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			YOUR WEB STUFF! What is ERP? Enterprise resource planning software, or ERP, doesn't live up to its acronym. Forget about planning—it doesn't do much of that—and forget about resource, a throwaway term. But remember the enterprise part. This is ERP's true ambition. It attempts to integrate all departments and functions across a company onto a single computer system that can serve all those different departments' particular needs. That is a tall order, building a single software program that serves the needs of people in finance as well as it does the people in human resources and in the warehouse. Each of those departments typically has its own computer system optimized for the particular ways that the department does its work. But ERP combines them all together into a single, integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other. That integrated approach can have a tremendous payback if companies install the software correctly. Take a customer order, for example. Typically, when a customer places an order, that order begins a mostly paper-based journey from in-basket to in-basket around the company, often being keyed and rekeyed into different departments' computer systems along the way. All that lounging around in in-baskets causes delays and lost orders, and all the keying into different computer systems invites errors. Meanwhile, no one in the company truly knows what the status of the order is at any given point because there is no way for the finance department, for example, to get into the warehouse's computer system to see whether the item has been shipped. "You'll have to call the warehouse" is the familiar refrain heard by frustrated customers. ERP vanquishes the old standalone computer systems in finance, HR, manufacturing and the warehouse, and replaces them with a single unified software program divided into software modules that roughly approximate the old standalone systems. Finance, manufacturing and the warehouse all still get their own software, except now the software is linked together so that someone in finance can look into the warehouse software to see if an order has been shipped. Most vendors' ERP software is flexible enough that you can install some modules without buying the whole package. Many companies, for example, will just install an ERP finance or HR module and leave the rest of the functions for another day. For an expanded overview of this topic, read the ERP Executive Summary. How can ERP improve a company's business performance? ERP's best hope for demonstrating value is as a sort of battering ram for improving the way your company takes a customer order and processes it into an invoice and revenue—otherwise known as the order fulfillment process. That is why ERP is often referred to as back-office software. It doesn't handle the up-front selling process (although most ERP vendors have recently developed CRM software to do this); rather, ERP takes a customer order and provides a software road map for automating the different steps along the path to fulfilling it. When a customer service representative enters a customer order into an ERP system, he has all the information necessary to complete the order (the customer's credit rating and order history from the finance module, the company's inventory levels from the warehouse module and the shipping dock's trucking schedule from the logistics module, for example). People in these different departments all see the same information and can update it. When one department finishes with the order it is automatically routed via the ERP system to the next department. To find out where the order is at any point, you need only log in to the ERP system and track it down. With luck, the order process moves like a bolt of lightning through the organization, and customers get their orders faster and with fewer errors than before. ERP can apply that same magic to the other major business processes, such as employee benefits or financial reporting. That, at least, is the dream of ERP. The reality is much harsher. Let's go back to those inboxes for a minute. That process may not have been efficient, but it was simple. Finance did its job, the warehouse did its job, and if anything went wrong outside of the department's walls, it was somebody else's problem. Not anymore. With ERP, the customer service representatives are no longer just typists entering someone's name into a computer and hitting the return key. The ERP screen makes them businesspeople. It flickers with the customer's credit rating from the finance department and the product inventory levels from the warehouse. Will the customer pay on time? Will we be able to ship the order on time? These are decisions that customer service representatives have never had to make before, and the answers affect the customer and every other department in the company. But it's not just the customer service representatives who have to wake up. People in the warehouse who used to keep inventory in their heads or on scraps of paper now need to put that information online. If they don't, customer service reps will see low inventory levels on their screens and tell customers that their requested item is not in stock. Accountability, responsibility and communication have never been tested like this before. People don't like to change, and ERP asks them to change how they do their jobs. That is why the value of ERP is so hard to pin down. The software is less important than the changes companies make in the ways they do business. If you use ERP to improve the ways your people take orders, manufacture goods, ship them and bill for them, you will see value from the software. If you simply install the software without changing the ways people do their jobs, you may not see any value at all—indeed, the new software could slow you down by simply replacing the old software that everyone knew with new software that no one does. How long will an ERP project take? Companies that install ERP do not have an easy time of it. Don't be fooled when ERP vendors tell you about a three or six month average implementation time. Those short (that's right, six months is short) implementations all have a catch of one kind or another: The company was small, or the implementation was limited to a small area of the company, or the company used only the financial pieces of the ERP system (in which case the ERP system is nothing more than a very expensive accounting system). To do ERP right, the ways you do business will need to change and the ways people do their jobs will need to change too. And that kind of change doesn't come without pain. Unless, of course, your ways of doing business are working extremely well (orders all shipped on time, productivity higher than all your competitors, customers completely satisfied), in which case there is no reason to even consider ERP. The important thing is not to focus on how long it will take—real transformational ERP efforts usually run between one and three years, on average—but rather to understand why you need it and how you will use it to improve your business. What will ERP fix in my business? There are five major reasons why companies undertake ERP. Integrate financial information—As the CEO tries to understand the company's overall performance, he may find many different versions of the truth. Finance has its own set of revenue numbers, sales has another version, and the different business units may each have their own version of how much they contributed to revenues. ERP creates a single version of the truth that cannot be questioned because everyone is using the same system. Integrate customer order information—ERP systems can become the place where the customer order lives from the time a customer service representative receives it until the loading dock ships the merchandise and finance sends an invoice. By having this information in one software system, rather than scattered among many different systems that can't communicate with one another, companies can keep track of orders more easily, and coordinate manufacturing, inventory and shipping among many different locations at the same time. Standardize and speed up manufacturing processes—Manufacturing companies—especially those with an appetite for mergers and acquisitions—often find that multiple business units across the company make the same widget using different methods and computer systems. ERP systems come with standard methods for automating some of the steps of a manufacturing process. Standardizing those processes and using a single, integrated computer system can save time, increase productivity and reduce head count. Reduce inventory—ERP helps the manufacturing process flow more smoothly, and it improves visibility of the order fulfillment process inside the company. That can lead to reduced inventories of the stuff used to make products (work-in-progress inventory), and it can help users better plan deliveries to customers, reducing the finished good inventory at the warehouses and shipping docks. To really improve the flow of your supply chain, you need supply chain software, but ERP helps too. Standardize HR information—Especially in companies with multiple business units, HR may not have a unified, simple method for tracking employees' time and communicating with them about benefits and services. ERP can fix that. In the race to fix these problems, companies often lose sight of the fact that ERP packages are nothing more than generic representations of the ways a typical company does business. While most packages are exhaustively comprehensive, each industry has its quirks that make it unique. Most ERP systems were designed to be used by discrete manufacturing companies (that make physical things that can be counted), which immediately left all the process manufacturers (oil, chemical and utility companies that measure their products by flow rather than individual units) out in the cold. Each of these industries has struggled with the different ERP vendors to modify core ERP programs to their needs. Will ERP fit the ways I do business? It's critical for companies to figure out if their ways of doing business will fit within a standard ERP package before the checks are signed and the implementation begins. The most common reason that companies walk away from multimillion-dollar ERP projects is that they discover the software does not support one of their important business processes. At that point there are two things they can do: They can change the business process to accommodate the software, which will mean deep changes in long-established ways of doing business (that often provide competitive advantage) and shake up important people's roles and responsibilities (something that few companies have the stomach for). Or they can modify the software to fit the process, which will slow down the project, introduce dangerous bugs into the system and make upgrading the software to the ERP vendor's next release excruciatingly difficult because the customizations will need to be torn apart and rewritten to fit with the new version. Needless to say, the move to ERP is a project of breathtaking scope, and the price tags on the front end are enough to make the most placid CFO a little twitchy. In addition to budgeting for software costs, financial executives should plan to write checks to cover consulting, process rework, integration testing and a long laundry list of other expenses before the benefits of ERP start to manifest themselves. Underestimating the price of teaching users their new job processes can lead to a rude shock down the line, and so can failure to consider data warehouse integration requirements and the cost of extra software to duplicate the old report formats. A few oversights in the budgeting and planning stage can send ERP costs spiraling out of control faster than oversights in planning almost any other information system undertaking. What does ERP really cost? Meta Group recently did a study looking at the total cost of ownership (TCO) of ERP, including hardware, software, professional services and internal staff costs. The TCO numbers include getting the software installed and the two years afterward, which is when the real costs of maintaining, upgrading and optimizing the system for your business are felt. Among the 63 companies surveyed—including small, medium and large companies in a range of industries—the average TCO was million (the highest was million and lowest was ,000). While it's hard to draw a solid number from that kind of range of companies and ERP efforts, Meta came up with one statistic that proves that ERP is expensive no matter what kind of company is using it. The TCO for a "heads-down" user over that period was a staggering ,320. When will I get payback from ERP—and how much will it be? Don't expect to revolutionize your business with ERP. It is a navel-gazing exercise that focuses on optimizing the way things are done internally rather than with customers, suppliers or partners. Yet the navel gazing has a pretty good payback if you're willing to wait for it—a Meta Group study of 63 companies found that it took eight months after the new system was in (31 months total) to see any benefits. But the median annual savings from the new ERP system were $1.6 million. What are the hidden costs of ERP? Although different companies will find different land mines in the budgeting process, those who have implemented ERP packages agree that certain costs are more commonly overlooked or underestimated than others. Armed with insights from across the business, ERP pros vote the following areas as most likely to result in budget overrun. Training Training is the near-unanimous choice of experienced ERP implementers as the most underestimated budget item. Training expenses are high because workers almost invariably have to learn a new set of processes, not just a new software interface. Worse, outside training companies may not be able to help you. They are focused on telling people how to use software, not on educating people about the particular ways you do business. Prepare to develop a curriculum yourself that identifies and explains the different business processes that will be affected by the ERP system. One enterprising CIO hired staff from a local business school to help him develop and teach the ERP business-training course to employees. Remember that with ERP, finance people will be using the same software as warehouse people and they will both be entering information that affects the other. To do this accurately, they have to have a much broader understanding of how others in the company do their jobs than they did before ERP came along. Ultimately, it will be up to your IT and businesspeople to provide that training. So take whatever you have budgeted for ERP training and double or triple it up front. It will be the best ERP investment you ever make. Integration and testing Testing the links between ERP packages and other corporate software links that have to be built on a case-by-case basis is another often-underestimated cost. A typical manufacturing company may have add-on applications from the major—e-commerce and supply chain—to the minor—sales tax computation and bar coding. All require integration links to ERP. If you can buy add-ons from the ERP vendor that are pre-integrated, you're better off. If you need to build the links yourself, expect things to get ugly. As with training, testing ERP integration has to be done from a process-oriented perspective. Veterans recommend that instead of plugging in dummy data and moving it from one application to the next, run a real purchase order through the system, from order entry through shipping and receipt of payment—the whole order-to-cash banana—preferably with the participation of the employees who will eventually do those jobs. Customization Add-ons are only the beginning of