►
From YouTube: Birla carbon: A Run SAP Success Story
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
A
So
a
little
have
a
little
bit
of
a
twang,
and
sometimes
it
does
sound
like
a
UK
or
British
type
of
accent,
I'm
from
sa
PS
digital
business
services
organization
and
has
mentioned
I'm
a
partner
manager,
and
that
means
that
I
manages
partners,
mostly
the
global
SI
partners,
global
global
leader,
some
certainly
here
in
India.
In
the
run
space,
when
I
talk
about
the
run
space
I
mean
operations.
A
When
I
talk
about
operations,
I
mean
the
operations,
control
center
and
I'm,
going
to
talk
a
little
bit
around
how
we
work
with
TCS
on
the
operations
control
center
topic.
The
operations
control
center
is
our
best
practices
from
SI
p.
How
every
single
SI
p
customers
should
be
run,
and
I
need
to
go
to
the
next
slide.
Read
this
right
here
great,
so
here
very
quickly.
A
First
of
all,
I
want
to
give
it
I
guess
an
over
overview,
a
bird's
eye
view
of
the
control
center
topic
from
SI
p,
of
which
the
operations
control
center
is
a
very
important
part.
Again.
It
is
the
best
practices
for
running
an
essay
p
in
your
essay
p
solutions,
but
it's
also
a
part
of
a
concept
of
other
control
centers.
So
on
the
left,
let's
say
the
left
side
of
the
screen
and
the
top
right
at
the
left
of
the
screen
is
the
innovation
control
center.
A
That
is
build
SI
p,
like
a
factory
so
from
a
building
implementation
perspective,
it's
the
best
practices
and
pieces
for
that.
We've
been
focusing
on
the
orange
shaded
area
here,
o
Sisi,
which
is
run
as
they
pee
like
a
factory.
It's
pretty
it's
it's
based
on
a
proactive
model
for
system
monitoring
business
process
monitoring
so
that
you
see
issues
potential
issues
happening
in
your
system
before
they
ever
become
effective
to
the
business
users.
It's
a
efficient,
standardized
approach
in
sa
p.
A
Excuse
me
in
TCS,
has
made
an
investment
in
SA
p
to
learn
this
topic
in
this
concept
together.
The
third
piece
of
the
overall
control
center
topic
is
the
Mission
Control
Center,
the
Mission
Control
Center
is
a
tes
AP
and
it's
our
back-end
system
from
sa
p
for
support.
So
you
can
reach
back
into
the
mcc
to
facilitate
the
support
from
the
broader
SI
p
organization.
We
have
a
mission
control
centers
at
some
of
the
big
cities
around
the
world
and
that
follow
the
Sun
round-the-clock
support
for
all
of
our
customers.
A
If
we
want
to
respect
that
and
teach
are
our
partners
enable
our
partners
in
the
right
way,
so
they
can
facilitate
our
best
practices
from
sa
p.
It's
important
to
know
that
the
customer
is
also
part
of
this
three-way
collaboration.
The
customer
is
the
decision
maker
and
the
driver
for
what
we
do
and
they're
an
important.
They
provide
important
inputs,
I
would
say
critical
input
into
how
TCS
and
any
partner
works
together
with
SI
p
and,
of
course,
on
the
essay
p
side.
A
We
are
just
let's
say
positioned
as
the
blue
printer
designer
q
layer
and
that's
exactly
how
we
worked
with
TCS
so
to
provide
TCS
with
this
knowledge
around
how
we
can
start
when
I'm
operations
control
center.
What
are
the
people?
What
are
the
processes?
What
are
the
tools
for
the
operations
control
center
because
it's
not
simply
a
tool
based
exercise.
It
is
important
that
TCS
and
our
other
partners
learn
the
governance
model,
the
roles
and
the
responsibilities,
the
event
management
process,
the
alert,
change
management
process.
A
How
that
functions
in
a
solution
manager,
environment
using
the
event
management,
&,
Event,
alert
inbox,
a
functionality
in
solution
manager.
What
our
collaboration
model
facilitates
is
that
an
integration
if
the
customer
has
to
be
happens
to
be
max
attention,
racket
embedded,
so
we
have
resources
from
sa
p
position
that
those
customers,
if
they
are
in
one
of
these
categories,
that
sit
on
top
of
enterprise
support.
A
We
integrate
with
these
folks
and
indeed
have
an
approach
to
the
customer
together,
so
that
there's
a
one
voice
to
for
both
of
our
parties
directly
to
the
customer
and
it's
about
fulfilling
with
customer
requirements.
So
we
don't
do.
