Government Accountability Office. GAO attributed the problems to inadequate staffing and poor program management. 

    In the report, GAO blamed General Dynamics, the contractor, for falling behind schedule.

    The VA awarded the contract for the Strategic Asset Management system in April to General Dynamics in April. The system is one of two major components of VA's Financial and Logistics Integrated Technology Enterprise (FLITE), an effort to produce a department-wide integrated financial and asset management system. FLITE is one of the programs that the Office of Management and Budget has designated high risk.

    The second component is the Integrated Financial Accounting System (IFAS). VA awarded a program management contract for IFAS to Booz-Allen Hamilton in March, and a pilot for that system is scheduled to begin in 2010.

    The VA is the second largest federal agency, with 250,000 employees. The Veterans Health Administration operates 154 hospitals, 995 outpatient clinics, 135 community living centers, 49 residential rehab centers and 232 counseling centers. But it is plagued with inefficient and unstandardized business systems that require repeated manual entries, GAO said.

    “VA has for over a decade been pursuing improvements in its business processes and replacement of its existing financial and asset management systems with an integrated financial management system,” GAO said.

    The lack of an integrated financial management system has been recognized as a departmental weakness since 1991, and FLITE is the second attempt to provide one. Work on the earlier proposed Core Financial and Logistics System began in 1998 and was scheduled to be completed in 2006, but the agency dropped the program in 2004 when pilot projects revealed it would be unable to support the department’s needs.

    Planning for FLITE began in 2005, with full operational implementation scheduled for 2014 at a cost of $608.7 million. As of September, the VA had spent about $91 million on the program.

    The department picked the Maximo Enterprise Asset Management software suite from IBM as FLITE’s Strategic Asset Management (SAM) program, and General Dynamics IT was given the contract to implement at pilot in Milwaukee. By September, the contractor had not started 11 of 34 tasks, including a security assessment, and was behind schedule on 16 of the remaining 23 tasks, GAO said.

    “VA attributed the [delays] to a shortage of FLITE program office human capital resources and poor project management by the contractor,” GAO said. According to the program director, the program did not have the personnel it needed during the initial months of the SAM pilot project to provide the contractor with the information it needed.

    The GAO noted that the department has made improvements in FLITE management, filling some vacant positions. But, “while VA has recently taken steps to address the staffing shortages that have substantially contributed to this delay, it has not yet fully established the management capability necessary for FLITE to be successful,” the report said. “The department is faced with significant challenges in implementing FLITE’s pilot systems as planned, while simultaneously working to fully establish program management capabilities.”

    The department has agreed with GAO on steps needed to put FLITE on a more secure footing:

    •Improve the reliability of the program cost estimate by ensuring that the estimate includes system operations and maintenance costs and that the estimate is reconciled with the independent cost estimate.

    •Improve the reliability of program earned value management reporting by ensuring that contractor earned value management systems comply with industry standards.

    •Complete a revised integrated master schedule that includes all key program activities, including reconciliation of the program cost estimate and implementation of earned value management, and identifies all resources and dependencies.

    •Ensure that all relevant and applicable federal financial management system requirements are included in FLITE’s requirements and establish and maintain requirements traceability.

    •Ensure that all comments from independent verification and validation reviews are addressed.

    About the Author

    William Jackson is a Maryland-based freelance writer.


    ERP Drives Parivartan at HPCL | killexams.com real questions and Pass4sure dumps

    Background

    Ever since the government of India announced deregulation of the oil industry in 2002, HPCL had undertaken a Business Process Reengineering (BPR) study to ready the oraganisation for post deregulation market conditions. We had to be prepared to take on the Shells and the Exons of the world, said Nishi Vasudeva, executive director (IS) of HPCL.

    One of the major recommendations of the BPR was the implementation of a world class ERP system, she said. The implementation of the ERP system would enable the corporation to meet the challenges of the emerging market scenario.