the integration costs of ERP. Much more costly, and something to be avoided if at all possible, is actual customization of the core ERP software itself. This happens when the ERP software can't handle one of your business processes and you decide to mess with the software to make it do what you want. You're playing with fire. The customizations can affect every module of the ERP system because they are all so tightly linked together. Upgrading the ERP package—no walk in the park under the best of circumstances—becomes a nightmare because you'll have to do the customization all over again in the new version. Maybe it will work, maybe it won't. No matter what, the vendor will not be there to support you. You will have to hire extra staffers to do the customization work, and keep them on for good to maintain it. Data conversion It costs money to move corporate information, such as customer and supplier records, product design data and the like, from old systems to new ERP homes. Although few CIOs will admit it, most data in most legacy systems is of little use. Companies often deny their data is dirty until they actually have to move it to the new client/server setups that popular ERP packages require. Consequently, those companies are more likely to underestimate the cost of the move. But even clean data may demand some overhaul to match process modifications necessitated—or inspired—by the ERP implementation. Data analysis Often, the data from the ERP system must be combined with data from external systems for analysis purposes. Users with heavy analysis needs should include the cost of a data warehouse in the ERP budget—and they should expect to do quite a bit of work to make it run smoothly. Users are in a pickle here: Refreshing all the ERP data every day in a big corporate data warehouse is difficult, and ERP systems do a poor job of indicating which information has changed from day to day, making selective warehouse updates tough. One expensive solution is custom programming. The upshot is that the wise will check all their data analysis needs before signing off on the budget. Consultants ad infinitum When users fail to plan for disengagement, consulting fees run wild. To avoid this, companies should identify objectives for which its consulting partners must aim when training internal staff. Include metrics in the consultants' contract; for example, a specific number of the user company's staff should be able to pass a project-management leadership test—similar to what Big Five consultants have to pass to lead an ERP engagement. Replacing your best and brightest It is accepted wisdom that ERP success depends on staffing the project with the best and brightest from the business and IS divisions. The software is too complex and the business changes too dramatic to trust the project to just anyone. The bad news is a company must be prepared to replace many of those people when the project is over. Though the ERP market is not as hot as it once was, consultancies and other companies that have lost their best people will be hounding yours with higher salaries and bonus offers than you can afford—or that your HR policies permit. Huddle with HR early on to develop a retention bonus program and create new salary strata for ERP veterans. If you let them go, you'll wind up hiring them—or someone like them—back as consultants for twice what you paid them in salaries. Implementation teams can never stop Most companies intend to treat their ERP implementation as they would any other software project. Once the software is installed, they figure the team will be scuttled and everyone will go back to his or her day job. But after ERP, you can't go home again. The implementers are too valuable. Because they have worked intimately with ERP, they know more about the sales process than the salespeople and more about the manufacturing process than the manufacturing people. Companies can't afford to send their project people back into the business because there's so much to do after the ERP software is installed. Just writing reports to pull information out of the new ERP system will keep the project team busy for a year at least. And it is in analysis—and, one hopes, insight—that companies make their money back on an ERP implementation. Unfortunately, few IS departments plan for the frenzy of post-ERP installation activity, and fewer still build it into their budgets when they start their ERP projects. Many are forced to beg for more money and staff immediately after the go-live date, long before the ERP project has demonstrated any benefit. Waiting for ROI One of the most misleading legacies of traditional software project management is that the company expects to gain value from the application as soon as it is installed, while the project team expects a break and maybe a pat on the back. Neither expectation applies to ERP. Most of the systems don't reveal their value until after companies have had them running for some time and can concentrate on making improvements in the business processes that are affected by the system. And the project team is not going to be rewarded until their efforts pay off. Post-ERP depression ERP systems often wreak cause havoc in the companies that install them. In a recent Deloitte Consulting survey of 64 Fortune 500 companies, one in four admitted that they suffered a drop in performance when their ERP system went live. The true percentage is undoubtedly much higher. The most common reason for the performance problems is that everything looks and works differently from the way it did before. When people can't do their jobs in the familiar way and haven't yet mastered the new way, they panic, and the business goes into spasms. Why do ERP projects fail so often? At its simplest level, ERP is a set of best practices for performing different duties in your company, including finance, manufacturing and the warehouse. To get the most from the software, you have to get people inside your company to adopt the work methods outlined in the software. If the people in the different departments that will use ERP don't agree that the work methods embedded in the software are better than the ones they currently use, they will resist using the software or will want IT to change the software to match the ways they currently do things. This is where ERP projects break down. Political fights break out over how—or even whether—the software will be installed. IT gets bogged down in long, expensive customization efforts to modify the ERP software to fit with powerful business barons' wishes. Customizations make the software more unstable and harder to maintain when it finally does come to life. The horror stories you hear in the press about ERP can usually be traced to the changes the company made in the core ERP software to fit its own work methods. Because ERP covers so much of what a business does, a failure in the software can bring a company to a halt, literally. But IT can fix the bugs pretty quickly in most cases, and besides, few big companies can avoid customizing ERP in some fashion—every business is different and is bound to have unique work methods that a vendor cannot account for when developing its software. The mistake companies make is assuming that changing people's habits will be easier than customizing the software. It's not. Getting people inside your company to use the software to improve the ways they do their jobs is by far the harder challenge. If your company is resistant to change, then your ERP project is more likely to fail. How do I configure ERP software? Even if a company installs ERP software for the so-called right reasons and everyone can agree on the optimal definition of a customer, the inherent difficulties of implementing something as complex as ERP is like, well, teaching an elephant to do the hootchy-kootchy. The packages are built from database tables, thousands of them, that IS programmers and end users must set to match their business processes; each table has a decision "switch" that leads the software down one decision path or another. By presenting only one way for the company to do each task—say, run the payroll or close the books—a company's individual operating units and far-flung divisions are integrated under one system. But figuring out precisely how to set all the switches in the tables requires a deep understanding of the existing processes being used to operate the business. As the table settings are decided, these business processes are reengineered, ERP's way. Most ERP systems are not shipped as a shell system in which customers must determine at the minutia level how all the functional procedures should be set, making thousands of decisions that affect how their system behaves in line with their own business activities. Most ERP systems are preconfigured, allowing just hundreds—rather than thousands—of procedural settings to be made by the customer. How do companies organize their ERP projects? Based on our observations, there are three commonly used ways of installing ERP. The Big Bang—In this, the most ambitious and difficult of approaches to ERP implementation, companies cast off all their legacy systems at once and install a single ERP system across the entire company. Though this method dominated early ERP implementations, few companies dare to attempt it anymore because it calls for the entire company to mobilize and change at once. Most of the ERP implementation horror stories from the late '90s warn us about companies that used this strategy.Getting everyone to cooperate and accept a new software system at the same time is a tremendous effort, largely because the new system will not have any advocates. No one within the company has any experience using it, so no one is sure whether it will work. Also, ERP inevitably involves compromises. Many departments have computer systems that have been honed to match the ways they work. In most cases, ERP offers neither the range of functionality nor the comfort of familiarity that a custom legacy system can offer. In many cases, the speed of the new system may suffer because it is serving the entire company rather than a single department. ERP implementation requires a direct mandate from the CEO. Franchising strategy—This approach suits large or diverse companies that do not share many common processes across business units. Independent ERP systems are installed in each unit, while linking common processes, such as financial bookkeeping, across the enterprise. This has emerged as the most common way of implementing ERP. In most cases, the business units each have their own "instances" of ERP—that is, a separate system and database. The systems link together only to share the information necessary for the corporation to get a performance big picture across all the business units (business unit revenues, for example), or for processes that don't vary much from business unit to business unit (perhaps HR benefits). Usually, these implementations begin with a demonstration or pilot installation in a particularly open-minded and patient business unit where the core business of the corporation will not be disrupted if something goes wrong. Once the project team gets the system up and running and works out all the bugs, the team begins selling other units on ERP, using the first implementation as a kind of in-house customer reference. Plan for this strategy to take a long time. Slam dunk—ERP dictates the process design in this method, where the focus is on just a few key processes, such as those contained in an ERP system's financial module. The slam dunk is generally for smaller companies expecting to grow into ERP. The goal here is to get ERP up and running quickly and to ditch the fancy reengineering in favor of the ERP system's "canned" processes. Few companies that have approached ERP this way can claim much payback from the new system. Most use it as an infrastructure to support more diligent installation efforts down the road. Yet many discover that a slammed-in ERP system is little better than a legacy system because it doesn't force employees to change any of their old habits. In fact, doing the hard work of process reengineering after the system is in can be more challenging than if there had been no system at all because at that point few people in the company will have felt much benefit. How does ERP fit with e-commerce? ERP vendors were not prepared for the onslaught of e-commerce. ERP is complex and not intended for public consumption. It assumes that the only people handling order information will be your employees, who are highly trained and comfortable with the tech jargon embedded in the software. But now customers and suppliers are demanding access to the same information your employees get through the ERP system—things like order status, inventory levels and invoice reconciliation—except they want to get all this information simply, without all the ERP software jargon, through your website. E-commerce means IT departments need to build two new channels of access in to ERP systems—one for customers (otherwise known as business-to-consumer) and one for suppliers and partners (business-to-business). These two audiences want two different types of information from your ERP system. Consumers want order status and billing information, and suppliers and partners want just about everything else. Traditional ERP vendors are having a hard time building the links between the Web and their software, though they certainly all realize that they must do it and have been hard at work at it for years. The bottom line, however, is that companies with e-commerce ambitions face a lot of hard integration work to make their ERP systems available over the Web. For those companies that were smart—or lucky—enough to have bought their ERP systems from a vendor experienced in developing e-commerce wares, adding easily integrated applications from that same vendor can be a money-saving option. For those companies whose ERP systems came from vendors that are less experienced with e-commerce development, the best—and possibly only—option might be to have a combination of internal staff and consultants hack through a custom integration. But no matter what the details are, solving the difficult problem of integrating ERP and e-commerce requires careful planning, which is key to getting integration off on the right track. One of the most difficult aspects of ERP and e-commerce integration is that the Internet never stops. ERP applications are big and complex and require maintenance. The choice is stark if ERP is linked directly to the Web—take down your ERP system for maintenance and you take down your website. Most e-commerce veterans will build flexibility into the ERP and e-commerce links so that they can keep the new e-commerce applications running on the Web while they shut down ERP for upgrades and fixes. The difficulty of getting ERP and e-commerce applications to work together—not to mention the other applications that demand ERP information such as supply chain and CRM software—has led companies to consider software known alternately as middleware and EAI software. These applications act as software translators that take information from ERP and convert it into a format that e-commerce and other applications can understand. Middleware has improved dramatically in recent years, and though it is difficult to sell and prove ROI on the software with business leaders—it is invisible to computer users—it can help solve many of the biggest integration woes that plague IT these days. SAP - The Basics Series Article 1 Who and/or what is SAP? How popular is it? Wow! (Updated July 2002) SAP the company was founded in Germany in 1972 by five ex-IBM engineers. In case you’re ever asked, SAP stands for Systeme, Andwendungen, Produkte in der Datenverarbeitung which - translated to English - means Systems, Applications, Products in Data Processing. So now