We
won't
implement,
for
example,
monitoring
on
some,
whatever
we
hear
from
the
customer,
what
he
wants,
the
critical
business
processes,
for
example,
what
needs
to
be
set
up
from
an
event
process
and
management
process
to
get
the
customer
value?
That's
what
we
focus
on
it.
That
becomes
the
scope
of
the
way
we
work
together.
A
We
enable
TCS
and
other
partners
through
experts
from
sa
p,
so
these
folks
necessarily
come
from
our
centers
of
expertise
at
sa
p
and
there's
a
continuous
improvement
process
that
I
would
just
speak
about,
maybe
on
the
next
slide
for
just
a
second,
so
the
value
drivers
for
you,
the
customer,
is
that
it
is
this
type
of
a
model
with
the
service
provider,
which
is
a
partner
of
ours.
It's
a
we
start
together.
A
So
it's
a
shared
understanding
what
the
customer
requirements
are
and
how
we
work
together
in
that
in
that
there's
also
a
potential
cost
savings
to
the
to
the
customer
so
from
a
standard
as
a
standardized
approach,
a
best
practices
approach.
It's
also
the
the
realization
that
the
partner
has
this
responsibility
already
with
the
customer,
we're
not
going
to
change
that.
So
the
response,
the
remain
there,
the
service
provider
may
have
been
there
for
years
and
years
they're
going
to
operate
the
system
anyway.
A
A
Nsa
p,
is
that
we
have
positive
customer
outcomes
and
ideally
a
referenceable
customer
there's
reduced
risk
because,
from
this
collaboration,
we're
able
to
bring
expertise
to
the
table
from
sa
p
to
help
resolve
topics
and
issues
that
are
directly
related
with
that
OCC
implementation
and,
of
course,
helping
ensure
customer
success
both
now
and
in
the
future.
So
now
it's
about
operating
your
system
correctly
now,
okay,
but
having
the
right
set
of
operations,
now
enables
you
to
go
to
things
like
s
ferrata.
A
So,
as
we
learned
today,
solution
manager,
72
and
s4
Ohana
will
be
a
journey
for
many
of
you
here
and
many
of
our
customers
around
the
world.
We
want
to
facilitate
that
the
way
to
facilitate
that
is
to
get
optimized
operations
today
so
that
you
don't
have
to
worry
about
that
or
be
overly
concerned
about
how
that
works
in
the
future.
A
There's
also
the
last
piece
of
here
I
want
to
mention-
is
that
there's
ongoing
quality
checks
that
enable
a
continuous
improvement
cycle,
which
is
a
one
of
the
key
points
from
the
operations
control
center
concept?
So
it's
not
just
we
check
that
things
have
been
set
up
and
are
okay.
It's
that
we
get
a
continuous
cycle
every
six
months
we
visit
with
TCS
and
the
customer,
for
example,
or
any
partner
in
the
customer,
and
we
say
how
is
the
event
management
process
running?
How
are
the
KPIs?
What
are
the
trend?
Analysis
in
that?
B
Good
afternoon
everyone
we
Andy
just
gave
us
the
view
of
the
operations,
control
center
and
the
concept.
So
we
have
I'm
sure
you
have
a
good
idea
of
the
concept
of
operations
control
center
and
there
you
go
so
I
just
spend
like
a
short
amount
of
time
talking
about
our
portfolio
and
where
we
are
with
SP
on
our
the
solutions,
solution,
manager
and
the
operations
control
center.
B
The
journey,
but
a
quick
view
of
our
portfolio
and
II
talked
about
the
fact
that
when
we
have,
this
is
almost
a
tripartite
like
the
arrangement
where
you
have
s
AP
year
TCS
and
you
have
the
customer.
So
if
we
are
involved
either
as
an
implementation
partner
or
as
in
support
partner
or
as
a
project
as
a
rollout
partner,
we
have
inculcated
this
within
all
of
our
delivery
organizations
that,
if
you
are
a
TCS,
is
supporting
a
partner
is
supporting
a
customer.
You
necessarily
have
to
see
that
we
are
able
to
put
in
solution.
B
Manager
has
to
be
used.
We
have
to
make
sure
that
we
have
application
ayo,
we
have
BPO
and
we
ultimately
is
to
take
the
customer
to
occ
certification.
So
there
is
a
very
strong
rigor
which
starts
from
kind
of
defining
a
road
map
service
if
it
is
in
the
case
of
it
being
in
AMS
customer
and
how?
How
would
we
take
that
customer
to
that
level?
So
that
is
the
first
journey
that
we'll
start
with?