    Project Parivartan is HPCL’s initiative to implement Oracle s JD Edwards EnterpriseOne, an ERP solution. The implementation covers all the modules of the ERP software viz. sales & distribution, manufacturing, finance and HR. Customised modules to suit HPCL processes have been developed for employee compensation & benefits and also payroll and both integrated with finance and HR modules of the software.

    Team set up and implementation partner

    A multi functional team of 25 officers drawn from various functional departments was set up for undergoing detailed training on the JDEdwards ERP system and take up the implementation across the corporation, in 2000-01. This team strength was augmented over time especially in the rollout phase.

    After completion of the training, the team documented the As-Is processes of the corporation. The implementation partner was selected from the consulting partners of JDEdwards. The contract for the Conference Room Prototype (CRM) and pilot implementation was awarded to Capgemini and Ernst & Young,.

    CRP and pilot roll out

    The pilot implementation project was divided into various phases.

    * Validation of as-IS processes

    * Finalization of the technical architecture and the hardware/software requirements

    * Finalization of interfaces/customizations

    * Configuration & testing of the Conference Room Prototype (CRP) for business processes of the Corporation

    * Roll out at the pilot locations

    Based on the technical architecture, the corporation parallely placed the order for the architecture components and set up the data centre at Mumbai.

    The implementation at pilot locations was preceded by comprehensive simulation & testing of the solution by building a CRM. All HPCL business processes were simulated and tested here. The configuration & set-ups of the software were perfected to achieve the desired business results from the software solution. At the completion of the CRP phase a model for implementation of the JDEdwards software across all the locations was in place.

    A customised module was developed for compensation & benefits and employee payroll which was integrated to the core finance and HR modules.

    The pilot locations were selected to represent every type of location in HPCL. Hence, a refinery, lube manufacturing plant, depot, terminal, LPG plant, regional offices of retail, direct sales & LPG SBU, aviation service facilities were chosen as pilot locations, said Vasudeva.

    The first pilot location went live in Feb 2003, and the other specified locations went live by July 2003. Based on the learnings, a standardised template was refined so that it could be rolled out across all the locations.

    Roll out across the corporation

    As HPCL has a national presence, it was important to determine the path for the ERP rollout. Several business processes were analysed for determining the points affecting the process look & a detailed roll out plan for implementation across all locations of the corporation was prepared. It was thought prudent that the roll out should follow the logical movement of the product. Thus, the ERP roll out started with locations in and around Mumbai, followed by other Maharashtra and Gujarat locations, and finally, covered the entire footprint of all 400 locations.

    Before roll out, each location went through change readiness assessment exercise, said Vasudeva. The central team visited the location to assess the infrastructure, communication equipment as well as acceptance of the new system by the location workforce.

    Workshops were held with the officers and the staff to explain the rationale of the new system and take them on board in the whole exercise. “We had made a short film depicting salient features of Project Parivartan. The film also contained messages from the top management including one from the chairman & managing director. This helped improve credibility of the initiative as also it helped employees understand their role it. We had roped Boman Irani as the narrator,” she said.

    Even though the system was tested in the conference room prototype, at each location, the system was put through further tests using location specific data. This testing was done by the users themselves under the guidance of the implementation team. This helped achieved twin objective of increasing confidence of the users in the system and preparing the users for actual working on the system. Typically, the implementation team would be at the location one month prior to go-live. It would carry out the set-ups & testing as described above, train the users during the month. The first of the next month, the system would go live. A part of the implementation team would proceed to the next location to repeat this cycle. The other part of the team would be left behind to support the users in case of any problems in working with the new system.

    HPCL took up the roll out across the locations from August 2003 based on the roll out plan. Every month a set of locations were taken up for roll out. Number of locations to be taken up each month depended on the type of locations, requirements of team size/composition, coexistence issues etc. The entire roll out was completed without any delay.

    Change management

    A change management programme was put in place to facilitate a smooth transition for the employees.