you know! Being incorporated in Germany, the full name of the parent company is SAP AG. It is located in Walldorf, Germany which is close to the beautiful town of Heidelberg. SAP has subsidiaries in over 50 countries around the world from Argentina to Venezuela (and pretty much everything in between). SAP America (with responsibility for North America, South America and Australia - go figure!) is located just outside Philadelphia, PA. The original five founders have been so successful that they have multiplied many times over such that SAP AG is now the third largest software maker in the world, with over 17,500 customers (including more than half of the world's 500 top companies). SAP employs over 27,000 people worldwide today, and had revenues of .34 billion and Net Income of million in FY01. SAP is listed in Germany (where it is one of the 30 stocks which make up the DAX) and on the NYSE (ticker:SAP). There are now 44,500 installations of SAP, in 120 countries, with more then 10 million users! So what made this company so successful? Back in 1979 SAP released SAP R/2 (which runs on mainframes) into the German market. SAP R/2 was the first integrated, enterprise wide package and was an immediate success. For years SAP stayed within the German borders until it had penetrated practically every large German company. Looking for more growth, SAP expanded into the remainder of Europe during the 80's. Towards the end of the 80's, client-server architecture became popular and SAP responded with the release of SAP R/3 (in 1992). This turned out to be a killer app for SAP, especially in the North American region into which SAP expanded in 1988. The success of SAP R/3 in North America has been nothing short of stunning. Within a 5 year period, the North American market went from virtually zero to 44% of total SAP worldwide sales. SAP America alone employs more than 3,000 people and has added the names of many of the Fortune 500 to it’s customer list (8 of the top 10 semiconductor companies, 7 of the top 10 pharmaceutical companies etc). SAP today is available in 46 country-specific versions, incorporating 28 languages including Kanji and other double-byte character languages. SAP also comes in 21 industry-specific versions. SAP R/3 is delivered to a customer with selected standard process turned on, and many many other optional processes and features turned off. At the heart of SAP R/3 are about 10,000 tables which control the way the processes are executed. Configuration is the process of adjusting the settings of these tables to get SAP to run the way you want it to. Think of a radio with 10,000 dials to tune and you’ll get the picture. Functionality included is truly enterprise wide including: Financial Accounting (e.g. general ledger, accounts receivable etc), Management Accounting (e.g. cost centers, profitability analysis etc), Sales, Distribution, Manufacturing, Production Planning, Purchasing, Human Resources, Payroll etc etc etc. For a full description of the modules included in SAP, see the related articles. All of these modules are tightly integrated which – as you will find out – is a huge blessing ... but brings with it special challenges. SAP are maintaining and increasing their dominance over their competitors through a combination of - embracing the internet with mySAP.com (a confusing name we believe) to head off i2 etc - extending their solutions with CRM to head off Siebel - adding functionality to their industry solutions Article 2 Who is it made for? Why might I need it? We have all heard about the large (and very large) companies who have implemented (or are still busy implementing) SAP R/3. But SAP is gaining acceptance by smaller companies too. There are many reasons a company selects and implements SAP – some are good and some are bad. The good ones include replacing an out-dated and inefficient IT Architecture (including the CIO’s nemesis … the burning platform), enabling business process change, and to gain competitive advantage. The bad ones are too numerous to go into here but would include the "why are we the only semiconductor company without SAP" question. More on the good reasons follows: 1. Replacing an out-dated and inefficient IT Architecture: In the beginning, computer systems were developed by individual departments to satisfy the requirements of that particular department. When someone finally realized that benefits could be had by linking these systems together, interface heaven was born. There are some companies today with literally thousands of interfaces, each of which needs to be maintained (assuming of course that there is someone around who understands how they work!). Sweeping them away and replacing them with an integrated system such as SAP can save much money in support. Of course, if you have a burning platform as well the question becomes even easier. 2. Enabling business process change – From the start, SAP was built on a foundation of process best practices. Although it sounds absurd, it is probably easier (and less expensive) to change your companies processes to adapt to SAP than the other way around. Many companies have reported good success from combining a SAP implementation with a BPR project. 3. Competitive advantage – The CFO types around have heard this old saying from the CIO types for many years now. The question still has to be asked … can you gain competitive advantage from implementing SAP? The answer, of course, depends on the company. It seems to us, however, that:  being able to accurately provide delivery promise dates for manufactured products (and meet them) doesn’t hurt ... and  being able to consolidate purchase decisions from around the globe and use that leverage when negotiating with vendors has gotta help … and  being able to place kiosks in stores where individual customers can enter their product specifications and then feed this data directly into it’s production planning process is pretty neat  etc etc Article 3 How much does it cost? What will it take to implement it? Wow! There is a defining moment in the journey of all companies on the road to SAP nirvana. This moment comes just after the company has concluded that it want’s SAP, it needs SAP, it’s gotta have SAP … then comes the question ‘so what does it take to implement it’? This is the question which separates those who are ready from the wannabees. Before being accused of being too negative, let me remind you that at the heart of every good business decision lies a cost benefit analysis. If this cannot be complete with a positive outcome, the initiative (whatever it is) should probably not be launched. Same goes for a SAP implementation. Implementing SAP is expensive. No doubt about it. But the potential rewards can dwarf the costs (and have for many existing customers already). One customer reportedly made enough savings on the procurement of a single raw material to pay for the entire enterprise-wide SAP implementation! Of course these are hard to substantiate, but visit SAP’s website and take a look at the customer testimonials. SAP sells it’s R/3 product on a ‘price per user basis’. The actual price is negotiated between SAP and the customer and therefore depends on numerous factors which include number of users and modules (and other factors which are present in any negotiation). You should check with SAP, but for a ballpark planning number you could do worse than starting with per user. There is also an annual support cost of about 10% which includes periodic upgrades. Again, check with SAP. Then there is the implementation cost. Yowser. It is about now that you need to get the business case out again and remind yourself why you need to do this. The major drivers of the total implementation cost are the Timeframe, Resource Requirements and Hardware. 1. Timeframe - The absolute quickest implementation we have ever heard of is 45 days … but this was for a tiny company with very few users and no changes to the delivered SAP processes. At the other end of the scale you get the multi-nationals who are implementing SAP over 5 to 10 years. These are not necessarily failures … many of them are planned as successive global deployments (which seem to roll around the globe forever). Of course the really expensive ones are those we don’t hear about! For the most part, you should be able to get your (single instance) project completed in a 9 to 18 month period. 2. People – The smallest of SAP implementations can get done on a part-time basis without outside help. The largest swallow up hundreds of people (sometimes over a thousand) and include whole armies of consultants. This adds up fast. Again, get that business case out. The types of people you will need run the range from heavy duty techies to project managers. 3. Hardware – The smallest of SAP implementations probably use only three instances (boxes) … one for the production system, one for test, and one for development. The largest implementations have well over 100 instances, especially if they involve multiple parallel projects (otherwise known as a program). Adding all this up, your SAP project can run anywhere from ,000 to hundreds of millions of $$$’s. As you can see, SAP can be all things to all companies … so it’s best to talk to them (or your consulting firm) about your specific requirements. Article 4 Is there any help out there? What should I do next? Help From SAP AG There is a ton of help available out there - depending on your companies budget and culture – to help you along your journey beginning with your strategy and ending up when you reach that hallowed (and sometimes distant) ground of post-implementation. This article concentrates on the help available from SAP AG. Article 5 discusses other sources of help. SAP AG As you read in article 1 of this series, SAP AG employs around 22,000 people. Although they re-organize as often as most other companies, you can think of them as being organized into the following four areas: Pre-Sales, Consulting, Training and Developers.  Pre-Sales. These are people with heavy-duty functional knowledge of one or more SAP modules and one or more industries. They give really excellent system demonstrations on particular areas of the system which – while thick with pre-sales features – are an extremely valuable source of information about SAP. I’m sure they have many other responsibilities as well, but if you can, get a demo from them. For an even more useful demo, ask if you can provide them with business process scenarios that are pertinent to your business or industry prior to the demo.  Consulting. While also knowledgeable in SAP (of course), these are mostly consulting types like those that can be found in the major consulting firms. Often a team will consist of consultants from SAP and a partner consulting firm and you will not know the difference. Expect them to have business process and/or industry knowledge in addition to detailed SAP knowledge. They are not readily available to non-customers as they are usually assigned to one or more customers. A good list of consulting partners is available in the links section of this website.  Training. In 1999 SAP opened up their training programs to non-customers and non-partners. This opens up a whole world of top-rate training programs at SAP’s facilities around the globe. These can be expensive, however, and up to three weeks are usually required to gain a sufficiently deep understanding of a particular module or subject. If you have lots of time and money, you could register for one of SAP’s ‘academies’ which are five-week crash courses (emphasis on crash … as in burn) in one of the following areas: FI/CO, MM/SD, and HR/ABAP. These end with an examination and 'certification' in your chosen area. More information on SAP training courses can be found on SAP’s website.  Developers. These heavy-duty techies are off limits to non-customers. Customers can sometimes get a message to them via the OSS system – which is an automated trouble ticket type system. If you ever actually see one, or have one on the phone, ask all the questions you can think of, as you may never have the chance again! Article 5 Is there any help out there? What should I do next? Help From Other Sources Article 4 in this series covered the help that is available from SAP AG. Here we will cover the help that is available from other sources, including: Consulting Companies, SAPPHIRE and other SAP Events, ASUG, and this website. 1. Consulting Companies One of SAP’s key strategies has been to develop partnerships with the Consulting Companies. This has contributed enormously to the widespread adoption of SAP due to the fact that there are literally thousands of consultants (SAP estimate 55,000) ready to help with all aspects of your SAP implementation … from strategy to completion. There are two types of consulting partners: 1. Global consulting partners (13 of these at last count) are the largest of the consulting firms who are able to provide global assistance to global companies, and 2. National consulting partners who are accredited by country Your need of a consulting partner depends on your project scope and complexity, your project budget, company culture, and prior SAP implementation experience in your company. Suffice to say that without heavy prior SAP experience in your company, all but the simplest SAP implementations would benefit from the involvement of experienced individuals who have done it before. Rates depend on your negotiations with the consulting company, of course, but you could do worse than use an estimate of per person per hour. Consulting styles differ from firm to firm, so make sure your company culture is compatible with the typical approach of your chosen consulting partner. In addition, spend some time on their websites to get an idea of their approach, experience and capabilities. 2. SAPPHIRE and other SAP events SAPPHIRE is the name given to SAP’s annual user conference. Multiple SAPPHIRE’s can be found around the globe each year, and are usually sold out in advance. North American SAPPHIRE's are typically held in hot cities (off season) and attract upwards of 14,000 prospects, customers and partners. Read up on SAPPHIRE’99 here. SAPPHIRE is a great place to go explore, but is quite expensive at around ,200 for three days (food, lodging, travel etc is at your own expense). Even so, it is well worth the time and expense. Note: SAP holds other events throughout the year (TechEd, for example, is aimed at the more technical users) See their website for additional details. 3. ASUG (America’s SAP User Group) As the name suggests, ASUG is a forum for users of SAP. Non-users (prospects and consultants) and not usually found lurking here. ASUG actually comprises of multiple sub-ASUG’s – each focusing on a particular area of SAP, for example there is an ASUG for High Tech companies, and an ASUG for companies using ALE etc. Leadership of these sub-ASUG’s (for lack of a better description) usually rotates between members of the user community. ASUG provides opportunities for networking, learning and influencing SAP (for example joining forces with other users to convince SAP to include a particular modification in their standard software). In addition to meetings within the sub-ASUG’s, there is an annual conference (which attracted nearly 6,000 users and vendors in 1999). More details on ASUG can be found at www.asug.com. 4. This website thespot4sap.com was created with a single objective in mind … to provide an online community where people involved in SAP implementations can share SAP knowledge. This will, we hope, lead to an environment where we can all learn more about SAP, and hopefully teach others along the way. We are proud to be independent of any other company, and current. There are many avenues available for you to expand your knowledge here … you can sign up for our newsletter, read more articles, catch up on SAP-related news, lurk on the discussion boards, follow the links, post your resume, find a job, vote in our polls, buy a book, buy a CBT, buy a premium paper (etc etc). If you have a specific question in mind, try our search facility or post it to the messageboard. If you have read all five of the articles in this series, well done! If you have the time, we would really appreciate some feedback. SAP Modules and Solutions Overview (November 2002) In the past when people were discussing SAP, the conversation very quickly boiled down to modules, for example:  SAP’s courses were structured along module lines so that you would attend MM 101, 102 and 103. While at the course you would learn many things about MM, but not much about the rest of the SAP system and how MM fits into it.  A conversation with a SAP recruiter might go something like this: Recruiter … “which modules do you work with?” Candidate … “well, I have a lot of purchasing process experience” Recruiter … “yes, but which modules do you work with?” Candidate … “well, it’s purchasing functionality … so that would be, umm, MM, FI and CO mainly” Recruiter … “great I have just the job for you” Candidate … “fantastic, is it purchasing?” Recruiter … “well it says here that they want an MM, FI and CO person and that’s you, right?” Not necessarily! A MM, FI, CO role might include Inventory Management (MM), Accounts Receivable (FI) and Profitability Analysis (CO) – none of which a purchasing person is guaranteed to have  Many programme teams were organised along module lines, so that you would have a FI/CO, an MM and a HR team, for example. Training courses were (therefore) often prepared and delivered along module lines too. The result of this was that solutions were frequently optimised along module lines, and less often well integratred, and as for users, well, they were pretty much trained up in a module and left to get on with it post go-live. Fortunately those days are mostly passed, and more and more programmes (from design to build to training) are being organised along process lines such as: Order to Cash (including parts of SD, FI-AR and probably TY as well) Purchase to Pay (including MM-Purchasing and FI-AP) Record to Report (FI-GL etc) SAP now are moving away from describing their system as a set of modules, and now are using the term ‘solutions’, which is much better. If you visit SAP’s website (as we urge you to do) you will find that they have structured their Solutions tab as follows:  Financials  Human Resources  Customer Relationship Management  Supplier Relationship Management  Product Lifecycle Management  Supply Chain Management  Business Intelligence We think that this is a quite intuitive way of breaking it down, and a big leap forward for SAP. Of course, most recently (this year) SAP have unveiled their latest initiative which is Xapps – but that is the subject of a yet to be written article (as soon as we understand it ourselves, that is). If you’re still looking for that list of modules, here they are: FI Financial Accounting – essentially your regulatory ‘books of record’, including  General ledger  Book close  Tax  Accounts receivable  Accounts payable  Consolidation  Special ledgers CO Controlling – basically your internal cost/management accounting, including  Cost elements  Cost centres  Profit centres  Internal orders  Activity based costing  Product costing AM Asset Management – track, value and depreciate your assets, including  Purchase  Sale  Depreciation  Tracking PS Project Systems – manage your projects, large and small, including  Make to order  Plant shut downs (as a project)  Third party billing (on the back of a project) HR Human Resources – ah yes, people, including  Employment history  Payroll  Training  Career management  Succession planning PM Plant Maintenance – maintain your equipment (e.g. a machine, an oil rig, an aircraft etc), including  Labour  Material  Down time and outages MM Materials Management – underpins the supply chain, including  Requisitions  Purchase orders  Goods receipts  Accounts payable  Inventory management  BOM’s  Master raw materials, finished goods etc QM Quality Management – improve the quality of your goods, including  Planning  Execution  Inspections  Certificates PP Production Planning – manages your production process, including  Capacity planning  Master production scheduling  Material requirements planning  Shop floor SD Sales and Distribution – from order to delivery, including  RFQ  Sales orders  Pricing  Picking (and other warehouse processes)  Packing  Shipping CA Cross Application – these lie on top of the individual modules, and include  WF – workflow  BW – business information warehouse  Office – for email  Workplace  Industry solutions  New Dimension products such as CRM, PLM, SRM, APO etc OUR SOLUTION BSB is intended to develop Client/Server based customized software in two phases for its different department which will be scalable, secured, user-friendly, stronger RDBMS. Prior to proposal preparation a team of BCL conducted an interview session with some of project related personnel for a preliminary requirement study to understood the need of BSB for Phase II. The software will be developed using Oracle Developer in the front end and ORACLE Standard Edition (Latest Version) as database server in the back end under windows 2000 server or any other OS as a server OS (Like Novell, Windows NT, Unix etc) with TCP/IP protocol. We ensure that:  Backup program script will be developed for backup server data at regular interval to switch on the other server if main server fails.  BSB personnel will get adequate training to handle this regular activity.  All data entry / update / delete programs shall have hardcopy report for authorization and verification purpose.  If a client fails the communication with server, other clients will have the facility to work as client / console.  During update / delete, backup facility will be provided to ensure the data consistency  During add, duplication of data will be ensured  Backup server shall have the facility of transferring data from branches through dialup.  Software will be developed at BSB premises and will include 4/5 personnel of BSB. Beximco follows a structured methodology for software development (Detailed please refer to software development approach) The main features of both the systems will be as follows:  Client/Server Architecture and MS SQL Server/ ORACLE as Database Server  Front end as VB or Oracle Developer 2000  Have Multi-user, Multi-level Access security  Built in error detection in entry, update, processing  Must have well designed user interface i.e. be menu driven  Should be flexible to accommodate new changes without changes in program  Easy to operate and user friendly We comply with the requirement stated in the tender bid by the consultant which has been included with some addition of requirement as stated by the user group during our interview session. 1. Project Appraisal Software Nature of Application : Database This software will be used to evaluate a submitted project before giving approval for loan sanction. The software will give the following facilities for decision making : * The financial analysis supplied by the sponsor will be entered and the BSB will have the opportunity to perform what if analysis on this financial data. For example the software will give modified analysis if cost of raw materials are increased.  The software will also enable the managers to browse all past submitted project. So information like cost of machinery. Outcome etc for the project of the same kind wil be immediately available to the managers which will make it possible to evaluate whether the figures are undervalued or overvalued.  It will be also possible to see the conditions of the projects carried out by the management of the proposed project.  The software will have provision to present different kinds of financial analysis like time series. Net present value. Different method of depreciation etc which will help in decision making process.  Appraisal reports and its summary will be stored in central computer so that it can be retrieved for reference in future. Only summary report will be sent to management and the departments will get the details appraisal report from central server when necessary. Description of Forms Sl.No Name of the Form Description 1 Promoters/Directors Liabilities Would take input related to promoters/directors liabilities 2 Promoters/directors assets(Land) Would take input related to promoters/directors assets(Land) 3 Promoters/directors assets(Buildings) Would take input related to promoters/directors assets(Buildings) 4 Promoters/directors assets(Factories) Would take input related to promoters/directors assets(Factories) 5 Promoters/directors Investment/Interest Would take input related to promoters/directors Investment/Interest 6 Directors Would take input related to Directors of the Project 7 Partners Would take input related to Partners of the Project 8 Plant & Machinery Would take input related to Project plants and machinery 9 Personnel Would take input related to Project Personnel. 10 Project Would take input related to Project’s Information. 11 Project Cost Would take information related to Project’s cost 12 Promoters Would take information related to Project’s promoters 13 Promoters Relation Would take information related to Promoters relations 14 Building & Civil Works Would take information related to Building and civil works 15 Furniture & Texture Would take information related to furniture and Texture 16 Vehicles Would take information related to vehicles 17 Product Would take information related to product of the project 18 Project Land Would take information related to project land 19 Means of Finance Would take information related to project’s means of finance 20 Raw materials Would take information related to raw materials would be used in the project. Description of Tables Sl.No Name of the Table Description 1 Promoters/Directors Liabilities Would store data related to promoters/directors liabilities 2 Promoters/directors assets(Land) Would store data related to promoters/directors assets(Land) 3 Promoters/directors assets(Buildings) Would store data related to promoters/directors assets(Buildings) 4 Promoters/directors assets(Factories) Would store data related to promoters/directors assets(Factories) 5 Promoters/directors Investment/Interest Would store data related to promoters/directors Investment/Interest 6 Directors Would store data related to Directors of the Project 7 Partners Would store data related to Partners of the Project 8 Plant & Machinery Would store data related to Project plants and machinery 9 Personnel Would store data related to Project Personnel. 10 Project Would store data related to Project’s Information. 11 Promoters Would store data related to Project’s promoters 12 Promoters Relation Would store data related to Promoters relations 13 Building & Civil Works Would store data related to Building and civil works 14 Furniture & Texture Would store data related to furniture and Texture 15 Vehicles Would store data related to vehicles 16 Product Would store data related to product of the project 17 Project Land Would store data related to project land 18 Means of Finance Would store data related to project’s means of finance 19 Raw materials Would store data related to raw materials would be used in the project. Description of Outputs/Reports Sl.No Name of Outputs/Reports Description 1 Application for loan/equity support and sanction Would show the comprehensive statements on application for loan/equity support and sanction there on. 2 Promoters/directors list Would show the list of promoters/directors of the project 3 Net worth of the sponsors Would show the complete statement on sponsors net worth 4 Plant and Machinery List Would show the complete list of plant and machinery of the project 5 Raw Material List Would show the list of raw materials of the project 6 Manpower Would show the list of manpower 7 Fixed Cost of the Project Would show complete statement on fixed cost of the project 8 Working Capital Assessment Would show complete working capital assessment of the project 9 Project Earning Forecast Would show complete earning forecast of the project 10 Sensitivity Analysis( 10% increase in cost of good sold) Would show sensitivity analysis ( 10% increase in cost of good sold) 11 Sensitivity Analysis( 10% decrease in the sale price) Would show sensitivity analysis ( 10% decrease in the sale price) 12 Sensitivity Analysis( 5% in cost of good sold and 5% decrease in the sale price) Would show sensitivity analysis ( 5% in cost of good sold and 5% decrease in the sale price) 13 Sales Estimate Would give the complete sale estimate 14 Estimate of General, Administrative and Other Expenses Would give complete General, Administrative and Other Expenses 15 Financial Expenses Would give complete statement on financial expenses 16 Break Even Analysis Would give complete break even analysis 17 Fund Flow Statement Would give complete statement on fund flow of the project 18 Project Balance Sheet Would give complete project balance sheet 19 Financial Rate of Return Would give complete statement of financial rate of return. Forms 1. Promoters/ Directors Liabilities Form Item Type Description Name Char(40) Name of Promoter/Director Status Char(10) Promoter or Director ? Business/Industry Char(50) Loan Giving Agency Char(50) BSB/BSRS/ Other Commercial Agency Loan Amount Number Sanctioned Amount Over Dues Number Over Due Amount Not Due principle Number Principle of Not due Amount Total Liabilities Number Total Liabilities Amount Share Number Percentage of Share Security Nature Char(50) Nature of Security 2. Promoters/Directors Assets(Land) Form Item Type Description Name Char (40) Name of Promoter/Director Status Char (10) Promoter or Director ? Location Char (50) Particulars Char (100) Plot No, Mouza no, Area Value Number Present Market Value Encumbrances Char (50) Mortgage, Hypothecation, Lien Etc. 3. Promoters/Directors Assets(Building) Form Item Type Description Name Char (40) Name of Promoter/Director Status Char (10) Promoter or Director ? Location Char (50) Particulars Char (100) Plot No, Mouza no, Area Type Char (15) Present Market Value Age Number Mortgage, Hypothecation, Lien Etc. Value Number Present Market Value Encumbrances Char (50) Mortgage, Hypothecation, Lien Etc. 4. Promoters/ Directors Assets (Factory) Form Item Type Description Name Char (40) Name of Promoter/Director Status Char (10) Promoter or Director ? Location Char (50) Detail description of Location Particulars Char (100) Plot No, Mouza no, Area Type Char (15) Present Market Value Age Number Mortgage, Hypothecation, Lien Etc. Value Number Present Market Value Encumbrances Char (50) Mortgage, Hypothecation, Lien Etc. 5. Promoters/Directors Investment/Interest Form Item Type Description Name Char (40) Name of Promoter/Director Status Char (10) Promoter or Director ? Farm Name Char (100) Detail description of Location Farm Address Char (150) Plot No, Mouza no, Area Nature Char (40) Present Market Value Association Char (10) Association with farm/concern as Owner/Director/Share Holder Extend of Interest Number Extend of Interest Value Number Present Market Value Encumbrances Char (50) Mortgage, Hypothecation, Lien Etc. 6. Directors form Item Type Description Name Char (40) Name of Director Father’s Name Char (40) Director’s Father’s Name Address Char (100) Director’s Address Existing Share Number Director’s Existing share(%) Proposed Share Number Director’s Proposed share(%) Salary Number Salary Amount Other Benefits Number Other Benefit Amount Cash, Bank Balance Number Cash/ Bank Balance Amount Saving & Securities Number Savings and securities Amount Others Number Other Amount 7. Partners Form Item Type Description Name Char (40) Name of Promoter Address Char (80) Partner’s Address Interest Char (50) Description of the Interest 8. Plant and Machinery