    The first form of communication was spearheaded through Parivartan News, a newsletter informing stakeholders about the project, and developments. The corporation also encouraged pilot location visits, and conducted readiness surveys. The HR department organised basic computer training programmes.

    Champions were identified for the pilots. A champion was normally a senior person who would champion the Parivartan cause among peers, and be a one-point contact between the management and the employees. Competitions were organised for the best pilot.A few quick win solutions such as SMS messages to the dealers/distributors were implemented to increase the visibility of the system.

    Extensive training was imparted to the potential users of the system. Some of the users were given end-to-end process training for an in-depth understanding of the system. This enabled them to perform the role of Key Users to provide support to the other users at the location.

    Comprehensive training imparted to the users during the implementation at any site is still being followed by refresher courses from time to time, said Vasudeva. Over 3000 man days of training have been provided during the last year to the end users of the system covering the functional and operational areas of the system. Apart from the traditional modes of class room training, some innovative technologies like remote e-training have been used that have been found to be very effective in quickly reaching to the users across the length and breadth of the country.

    Now, the ERP system is in place in every location. The system helps the decision makers at various levels in taking timely business decisions based on on-line & accurate information that is available from the system. Standardization of business processes in the system has resulted in better management control. Cost of operations can be tracked easily in the system which helps the managers in controlling them. The system has contributed to substantially reducing the time taken for closing the quarterly, half yearly and annual accounts.

    It has been interfaced with Maximo maintenance management systems at the refineries, and has been interfaced with the automation system at the marketing locations, electronic weighbridges for weight based loading of bitumen, FO and LPG tank trucks. These interfaces have made the operations simple and reduced the human intervention reducing human errors. The number of locations where the interface has been implemented is being increased as more and more terminals and depots are automated.

    A state-of-the-art data centre in the Head Office at Mumbai hosts IBM enterprise servers which manage the entire data and applications in a centralised architecture. The connectivity to the locations has been established by using various available communication channels such as leased lines, VSATs, radio links, ISDN, VPN and dial-ups. A separate Data Centre has been set up in Hyderabad for providing a back-up in the event of any physical contingency to the primary site. This DRC mirrors the main server and would be in a position to take over in case of any disaster at the primary site as well as to enable any maintenance shutdown to the server.

    New initiatives in Parivartan

    A multitude of IT-enabled solutions could be developed based on the foundation of the ERP system. The availability of on-line and real time information in these systems enables speedy decision making, improved responsiveness, reduced cycle times and could improve customer service. ERP platform also enables development of real time interfaces to the IT enabled systems of our various business partners. Various such new initiatives have been implemented and sustained efforts continue to bring in more of these to reality.

    E-banking initiative has been expanded to cover all payments to outside parties including vendors, contractors and employees. We have tied up with multiple banks to offer the service to the various categories of payees. E-payment has been rolled out to all locations, i.e. zonal offices, refineries, Marketing & Corporate HQOs. Payment information flows seamlessly as ERP server communicates directly with the bank servers. The payment is effected by the bank through ECS, account transfer, EFT or by cheque. e-payment is helping the Corporation to bring about transparency in the payment process and also ensure timely payment to all vendors.

    A customer portal is being maintained which provides complete visibility to the direct customers, dealers & distributors on their transactions with the corporation. It is being enhanced to provide a two way interface wherein the customer, in addition to seeing information, is also able to place indents for products.

    A portal for the transporters has been rolled out during the year to enable the transport contractors to access information pertaining to their transactions with the Corporation. A number of work flow based applications have been implemented for employee self service so as to speed up the process of benefits administration. Capital budgeting process for Non-plan projects has been captured in the system through workflow based application.

    In the area of procurement, the platform provided by the ERP system is being used for bringing in transparency. System for on-line vendor registration of vendors through the Internet has been implemented. Similarly the system of hosting of tenders on the internet has also been implemented. The corporation has completed a pilot for e-procurement which would gradually be expanded to cover procurement of a wider range of products and services.



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