Form Item Type Description Name Char (40) Name of the Machinery Specification Char (80) Specification of the Machinery Quantity Number Number of Units Unit Cost Number Cost of each unit Status Char (10) Imported /Local? C & F Cost Number Clearing and Forwarding Cost Carrying Cost Number Carrying Cost 9. Personnel Form Item Type Description Post Char (40) Name of the Post No Number No of Personnel in the Post Salary Number Salary Amount Other Benefits Number Other Benefits Amount 10. Project Form Item Type Description Name Char (40) Name of the Project Location Char (80) Location of the Project Line Char (30) Line of Production Applied F/C Number Amount of Loan applied in F/C Applied L/C Number Amount of Loan applied in L/C Company Type Char (30) Limited, Corporate etc. Foreign Collaboration Char (100) Name of the foreign collaboration if there is any 11. Project Cost Form Item Type Description Power, Fuel Water cost Char (40) Power, Fuel, Water Cost Rent, Tax, Insurance Cost Char (80) Rent, Tax, Insurance Cost Maintenance Cost Char (30) Maintenance Cost Depreciation Cost Number Cost of Depreciation Stationary and Printing Cost Number Stationary and Printing cost Postage, Telephone, Fax, Email Cost Char (30) Cost of Postage, Email, Telephone, Fax etc. Traveling and Conveyance Cost Char (100) Name of the foreign collaboration if there is any Selling Expenses Number Selling Expenses Depreciation of Office Assets Number Depreciation of Office Assets Amortization of Preliminary Interest Number Amortization of Preliminary Expenses Amortization of Interest during construction Number Amortization of interest during construction Interest on Loan Number Interest on loan 12. Promoters Form Item Type Description Name Char (40) Name of the Promoter Father’s /Spouse Name Char (80) Promoter’s Father’s / Spouse Name Address Char (30) Promoter’s Address Bank Char (80) Promoter’s Bank Bank address Char (80) Promoter’s Bank Address Qualification Char (40) Qualification of the Promoter Experience Char (40) Experience of the Promoter Savings and Securities Number Savings and Securities of the Promoter Cash and Bank Balance Number Cash and Bank Balance of the Promoter Other Assets Number Other Asset of the Promoter 13. Promoter-Relation Form Item Type Description Name Char (40) Name of the Promoter’s closely related Person Relationship Char (15) Father/Spouse, Son/doughter,brother/sister Address Char (80) Address of the Relative Business Name Char (40) Existing trading /dusiness/ industrial concern of the relative Business Address Char (80) Business Address of the relative Business Loan Number Business Loan of the relative Business Loan Status Char (1) Business Loan status of the Relative 14. Building and Civil works Form Item Type Description Work Char (50) Type of building/ civil works Construction Char (100) Specification of construction Area Number Area Cost Number Estimated cost 15. Furniture and Texture form Item Type Description Name Char (40) Furniture name Specification Char (100) Specification of furniture Quantity Number Quantity Cost Number Furniture unit cost 16. Vehicles Form Item Type Description Name Char (40) Name of the Vehicle Specification Char (100) Specification of vehicle Quantity Number Quantity of the Vehicle Cost Number Unit cost of the Vehicle 17. Product form Item Type Description Name Char (40) Name of the product Quantity Number Quantity of Product Capacity Number Annual rated capacity Value Number Value of sales 18. Project Land form Item Type Description Site Char (40) Site description Area Number Area of Land Price Number Price of Land Development cost Number Development cost of Land 19. Means of finance form Item Type Description Sponsor’s Contribution Char (40) Contribution of the Sponsor Public Issue Number Public Issue Other’s Equity Number Other’s Equity BSB Loan Number BSB Loan Others Number Others 20. Raw Material Form Item Type Description Name Char (40) Name of the Raw Material Specification Number Specification of the Raw Material Quantity Number Quantity of the Raw Material Unit Cost Number Unit Cost of the Raw Material C & F Cost Number C& F cost of the raw Material Carrying Cost Number Carrying Cost of the raw Material Tables 1. Promoters/ Directors Liabilities Table Item Type Description Name Char(40) Name of Promoter/Director Status Char(10) Promoter or Director? Business/Industry Char(50) Loan Giving Agency Char(50) BSB/BSRS/ Other Commercial Agency Loan Amount Number Sanctioned Amount Over Dues Number Over Due Amount Not Due principle Number Principle of Not due Amount Total Liabilities Number Total Liabilities Amount Share Number Percentage of Share Security Nature Char(50) Nature of Security 2. Promoters/Directors Assets(Land) Table Item Type Description Name Char (40) Name of Promoter/Director Status Char (10) Promoter or Director? Location Char (50) Particulars Char (100) Plot No, Mouza no, Area Value Number Present Market Value Encumbrances Char (50) Mortgage, Hypothecation, Lien Etc. 3. Promoters/Directors Assets(Building) Table Item Type Description Name Char (40) Name of Promoter/Director Status Char (10) Promoter or Director ? Location Char (50) Particulars Char (100) Plot No, Mouza no, Area Type Char (15) Present Market Value Age Number Mortgage, Hypothecation, Lien Etc. Value Number Present Market Value Encumbrances Char (50) Mortgage, Hypothecation, Lien Etc. 4. Promoters/ Directors Assets (Factory) Table Item Type Description Name Char (40) Name of Promoter/Director Status Char (10) Promoter or Director? Location Char (50) Detail description of Location Particulars Char (100) Plot No, Mouza no, Area Type Char (15) Present Market Value Age Number Mortgage Hypothecation, Lien Etc. Value Number Present Market Value Encumbrances Char (50) Mortgage, Hypothecation, Lien Etc. 5. Promoters/Directors Investment/Interest Table Item Type Description Name Char (40) Name of Promoter/Director Status Char (10) Promoter or Director ? Farm Name Char (100) Detail description of Location Farm Address Char (150) Plot No, Mouza no, Area Nature Char (40) Present Market Value Association Char (10) Association with farm/concern as Owner/Director/Share Holder Extend of Interest Number Extend of Interest Value Number Present Market Value Encumbrances Char (50) Mortgage, Hypothecation, Lien Etc. 6. Directors Table Item Type Description Name Char (40) Name of Director Father’s Name Char (40) Director’s Father’s Name Address Char (100) Director’s Address Existing Share Number Director’s Existing share(%) Proposed Share Number Director’s Proposed share(%) Salary Number Salary Amount Other Benefits Number Other Benefit Amount Cash, Bank Balance Number Cash/ Bank Balance Amount Saving & Securities Number Savings and securities Amount Others Number Other Amount 7. Partners Table Item Type Description Name Char (40) Name of Promoter Address Char (80) Partner’s Address Interest Char (50) Description of the Interest 8. Plant and Machinery Table Item Type Description Name Char (40) Name of the Machinery Specification Char (80) Specification of the Machinery Quantity Number Number of Units Unit Cost Number Cost of each unit Status Char (10) Imported /Local? C & F Cost Number Clearing and Forwarding Cost Carrying Cost Number Carrying Cost 9. Personnel Table Item Type Description Post Char (40) Name of the Post No Number No of Personnel in the Post Salary Number Salary Amount Other Benefits Number Other Benefits Amount 10. Project Table Item Type Description Name Char (40) Name of the Project Location Char (80) Location of the Project Line Char (30) Line of Production Applied F/C Number Amount of Loan applied in F/C Applied L/C Number Amount of Loan applied in L/C Company Type Char (30) Limited, Corporate etc. Foreign Collaboration Char (100) Name of the foreign collaboration if there is any Power, Fuel, Water cost Char (40) Power, Fuel, Water Cost Rent, Tax, Insurance Cost Char (80) Rent, Tax, Insurance Cost Maintenance Cost Char (30) Maintenance Cost Depreciation Cost Number Cost of Depreciation Stationary and Printing Cost Number Stationary and Printing cost Postage, Telephone, Fax, Email Cost Char (30) Cost of Postage, Email, Telephone, Fax etc. Traveling and Conveyance Cost Char (100) Name of the foreign collaboration if there is any Selling Expenses Number Selling Expenses Depreciation of Office Assets Number Depreciation of Office Assets Amortization of Preliminary Interest Number Amortization of Preliminary Expenses Amortization of Interest during construction Number Amortization of interest during construction Interest on Loan Number Interest on loan 11. Promoters Table Item Type Description Name Char (40) Name of the Promoter Father’s /Spouse Name Char (80) Promoter’s Father’s / Spouse Name Address Char (30) Promoter’s Address Bank Char (80) Promoter’s Bank Bank address Char (80) Promoter’s Bank Address Qualification Char (40) Qualification of the Promoter Experience Char (40) Experience of the Promoter Savings and Securities Number Savings and Securities of the Promoter Cash and Bank Balance Number Cash and Bank Balance of the Promoter Other Assets Number Other Asset of the Promoter 12. Promoter-Relation Table Item Type Description Name Char (40) Name of the Promoter’s closely related Person Relationship Char (15) Father/Spouse, Son/doughter,brother/sister Address Char (80) Address of the Relative Business Name Char (40) Existing trading /dusiness/ industrial concern of the relative Business Address Char (80) Business Address of the relative Business Loan Number Business Loan of the relative Business Loan Status Char (1) Business Loan status of the Relative 13. Building and Civil works Table Item Type Description Work Char (50) Type of building/ civil works Construction Char (100) Specification of construction Area Number Area Cost Number Estimated cost 14. Furniture and Texture Table Item Type Description Name Char (40) Furniture name Specification Char (100) Specification of furniture Quantity Number Quantity Cost Number Furniture unit cost 15. Vehicles Table Item Type Description Name Char (40) Name of the Vehicle Specification Char (100) Specification of vehicle Quantity Number Quantity of the Vehicle Cost Number Unit cost of the Vehicle 16. Product Table Item Type Description Name Char (40) Name of the product Quantity Number Quantity of Product Capacity Number Annual rated capacity Value Number Value of sales 17. Project Land Table Item Type Description Site Char (40) Site description Area Number Area of Land Price Number Price of Land Development cost Number Development cost of Land 18. Means of finance Table Item Type Description Sponsor’s Contribution Char (40) Contribution of the Sponsor Public Issue Number Public Issue Other’s Equity Number Other’s Equity BSB Loan Number BSB Loan Others Number Others 19. Raw Material Table Item Type Description Name Char (40) Name of the Raw Material Specification Number Specification of the Raw Material Quantity Number Quantity of the Raw Material Unit Cost Number Unit Cost of the Raw Material C & F Cost Number C& F cost of the raw Material Carrying Cost Number Carrying Cost of the raw Material Reports 1) Comprehensive statement of application for loan/equity support and sanction there on for the year ended in 30th June,…….. Sl no. Date of receipt of application Name and address of applicants Industrial sector Item no. of schedule New / Exp. BMR Amount of loan * position of application Remarks Fc Lc Total  Should be organized as 1. Under preliminary study 2. Pending for information required 3. Under finalization 4. Loan sanctioned 5. Application withdrawn/Regretted 2) Promoter/director list Sl No. Name Address Status Share Holding 3) Net worth of the sponsors Sl No. Name Address Immovable properties Investment Total 4) Plant and Machinery list Sl No. Section Item Units Country of origin Unit price Total price 5) Raw Material list Sl No. Item Quantity/Year Sources C&F cost 6) Manpower List Sl No. Category Position Required No. 7) Fixed Cost of Project Sl No. Item Cost in foreign currency Local currency cost in taka incurred To be incurred Total 8) Working Capital Assessment Current assets Imported raw materials Tied-up period 1st yr. 2nd yr. 3rd yr. 4th yr. Local raw materials Work-in-process Finished goods stacks Stores and spares Other expenses Current liabilities 9) Project Earning Forecast 1st yr. 2nd yr. 3rd yr. 4th yr. Sales Revenue Cost of goods sold Gross profit General administration and other expenses Operating profit Financial expenses Net operating profit before tax Income tax Investment (30%) Net profit after investment Return on investment (@ 6.5) Net profit after return on investment Dividend (20%) of paid up capital Retained earnings Gross profit to sales Operating profit to sales Return on average equity Return on average capital employed D.S.C.R (times) 10) Sensitivity Analysis (On the basis of 10% increase in cost of goods sold) 1st yr. 2nd yr. 3rd yr. 4th yr. Sales Revenue Cost of goods sold Gross profit General administration and other expenses Operating profit Financial expenses Net operating profit before tax Income tax Investment (30%) Net profit after investment Return on bond (@ 6.5) Net profit after investment D.S.C.R (times) 11) Sensitivity Analysis (On the basis of 10% decrease in the sales price) 1st yr. 2nd yr. 3rd yr. 4th yr. Sales Revenue Cost of goods sold Gross profit General administration and other expenses Operating profit Financial expenses Investment Investment return Net profit after bond purchase Return on bond (@ 6.5) Net profit after return on bond D.S.C.R (times) 12) Sensitivity Analysis (On the basis of 5% increase in cost of goods sold and 5% decrease in the sales price) 1st yr. 2nd yr. 3rd yr. 4th yr. Sales Revenue Cost of goods sold Gross profit General administration and other expenses Operating profit Financial expenses Net profit before tax Investment Net profit after bond purchase Investment return Net profit after return D.S.C.R (times) 13) Sales Estimates 1st yr. 2nd yr. 3rd yr. 4th yr. Rated capacity Capacity utilization Add : Opening stock of WIP for 2 days Less : Closing stock of WIP for 2 days Quantity available for sales Add : Opening stock of FG for 15 days Less : Closing stock of FG for 15 days Quantity to be sold Sales value 14) Estimate of General, Administrative and other Expenses 1st yr. 2nd yr. 3rd yr. 4th yr. Directors Remuneration Salaries (Admn.) Postage, Telephone etc. Stationery and Printing Travelling and Conveyance Depreciation and write-off Internal freight and handling charge House rent Advertisement Audit Feed Misc. Expenses 15) Financial Expenses 1st yr. 2nd yr. 3rd yr. 4th yr. Interest on local currency loan Interest on IDCP Commercial bank’s charges 16) Break – Even Analysis Sales Revenue Analysis of total cost Total Fixed Variable Raw materials Wages and salaries Water, power and fuel Stores and spares Repair and maintenance Depreciation and write-off Rent, tax and insurance Other mfg. Expenses Directors Remuneration Salaries (Admn) Postage, telephone etc. Travelling, Conveyance Stationery and Printing Advertisement Misc. Fees Audit Fees Internal freight and handling charge House rent Financial expenses Statistics PV Ratio BEP (Sales) BEP (Cash) 17) Fund Flow Statement Construction yr. 1st yr. 2nd yr. 3rd yr. 4th yr. Sources of funds Share issued (paid-up capital) Operating profit Depreciation and write-off Return on investment Long-term loans Deferred payment of interest Increase in current liability Utilization of Funds Fixed capital Preliminary and per-operating expenses Security deposit for power and gas Increase in current assets Repayment of long term loans Investment Repayment of deferred payment of installment Payment of interest Payment of dividend Total Cash Surplus/ Deficit Opening balance of cash Closing balance of cash 18) Project Balance Sheet Construction yr. 1st yr. 2nd yr. 3rd yr. 4th yr. Current Assets Cash and bank balance Other current assets Total current assets Fixed Assets Investment in govt. Security/ deposit for power and gas Fixed assets Total assets Total Fixed and current assets Liabilities and owner’s equity Short –term liabilities Back to back arrangement Total short-term liabilities Long –term liabilities BSB L/C loans Deferred payment of interest due Total long –term loan and liabilities Equity Paid –up capital Investment in govt. Retained earning Total equity Total liabilities and equity 19) Financial Rate of Return Year Total Cash Outflow Total Cash Inflow Net Cash Inflow NPV @ 25% NPV @ 25% 2) Inspection Summary Software Nature of Application: Database and Accounting. This module will store the summary of different sorts of inspections done by the inspection. Department and would give the searching and retrieval facilities on this storage . Description of Forms Sl.No Name of the Form Descriptions 1 Inspection (Implemented Project) Would take input related to inspection on implemented project made by inspection Department. 2 Inspection (Project Under Law-Suit) Would take input related to inspection on project under law-suit made by Inspection Department. 3 Inspection (Project Insurance) Would take input related to inspection on project insurance made by Inspection Department. 4 Inspection (Under Implementation Project) Would take input related to inspection on under implementation project made by Inspection Department. 5 Inspection (Project Under Processing) Would take input related to inspection on project under processing made by Inspection Department. Description of Tables Sl.No Name of the Table Descriptions 1 Inspection (Implemented Project) Would store data related to inspection on implemented project made by inspection Department. 2 Inspection (Project Under Law-Suit) Would store data related to inspection on project under law-suit made by Inspection Department. 3 Inspection (Project Insurance) Would store data related to inspection on project insurance made by Inspection Department. 4 Inspection (Under Implementation Project) Would store data related to inspection on under implementation project made by Inspection Department. 5 Inspection (Project Under Processing) Would store data related to inspection on project under processing made by Inspection Department. Description of Outputs/Reports Sl.No Name of the Outputs/Reports Descriptions 1 Inspection Report (Under processing Project) Complete report on all the project under processing. 2 Inspection Report (Under implementation Project) Complete report on all the project under implementation. 3 Inspection Report (Implemented Project) Complete report on all the implemented project. 4 Inspection Report (Under law-suit Project) Complete report on all the project under law-suit. 5 Inspection Report (Current capital and loan) Report on project wise current capital and loan. 6 Inspection Report (Project Insurance) Complete report on all the project’s insurance. Forms 1) Inspection Form (for implemented project). Item Type Width Description Project Name Char 40 Name of the project Project Address Char 100 Address of the project Project Type Char 30 Short term, long term, Bridge Loan Amount of loan sanctioned Num 10 Numeric figure of loan amount sanction Date of sanctioning loan Date 10 Sanction date Disbursed amount Num 10 Amount disbursed Disbursement date Date 10 Date of disbursement Not Due Num 10 Amount not due Over Due Num 10 Amount over due Recovery Num 10 Amount recovered Recovery date Date 10 Date of recovery 2) Inspection Form (for project under law-suit). Item Type Width Description Project Name Char 40 Name of the project Project Address Char 100 Address of the project Project Type Char 30 Short term, long term, Bridge Loan Suit no Char 20 Suit number Suit date Date 10 Date of filing the suit Court name Char 50 Court name at which the suit has been filed Amount Num 8 Amount demand in the suit Recovery Num 8 Amount recovery by the suit Status Char 100 Status of the suit Remarks Char 100 Remarks 3) Inspection Form (for project insurance). Item Type Width Description Project Name Char 40 Name of the project Insurance type Char 50 Type of the insurance Insurance amount Num 10 Amount of insurance Date of maturity Date 10 Maturity date 4) Inspection Form (for project under implementation). Item Type Width Description Project Name Char 40 Name of the project Project address Char 100 Address of the project Project type Char 20 Type of the project Capacity Num 5 Sanctioned production capacity Project cost Num 10 Total cost of the project Amount of loan sanctioned Num 10 Sanctioned loan amount Date of sanctioning loan Date 10 Sanctioning date Disbursed amount Num 10 Amount disbursed in favor of loan Disbursement date Date 10 Date of disbursement Sponsor’s investment Num 10 Amount of investment made by the sponsor Inspection date Num 10 Date of inspection Remarks Num 500 5) Inspection Form (for project under processing). Item Type Width Description Project Name Char 40 Name of the project Project address Char 100 Address of the project Project type Char 20 Short term, long term, Bridge Loan. etc. Capacity Num 5 Capacity referred on application Submission date Date 10 Loan application submission date Loan applied for (L/C) Num 10 Applied local currency amount Loan applied for (F/C) Num 10 Applied foreign currency amount Equity capital source Char 50 Equity capital source Equity capital amount Num 10 Equity capital amount Last date of processing Date 10 Last date of processing Tables 1) Project table (for implemented project). Item Type Width Description Project Name Char 40 Name of the project Project address Char 100 Address of the project Project type Char 30 Short term, long term, Bridge Loan. etc. Amount of loan sanctioned Num 10 Numeric figure of loan amount sanctioned Date of sanctioning loan Date 10 Sanctioning date Not due Num 10 Amount not due Over due Num 10 Amount over due Insurance type Char 50 Type of the insurance Insurance amount Num 10 Amount of insurance Date of maturity Date 10 Maturity date Capacity Num 5 Sanctioned production capacity Project cost Num 10 Total cost of the project Sponsor’s investment Num 10 Amount of investment made by the sponsor Submission date Date 10 Loan application submission date Loan applied for (L/C) Num 10 Applied local currency amount Loan applied for (F/C) Num 10 Applied foreign currency amount Equity capital source Char 50 Equity capital source Equity capital amount Num 10 Equity capital amount Last date of processing Date 10 Last date of processing 2) Inspection table (Disbursement). Item Type width Description Project Name Char 40 Name of the project Disbursed amount Num 10 Address of the project Disbursement date Date 10 Short term, long term, Bridge Loan. etc. Inspection date Num 10 Numeric figure of loan amount sanctioned Remarks Num 500 Sanctioning date 3) Inspection table (Recovery). Project Name Char 40 Name of the project Inspection date Num 10 Date of inspection Remarks Num 500 Remarks of the authority Recovery Num 10 Amount recovered Recovery date Date 10 Date of recovery 4) Law-suit Project table Item Type Width Description Project Name Char 40 Name of the project Suit no Char 20 Suit number Suit date Date 10 Date of filing the suit Court name Char 50 Court name at which the suit has been filed Amount Num 8 Amount demanded in the suit Recovery Num 8 Amount recovered in the suit Status Char 100 Status of the suit Remarks Char 100 Remarks of the authority Reports 1) Inspection Report (Project under processing) Sl. No Project name and address Project type Proposed production capacity Date of proposal sub-mission Project cost and source of cost (according to sponsor) Fixed date for the completion of processing Remarks Bank loan Equity capital Total project cost 2) Inspection Report (Project under implementation) Sl. no Project name and address Project type Sanctioned production capacity Sanctioned project cost. Sanctioned amount of loan & date of sanctioning loan Disbursed amount and date of disbursement Sponsor’s equity capital investment amount Inspection date Remarks 3) Inspection Report (Implemented Projects) Sl. No Project name and address Project type Sanctioned amount of loan Disbursed amount and date of disbursement Loan balance Total recovery % recovered against total due amount Not due Over due Total 4) Inspection Report (Project under law-suit) Sl. No Project name and address Project type Name of court, date of filing suit and suit no Demanded amount Total recovery Status and Remarks 5) Inspection Report (Project wise current capital loan related report) Sl. No Project name and address Sanctioned amount of loan & date of sanctioning loan Disbursed amount and date of disbursement Date of over due and amount recovered Remarks 6) Inspection Report (Project insurance report) Sl. No Project name Insurance type Insurance amount Date of maturity Remarks 3) Training and Library Management Software Nature of the Application : Database and Numerical This software will keep the training records conducted by BSB or any other organizations in the country or abroad. Library Management Software will act in the department. Description of Forms Sl no Name of the Item Description 1 Training Information Would take input the information of training 2 Library Would take input of the books info of the Library Description of Tables Sl no Name of the Item Description 1 Training Information Would store information of training 2 Library Would store the books info of the Library Description of Outputs/ Reports Sl no Name of the Item Description 1 Training Information Would show the training record as BSB 2 Library Would show the status of the books of the Library Forms 1. Training Information form Sl No Items Type Description 1 Date of Training Char (10) Date of training conducted 2 Type of training Char (8) Internal or external 3 Place of training Char (20) Place where training held 4 Duration of Training Char (15) Total time of training 5 Sponsor of the Training Char (15) Training financier 6 Subject of the Training Char (15) Topic of training discussed 7 No. of Participants Numeric No. participated staff 2. Library Form Sl No Items Type Description 1 Accession no Char(10) Accession no of the Book 2 Call no Char(8) Call No. of the Book 3 Title of the Book Char(20) Title of Book/Journal etc. 4 Date of Entry Char(10) Date when the item entered the library 5 Date of Last Issue Char(10) Date of last Issue 6 Date of Last Received Char(10) Date of last received 7 Issuing Staff Id Char(10) The staff who issued the book Tables 1. Training Information Table Sl No Items Type Description 1 Date of Training Char (10) Date of training conducted 2 Type of training Char (8) Internal or external 3 Place of training Char (20) Place where training held 4 Duration of Training Char (15) Total time of training 5 Sponsor of the Training Char (15) Training financier 6 Subject of the Training Char (15) Topic of training discussed 7 No. of Participants Numeric No. participated staff 2. Library Table Sl No Items Type Description 1 Accession no Char(10) Accession no of the Book 2 Call no Char(8) Call No. of the Book 3 Title of the Book Char(20) Title of Book/Journal etc. 4 Date of Entry Char(10) Date when the item entered the library 5 Date of Last Issue Char(10) Date of last Issue 6 Date of Last Received Char(10) Date of last received 7 Issuing Staff Id Char(10) The staff who issued the book Reports 1. Training statement of BSB Sl no Date of training conducted Type of training (Internal / External) Place of Training Duration Training Sponsor of the Training Subject of the training No. of participants 2. Library information of BSB Sl No Accession no Call No Title of the book Date of Entry Date of Last Issue Date of Last Received Issuing Staff Id 4.) Telephone Directory and Real State Activity software Nature of the Application : Database and Numerical This software will keep information of the real estate activities of BSB such as telephone directory, tenant & maintenance work of BSB. Description of Forms Sl no Name of the form Description 1 Telephone Directory Would take input of the telephone users 2 Tenant Would take input of the records of BSB 3 Maintenance Work Would take input about the maintainance work as BSB Description of Tables Sl no Name of the form Description 1 Telephone Directory Would store the particulars of the telephone users 2 Tenant Would store the tenant records of BSB 3 Maintenance Work Would store the maintenance work detail at BSB Description of Reports/Outputs Sl no Name of the form Description 1 Telephone Directory Would show the telephone directory of BSB 2 Tenant Would show the particulars of tenants of BSB 3 Maintenance Work Would take the maintenance work particulars of BSB Forms 1.) Telephone Directory Form SlNo Items Type Description 1 ID of the Telephone Holder Char (15) Identification of the Telephone User 2 Telephone No Office Resident Char (12) Char (12) Telephone at Office Telephone at Residence 3 Date of Connection Char (10) Date when telephone was connected 4 Last Tel.No (If any) Char (12) Previous Telephone No. 2.) Tenant Form SlNo Items Type Description 1 Name & Address of the Office Char (50) Office Introduction 2 Date of Agreement Char (10) When agreement of rent took place 3 Date of Shifting Char (10) When the office shifted 4 Amount of Rent (Annually) Number Annual Rent 5 Location of the Office Char (3) Location of the Floor 6 No. of Employees Number No. of Employees at office 7 Sq.Ft.Occupied Number Sq. ft. Occupied by the tenant 8 No.Years Occupied Number Duration of Tenant 9 Comments Memo (150) Comments from BSB 3.) Maintenance Work Form Sl no. Items Type Description 1 Type of the maintenance work Char (50) Type of Work done 2 Date of Maintenance Char (50) When the work initiated 3 Amount spent (in Taka) Number Money required for the work 4 Maintenance Dept. Char (50) Dept. for which wotk done 5 Time spent (in days) Number Days taken for the work 6 Comments on Work Memo (125) Comments from BSB Tables 1.) Telephone Directory Table SlNo Items Type Description 1 ID of the Telephone Holder Char (15) Identification of the Telephone User 2 Telephone No Office Resident Char (12) Char (12) Telephone at Office Telephone at Residence 3 Date of Connection Char (10) Date when telephone was connected 4 Last Tel.No (If any) Char (12) Previous Telephone No. 2.) Tenant Table SlNo Items Type Description 1 Name & Address of the Office Char (50) Office Introduction 2 Date of Agreement Char (10) When agreement of rent took place 3 Date of Shifting Char (10) When the office shifted 4 Amount of Rent (Annually) Number Annual Rent 5 Location of the Office Char (3) Location of the Floor 6 No. of Employees Number No. of Employees at office 7 Sq.Ft.Occupied Number Sq. ft. Occupied by the tenant 8 No.Years Occupied Number Duration of Tenant 9 Comments Memo (150) Comments from BSB 3.) Maintenance Work Table Sl no. Items Type Description 1 Type of the maintenance work Char (50) Type of Work done 2 Date of Maintenance Char (50) When the work initiated 3 Amount spent (in Taka) Number Money required for the work 4 Maintenance Dept. Char (50) Dept. for which wotk done 5 Time spent (in days) Number Days taken for the work 6 Comments on Work Memo (125) Comments from BSB Reports 1.) Telephone Directory Sl No ID of the User Designation Dept. Telephone Nos. Last Tel (Off.) Off Res 2.) Tenant Statement Sl No Name & Address of the Office Date of Agree ment Date of shifting Annual Rent Location of the Office No. of Employee of the Office Sq. ft. Occupied No. of years Occupied Comments is on BSB 3.) Maintenance Work Statement Sl. No Type of Maintenance Work Date of Maintenance Amount Spent (in Taka) Maintenance Dept Time Spent (in Days) Comments 5) Dead Stock Maintenance Software Nature of Application: Database and Numerical This software will maintain inventory and consumption records of different commodities used by the various dept. of BSB. Description of Forms Sl. No. Name of the form Description 1 Commodity Would take input of commodities used by different depts. Of BSB Description Table Sl. No. Name of the table Description 1 Commodity Would store commodities inf. Used by different depts. Of BSB Description of Outputs/Reports Sl. No. Name of Outputs/Reports Description 1 Stock Register Would show inf. Regarding the stock of the commodities 2 Dead stock Statement Would state the status of dead stock FORMS 1) Commodity Form Sl. No. Items Type Width Description 1 Commodity ID Char 15 Identification of the stock items 2 Date of Purchase Char 10 Date when the item purchased 3 Authority of Purchase Char 15 Purchase initiating department 4 Unit purchase Num 4 No. of items purchased 5 Rate per Unit Num 4 Cost of each item 6 Unit Sold Num 4 No. of items sold 7 Selling Price Num 4 Price of per unit 8 Original Cost Num 4 Original cost of items 9 Date of Issue Char 10 Date of issuing the item 10 To whom issued Char 1 Dept. for which items issued 11 Quantity of isseue Num 4 How many items issued? 12 Remarks Memo 125 Comments of the Dept. 1) Commodity Table Sl. No. Items Type Width Description 1 Commodity ID Char 15 Identification of the stock items 2 Date of Purchase Char 10 Date when the item purchased 3 Authority of Purchase Char 15 Purchase initiating department 4 Unit purchase Num 4 No. of items purchased 5 Rate per Unit Num 4 Cost of each item 6 Unit Sold Num 4 No. of items sold 7 Selling Price Num 4 Price of per unit 8 Original Cost Num 4 Orginal cost of items 9 Date of Issue Char 10 Date of issuing the item 10 To whom issued Char 1 Dept. for which items issued 11 Quantity of isseue Num 4 How many items issued? 12 Remarks Memo 125 Comments of the Dept. REPORTS 1) Stock Register of Furniture of and Other Articles of Dead Stock Sl. No Authority of Issue To whom Issued Name of Commodity Quantity Total number of Commodities issued up to date Remarks 2) Dead stock Statement Authority of pure hase Description Acquisition Description Total Unit Total Original Cost Depreciation Written Down Value Remarks Unit Purchased Rate Per Unit Total Cost Unit Sold Selling Prince Original Cost Provided this year On sales & adjustment Total Total Unit Amount 6) LAW Department Software Nature of Application: Database This software will present the status of all legal eases and allocation of eases to different lawyers. This information will be used to produce reports on all legal activities of BSB. Description of Forms Sl. No. Name of the Form Description 1 Case Would take input of the legal cases of projects 2 Case against bank Would take input of the cases of projects against the bank 3 Lawyer Activity Would take input the activities of the bank lawyers Description of Tables Sl. No. Name of the Form Description 1 Case Would take input of the legal cases of projects 2 Case against bank Would take input of the cases of projects against the bank 3 Lawyer Activity Would take input the activities of the bank lawyers Description of Outputs/Reports Sl. No. Name of Outputs/Reports Description 1 Case Summary Would show the summary of cases against the projects 2 Statement of Case Project Would show the status of projects under cases 3 Evaluation of Lawyers Would evaluate the activities of lawyers 4 Lawyers Statement Would show the statement of lawyers of the case projects FORMS 1) Case Form Sl. No. Items Type Width Description 1 Project ID Char 15 Project type, sector, year etc. 2 Name of the Legal Case Char 25 Title of the legal case 3 Date of Case Registered Char 10 Date of Case Registered 4 Name of the Court Char 25 Court where case is under processing 5 Name of the Lawyer Char 15 Lawyer who is involved with case 6 No. of Atc (33/34/3) Char 15 Atc of fthe Legal Case 7 Date of Hearing Char 10 When the hearing will take place 8 Region of Case Char 15 Region of BSB 9 Amount of Money Claimed Num 10 Amount claimed from the party 10 Amount of Money Recovered Num 10 Amount recovered from the party 11 Market Value of the project Num 10 Market value of the Defaulter project 12 Recent Status of the Case Memo 125 Progress of the Case 13 Comments Memo 125 Decision of the Law Dept. 2) Case Against Bank Form Sl. No. Items Type Width Description 1 Project ID Char 15 Project type, sector, year etc 2 No. of writ Case Char 15 Reference no. of The writ 3 Date Writ Case Char 10 Date of the writ taken place 4 Name of the Lawyer Char 15 Lawyer who is conducting the case 5. Date of Reply of Case Char 10 Date of reply by the BSB 6 Present status of the Case Memo 125 Progress of the case 3) Lawyers Activity Form Sl. No. Items Type Width Description 1 Lawyers Name Char 15 Lawyer engaged by the BSB 2 Court Involved Char 15 Courts involved by the lawyer 3 No. of Present Cases Imposed Num 2 No. of cases being conducted by the lawyer 4 No. of Decree Received Num 2 No. of decree received by the lawyer 5. No. of Dismissed Cases Num 2 No. of dismissed cases by the lawyer TABLE 1) Case Table Sl. No. Items Type Width Description 1 Project ID Char 15 Project type, sector, year etc. 2 Name of the Legal Case Char 25 Title of the legal case 3 Date of Case Registered Char 10 Date of Case Registered 4 Name of the Court Char 25 Court where case is under processing 5 Name of the Lawyer Char 15 Lawyer who is involved with case 6 No. of Atc (33/34/3) Char 15 Atc of fthe Legal Case 7 Date of Hearing Char 10 When the hearing will take place 8 Region of Case Char 15 Region of BSB 9 Amount of Money Claimed Num 10 Amount claimed from the party 10 Amount of Money Recovered Num 10 Amount recovered from the party 11 Market Value of the project Num 10 Market value of the Defaulter project 12 Recent Status of the Case Memo 125 Progress of the Case 13 Comments Memo 125 Decision of the Law Dept. 2) Case Against Bank Table Sl. No. Items Type Width Description 1 Project ID Char 15 Project type, sector, year etc 2 No. of writ Case Char 15 Reference no. of The writ 3 Date Writ Case Char 10 Date of the writ taken place 4 Name of the Lawyer Char 15 Lawyer who is conducting the case 5. Date of Reply of Case Char 10 Date of reply by the BSB 6 Present status of the Case Memo 125 Progress of the case 3) Lawyers Activity Table Sl. No. Items Type Width Description 1 Lawyers Name Char 15 Lawyer engaged by the BSB 2 Court Involved Char 15 Courts involved by the lawyer 3 No. of Present Cases Imposed Num 2 No. of cases being conducted by the lawyer 4 No. of Decree Received Num 2 No. of decree received by the lawyer 5. No. of Dismissed Cases Num 2 No. of dismissed cases by the lawyer REPORTS 1) Summary of the Case of different Acts Sl. No. Region Act 33 Act 34 Act 35 Total No. of Project Claimed Amount No. of Project Claimed Amount No. of Projects Claimed Amount 2) Statement of the projects under cases Bank Ordinance 33/34/35 Sl. No. Project ID Loan Spent Case Registered Amount Recovered Till Date Market Value of the Project Recent Status of the Case Comments Recommendations Date Amount Date Claimed Loan 3) Evaluation Report of the Lawyers Sl. No. Name & Qualification of the Lawyer Present no. of imposed Cases Result of the Case Remarks No. Of Decrees Received No. of Dismiss 4) Statement from the Lawyers Sl. No. Project ID & the owner of the Project Date of Case Registered Claimed Amount & Act Case of the Lawyer Hearing Verification Confirmation of the facts by the lawyer Confirmation of the Date of the cases Performance of the lawyer Comments Date No. of Impose No. of times without hearing Reason for not hearing 7) Audit Software: Nature of application : Database This software will maintain status of commercial audits. This software will also present rules and regulations and list of authorities for reference purpose. Description of Forms : Sl. No Name of the Forms Descriptions 1 Commercial Audit Would take input regarding commercial audit 2 Rules and regulation Would take input regarding rules and regulations 3 Authority Would work input regarding authority Description of Tables : Sl. No Name of the Tables Descriptions 1 Commercial Audit Would store data regarding commercial audit 2 Rules and regulation Would store data regarding rules and regulations 3 Authority Would store data regarding authority Description of Reports : Sl. No Name of the Tables Descriptions 1 Commercial Audit List Would show information regarding commercial audit collectivity 2 Rules and regulation Would show information regarding rules and regulations 3 Authority Would show information regarding authority Forms 1. Commercial audit Forms Item Type Description Objection No Numeric Numeric figure of a particular Objection Source of Objection Char (50) The name of the organization which put forward the objection Date Date Date of the Objection Objection Details Char (200) Details of the Objection Related Departments Char (50) Departments or sections related to the Objections Status Numeric Already mitigated or under processing? Mitigation Date Date If objection is already mitigated Remarks Memo Remarks if any 2. Rules and Regulation Form Item Type Description Rule/regulation No Numeric Numeric figure of the Rules or regulation Date of Enacment Date Date at which the rule or the regulation had been enacted Authority Char(10) Authority who enacted the rule/regulation Description Memo Details of the rule Applicable Char (200) Departments or organizations to which related to the Objections Status Numeric Already mitigated or under processing? Remarks Memo Remarks if any 3. Authority Form Item Type Description Responsibility Char(100) Description of the responsibility that the authority has to perform Authority Char(10) Description of the Authority Remarks Memo Remarks if any Tables 1. Commercial audit Tables Item Type Description Objection No Numeric Numeric figure of a particular Objection Source of Objection Char (50) The name of the organization which put forward the objection Date Date Date of the Objection Objection Details Char (200) Details of the Objection Related Departments Char (50) Departments or sections related to the Objections Status Numeric Already mitigated or under processing? Mitigation Date Date If objection is already mitigated Remarks Memo Remarks if any 2. Rules and Regulation Tables Item Type Description Rule/regulation No Numeric Numeric figure of the Rules or regulation Date of Enacment Date Date at which the rule or the regulation had been enacted Authority Char(10) Authority who enacted the rule/regulation Description Memo Details of the rule Applicable Char (200) Departments or organizations to which related to the Objections Status Numeric Already mitigated or under processing? Remarks Memo Remarks if any 3. Authority Tables Item Type Description Responsibility Char(100) Description of the responsibility that the authority has to perform Authority Char(10) Description of the Authority Remarks Memo Remarks if any Reports 1. Commercial Audit List Sl no Source of Objection Objection No and Objection Concerned Dept /Section Status Date of Mitigation Remarks 2. List of Rules and regulations Sl no Rule/ Regulation No. Date of enactment Rule/Regulation Department to which the rule/ regulation can be applied Remarks 3. Authority Sl No Responsibility Authority Remarks 8) Commercial Banking Department Software This software will keep records regarding short term & commercial loans sanctioned, disbursed, recovery, present status etc. financed by the bank as well as policy information. This module will be integrated with the Project Management, Branch Banking & MIS module. This software will perform the functions of machinery procurement, Documentation, project implementation, Recovery and Rehabilitation of Short term Loan. This module is taking major responsibility of managing all the projects of Short term Loan under BSB. Different parts of this module will be used by different departments like Machinery Procurement & Documentation Department, project Implementation Department, Central Recovery Department, Law Department 1 & 2, Branches Control department and project Rehabilitation Department. Description of Forms Sl. No. Name of the Form Description 1 Recovery Will input the items related to recovery of loans 2 Inspection Will store input related to inspection of project at any stage Implementation, In operation. 3 Construction Time Table Will store input related to project construction, time table. 4 Financial Resources Will store input related to financial resources of project 5 Financial Expenditure Will store input related to financial expenditure 6 Incurred Expenditure (next quarter) Will store input related to incurred expenditure in the next quarter 7 Financial Progress Will store input related to financial progress, i. e investment made by the sponsors so far. 8 Project Particulars Will store input related to project’s particulars. 9 Repayment schedule Will store input related to repayment schedule Description of Tables Sl. No. Name of the Table Description 1 Recovery Will stored ata related to recovery of loans 2 Inspection Will store data related to inspection of project at any stage Implementation, In operation. 3 Construction Time Table Will store data related to project construction, time table. 4 Financial Resources Will store data related to financial resources of project 5 Financial Expenditure Will store data related to financial expenditure 6 Incurred Expenditure (next quarter) Will store data related to incurred expenditure in the next quarter 7 Financial Progress Will store data related to financial progress, i. e investment made by the sponsors so far. 8 Project Particulars Will store data related to project’s particulars. 9 Repayment schedule Will store data related to repayment schedule Description of Output / Reports Sl. No. Name of the Output / Reports Description 1 Fixed term loan and Advance return Returns of classification of Fixed term loan and Advance 2 Continuous Loans and Advance returns Returns of classification of Continuous loan and Advance 3 Long term loan and Recovery Position Statement on the position of long term loan recovery 4 other Loan Recovery Statement on the position of other loan recovery 5 Project Recovery Report Report on individual project recovery 6 Sanction and Disbursement Report on loan sanction and disbursement made against that 7 Other Activity Reports on other activity 8 Projects under litigation Reports on the projects under litigation 9 Financial Progress Statement Reports on Financial progress i.e investment made by the sponsors so far 10 Classification of Loans Reports on account-wise Loan Classification 11 Repayment Reports on Repayment made by the sponsors 9) Branch Banking Software For Branch Banking Activities of DCBO we give solution for you to use BexiBank5000+ which features are as follows : Features of BexiBank 5000+ Core System Customer Services Customer Information Transaction Processing Global Parameters System Access Maintenance Security System General Ledger Savings Bank Accounts Current Accounts Short Notice Deposit Accounts Fixed Deposit Accounts Cash Credit and Overdraft Foreign Currency Deposits Signature Capture and Retrieval Loans Loan General House Building Loan Staff Loans Other Deposit Deposit Pension Scheme Special Pension Scheme Barer Certificate Deposit Remittance Pay Order Demand Drafts Mail Transfers Telegraphic Transfer BexiBank 5000+ provides a total front end branch banking solution incorporating various components of general banking system especially suited to the requirements of banks operating in Bangladesh. Its back end is Oracle RDBMS and Front end as Oracle Developer. In maximum cases we took the opportunities of Oracle’s built in feature. The general features of the BexiBank 5000+ are as follows:  Security: Now a day the security is a major issue among the bankers. No one should do any task which he/she has no authority. Even no body should work in the system until he is authorized to do that (Till database is down no body can work). This is also true that every one’s authority is not equal. BexiBank 5000+ has implemented these security feature through use of Oracle’s built-in feature. This is also possible to restrict the user in field level(column level authority) restrictions. BexiBank 5000+ is providing reliable data storage and excellent query speed. The technique of Relational Database Management System prevents data redundancy very effectively.  The Software package is fully integrated with inter-related modules.  Each and every module in the system generates transactions for subsequent update of the General Ledger.  In terms of operational tasks, every module has separate day end, month end, year-end processing systems. Each module can be on separate date in case some modules are not in live action.  The system is flexible for customization and is open-ended. New modules may be added to the system easily through just change of parameters. No coding customization is required.  The system generates a wide range of reports and statements to suit the requirements of the user, Head Office management and Central Bank. Additional reports on request may also be generated easily.  There are provisions for daily/weekly/monthly/quarterly/backup/restore operation for every module.  There is a ongoing development on connectivity add-in modules providing Tele-Banking features, inter branch banking facilities, internet banking connectivity, assess to home banking etc.  There are provisions for several service and utility modules such as Signature Verification, Vault Management etc. Modules The following modules are available with BexiBank 5000+:  CD (Current Deposit)  SAVINGS  STD (Short Term Deposit)  FC (Foreign Currency)  DPS (Deposit Pension Scheme)  SDPS  FDR (Fixed Deposit Receipt)  LOANS and ADVANCES  REMITTANCE  PO  DD  TT  MT  GL (General Ledger)  SIGNATURE CAPTURE and DISPLAY  ONE STOP  VAULT MANAGEMENT  CONSUMER CREDIT SCHEME  STANDING INSTRUCTION Common Features Some of the modules above have in turn a number of sub modules. In general all the deposit modules related to local and foreign transactions have some common features such as: Account Opening Account closing/de-closing Account Balancing Daily Product Calculation Daily Transaction Listing Customer Services of various types: Statement of Accounts Query by name/address Tracking of holding multiple accounts by a particular account holder Various types of Transaction Processing: Cash Clearing Transfer Transfer Delivery Cheque Return Interest Posting Dealing with Various Charges All the modules in the system are capable of generating various User, Central Bank and Head Office Management Reports. 10.) MIS Software (remaining Portion) This software will provide different reports, queries by other departments of BSB, Bangladesh Bank, Ministries, Parliament etc. those are related to the information generated by the software. This software will have the integration facilities with the MIS module those already develop in the Phase- I. The following report will be developed for the MIS Module. 1. Monthly Activities of BSB 2. Bank deposit & Loan related Report 3. Economic Activities and Recovery activities of over due loan of different industria Sector 4. Loan more then 50 lacs. 5. Operational efficiency and Internal Control Monthly report. 6. Monthly report on Sanctioned, Reschedule or additional loan ( 1 Core. or more). 7. Semi-intensive shrimp farming 8. Progress report of Defaulters and classified Loan 9. Unrecovered loan of more than 1 core. 10. Unrecovered loan of within 10 lac to 1 Core. 11. Unrecovered loan of within 1 lac to 10 Lac. 12. Director’s loan of that Bank 13. distributed loan between 1994 to 2000 14. industrial loan related report. 15. Improvement of Bank loan 16. Quarterly defaulter list. 17. Loan related activities of Bank 18. Monthly activities of Sanctioned Loan of Industry 19. Monthly activities of Sanctioned Loan of Small Industry 20. Monthly Activities of Loan Sanctioned 21. Monthly Recovery Activities 22. Waiting Activities of Work more than one Month 23. Project wise Loan Sanctioned, Rephase and Waiver based on Loan Type 24. Yearly Accounts Closing report 25. Loan classification based on Project wise and Loan Type 26. Summary of Loan Classification 27. Report for IMF mission 10. SOFTWARE MAINTENANCE 10.0 Software Support and Maintenance: Beximco Computers Ltd. (BCL) will provide necessary support maintenance support for smooth operation of the developed Software and preparation of different reports for the period of 1 (One) year. This includes fixing any bug found during use of the software providing remedial/refresher training to the offices/staff of BSB as and when necessary and editing existing and creating new report formats as per BSB requirement. The personnel of the computer division of BSB additionally will be trained on the programming details of software developed with specific reference to the source code/object code/intermediate code of the software so as to allow them to customize these software in future as need arises. The developer team will disclose all the details of the development process of the customized software. We will include software personnel of BSB in our development team. However, we ensure that the developed software will be usable by BSB officers and staffs and will be made usable at all times if found deficient in meeting the operational needs of BSB which may change from time to time. After completion of the 1 (One) year warranty period, BCL will sign a maintenance contract with BSB for a period of 5 (Five) years on retaining basis and the maintenance charges will be fixed during the signing of the contract. 5.0 STATEMENT OF WORK (SOW) 5.0 STATEMENT OF WORK (SOW) This section outlines the BCL work effort in designing and developing of different software modules as described in section 6 of our proposal. This work effort has sub-divide into 5 (Five) major tasks. The BCL “Statement of Work” for each of these tasks are shown below. The “SOW” identifies the precise definition of work to be performed by BCL during the contract period and the methods to be used to mange the performance of the work effort. Task Definition Task A: Project Management Task B: Design and Development of Software Task C: Training Task D: Warranty and Maintenance Services Task E: Integrating, Testing and Commissioning. 5.1 Task A: Project Management i. BCL will provide a project management support to ensure that all the commitment that mentioned in this proposal is successfully delivered & implemented. ii. The BCL Project Manager will coordinate all tasks and exercise control to ensure that the best technical and on-schedule objectives of the project are fulfilled. iii. BCL will provide a detailed PROJECT MANAGEMENT PLAN (PMP). The purpose of the PMP is to show the schedules, dependencies, requirements commitments and risks that exist in customer location and, to present the plan by which it will be managed to a successful completion. iv. BCL will conduct a regular Customer Review Meeting until the Final Acceptance. v. BCL will implement Change Management as per details specified. vi. BCL will review, track and manages its sub-contractors for the duration of the project as per strategy outlined in this document. vii. BCL will track and manage all risk items to minimize its impact on the project as per details outline in this document. 5.2 Task B: Design and Development of Software i. Undertake detail study for each software. ii. Documenting the detail of the design. iii. Development of the software modules. iv. Testing and debugging to make the application function in both standalone and integrated environment. v. Assist BSB in making transition from the manual system to the new system. vi. Provide hard copy and softcopy of source code to BSB. vii. The development team will include programmers of BSB. 5.3 Task C: Training i. BCL will use the proposed training curriculum as defined in our proposal. ii. BCL will conduct the education course and deliver course material as per BCL Standards for each of the courses. 5.4 Task D: Warranty and Maintenance Services i. BCL will provide 1 (One) years full warranty for all the proposed software. ii. After the warranty expires, and upon signing of the maintenance contract, BCL maintenance service will be available under the terms and conditions of Applicable Standard BCL Maintenance Agreement. iii. Upon receipt of a service request, the BCL Service Engineer will visit the customer site and perform the action required. 5.5 Task E: Integrating, Testing and commissioning. The successful completion of all tests included in the customer approved Test Plan will be the basis for accepting these tasks as completed at the particular installation site. The software test plan will be jointly developed by the BSB and BCL within 15 days of signing of contract. Bid Schedule Proforma-1 Bidder’s Name Bidder’s Address Item Name of the item suit of software Total quoted amount for software Total time to be taken by the developer in days Reference 1 2 3 4 5 Taka (in words) BID SCHEDULE-1 Bidder’s Name Bidder’s Address Item Name of the item suit of software Total quoted amount for software Total time to be taken by the developer in days Reference 1 Loan Accounting Software Taka (in words) 2 Billing Software Taka (in words) 3 Branch Office Accounting Software for Head Office Taka (in words) 4 Pay Roll Software Taka (in words) 5 Investment Software Taka (in words) 6 Remittance, Borrowing, Foreign Currency, Fund Management Software Taka (in words) 7 Head Office Accounting Software Taka (in words) 8 Account Consolidation Software Taka (in words) 9 MIS Software Taka (in words) 10 Board Decision Software Taka (in words) 11 Personnel Management Software Taka (in words BID Schedule Proforma-1 Bidder’s Name Bidder’s Address Item Serial Name of the item Suit of Software Total quoted amount for software Total time to be taken by the developer in days Reference 1 2 3 4 5 Taka (in words) BID SCHEDULE-2 Bidder’s Name Bidder’s Address Item Name of the item suit of software Total money for annual maintenance and contract (in Taka) Reference 1 Loan Accounting Software Taka (in Words) 2 Billing Software Taka (in Words) 3 Branch Office Accounting Software for Head Office Taka (in Words) 4 Pay Roll Software Taka (in Words) 5 Investment Software Taka (in Words) 6 Remittance, Borrowing, Foreign Currency, Fund Management Software Taka (in Words) 7 Head Office Accounting Software Taka (in Words) 8 Account Consolidation Software Taka (in Words) 9 MIS Software Taka (in Words) 10 Board Decision Software Taka (in Words) 11 Personnel Management Software Taka (in Words) BID Schedule Proforma-1 Bidder’s Name Bidder’s Address Item Serial Name of the item Suit of Software Total quoted amount for software Reference 1 2 3 4 Taka (in Words) Key points for submission of proposal Submission: 25/9/2000, 12.00 Noon Papers to be submitted 1. To be submitted a detail rate, working hour and development time analysis for each software suit. 2. Must be submitted a guarantee note which will ensue to provide further modification and maintenance free of cost for one year. (Has also to warrant to provide modification for at least 5 years. 3. The bidder should submit details of its background starting from the date of establishment and should submit a list of large software systems developed and installed by them in Bangladesh. Bidder may also submit a list of software systems under development. In any of above cases supplied information must accompany supporting proof. . They should also submit copies of the following,  trade license.  memorandum and article of association . 4. Detail description of hardware and network setup, operating systems, database and development platform maintained and used in house. (p24) 5. The bidder should submit an Organization chart showing internal technical manpower structure. 6. CV’s Personnel. (it should be signed by the respective person with consent.(The bidder must provide at least 4 Senior Programmers/Analyst, 5 Programmers for the software development. 7. The bidder should provide the GANTT chart for the development of proposed software system having indications (i.e, starting and completion time etc.)for each software suit. In addition, bidder should provide person allocation chart for the development of the proposed software system during the development period. 8. Development methodology: Bidder shall provide an outline of the development methodology for the development of the proposed software system. Bidder should justify the methodology from the perspective of software reliability, maintainability, and software re-engineering. 9. Bidder will specify the facilities to be provided by BSB. Specify the facility by the vendor. 10. Detailed rate, working hour, and development time analysis for each software suit. 11. Tender shall be submitted in two envelop system (In triplicate): One envelop will include one set of technical specification with description of the associated offer, company’s legal and other documents as company registration, VAT registration certificate, technical schedule duly filled up and signed at every page and related documents as asked in the bid document. This offer has to be marked TECHNICAL OFFER FOR BSB COMPUTERIZATION( SOFTWARE DEVELOPMENT). Technical offer should also contain a letter confirming that 5% earnest money has been furnished with in the price offer. Any reference to financial offer will invalidate the offer. The other envelop will contain quoted price for software development inclusive of training, debugging and documentation and data entry duly signed at every page. This offer has to be marked FINANCIAL OFFER FOR BSB COMPUTERIZATION (SOFTWARE DEVELOPMENT). ( The offer should be responsive enough to mention specific dates) The financial bid schedule has three different parts: BID SCHEDULE PROFORMA—1 : Financial offer. BID SCHEDULE PROFORMA—2 : Financial offer for annual maintenance work. BID SCHEDULE PROFORMA—3 : Cost of backlog data entry. (Should be Signed all pages) Some conditions  The whole activity is divided into two phases, the 1st phase includes development and the 2nd phase includes training.  Provision for external online connectivity.(P4)  The bidder should bid for individually for all the software . (P7)  Software have to be developed at BSB Premises.  The bidder may arrange necessary hardware required for development of application software at their own cost, which should be quoted separately. (P7)  The bidder should quote cost of data entry and specify the requirement of man hour and unit cost.  The developer will have to train all the staff of the developments that will use the developed software. (P20) They will have to be trained on the programming details of the developed software.  The developer will enter old data to the new system in order to make a smooth transition. (P21)  All source codes, intermediate codes, object codes, target codes along with required data files to the ownership of BSB in electronic and printed format as found suitable to the consultant. (P42)  The developer will have to serve BSB for regular modification(if any) of the software free of cost for one year from the date of commissioning. After the first year the developer will have to agree to an annual maintenance contract(P21). The bidder has also to warrant that they shall provide modification for at least 5 (years) from the date of installation at supplied price.  The programming team should complete the job within 240 days after the acceptance-cum-proceed letter is issued.  Earnest money will be 5% of the bid value in the form of bank draft/Payorder, which shall have validity of not less than 6 months from the date fixed for opening of tender.  10% of the contract amount will be kept as security deposit. (P21)  The bid system being a double envelop system two set of bid schedule is provided.  No alternative offer will be allowed for one software item. (P29)  Guarantee note to ensure further modification for 1 (One) year from the date of commencement.