B
The
final
name
is
to
get
the
customer
occ
certified,
and
the
customer
therefore,
is
able
to
get
the
benefits
of
occ
now.
But
when
we
say
OCC,
what
is
the
advantages
of
you
know
getting
OC
certified,
so
one
of
the
things
is
that
you
are
now
going
to
be
getting
at
the
best
possible
way
of
operating
your
systems.
As
you
can.
Ok
you,
your
focus
now
is
to
manage
by
exceptions.
You
are
going
to
be
running
your
operations
with
guided
procedures.
B
So
you
are,
you
are
not
trying
to
see
a
view
that
you
have
unexpected
outages.
You
know
you
do
not
want
to
see.
Oh
you
know
what
my
table
space
is
getting
full
and
customers
are
calling
me
now
seen
that
my
transactions
are
failing.
Therefore,
you
try
to
go
back
and
do
something.
I
know
that
I
want
to
set
a
target
of
eighty-five
percent.
I
am
going
to
monitor
it.
The
the
person
who's
sitting
at
OCC.
B
He
knows
that
if
it
goes
at
85
person
what
needs
to
be
done,
there
is
a
guided
procedure
which
says:
lou
ABC.
If
it
fails,
you
have
to
raise
a
ticket
which
will
do
XYZ,
so
it
is
a
very
elaborate
and
structured
process.
It
allows
you
to
be
at
the
optimum
level
of
the
way
you
can
operate
in
terms
of
your
maintenance,
which
is
what
Andrew
talked
about
is
that
is
the
best
that
is
the
recommended
best
practice
of
doing
run
as
your
own
operations.
B
The
other
points
that
week
they
talked
about
this
week.
We
also
have
been
built
a
few
dashboards
which
gives
us
a
view
of
a
the
technical
landscape
and
the
business
process
KPIs.
This
helps
specifically
from
a
c-suite
layer.
You
know
your
CFO's,
the
CIS.
They
want
to
know.
What
is
it
that
how
it
is
my
business
operate,
so
we
have
buildings,
as
virtually
these
dashboards
were
bent
on
this
Airport
one
version
we
we
had
Matthias
talking
about
it.
B
B
So
when
we
are
talking
about
all
of
this
with
the
focus
is
that,
like
I
said,
we
want
to
make
sure
that
our
customers
get
OCC
certified
so
that
they
are
able
to
get
the
advantages
of
run
s.
If
you
like
a
factory,
they
get
certified
there
in
the
best
possible
way
of
operations.
So
in
this
year
we
have
in
the
past
year,
sorry
we
have
done
for
OCC
a
or
certifications
with
the
application
operations
certifications
for
our
customers.
Tcs
is
the
first
silver
certified
partner
for
operations
control
center
in
AO
and
across
our
landscape.
B
We
have
covered
more
than
95
customers
and
across
these
95
customers
we
have
more
than
240
run
SP
functionality
implementations.
So
when
we
say
it
it
could,
it
is
a
0
or
BPO
or
jsm.
We
have
had
more
than
toward
in
40
search
functionality,
implementations
across
more
than
90
customers
in
our
landscape
and
with
the
there
is
a
lot
of
focus
on
training
and
enablement,
the
of
our
people
to
make
sure
that
we
are
able
to
deliver
that
to
our
customers.
B
So
this
is
just
a
brief
overview
of
our
capabilities
and
where
we
come
from
I
understand
that
all
of
you
come
from
the
business
side,
and
you
know
rather
than
me
or
Andrew
speaking,
you
would
be
more
comfortable
to
hear
someone
who
is
from
the
from
the
business
talk
about
the
journey.
So
I
would
like
to
invite
Ramesh
who
can
will
come
and
talk
about
the
build,
a
carbon
journey
of
how
this
started
off
with
the
implementation
and
how
they've
got
to
the
level
of
your
certification.
So,
oh,
do
you
thanks.
C
C
C
Villa
carbon
is
the
largest
manufacturer
of
carbon
black
additives,
and
our
footprint
is
across
15
countries
across
the
globe.
We
have
16
manufacturing
plants
and
our
products
can
be
broadly
classified
into
two
categories.
The
first
one
is
the
rubber
blacks.
What
we
call,
which
is
mostly
used
in
the
tires
and
rubber
goods.
So
all
the
large
multinational
companies
are
our
customers
to
whom
the
supply
the
second
product
line.
What
we
have
is
the
speciality
blacks.
The
applications
include
coatings,
pains
and
cottages
extra.
C
Back
in
2013,
we
had
set
out
on
our
ASAP
implementation
program
and
our
goal
was
to
have
an
single,
integrated,
comprehensive
solution
that
will
help
us
to
optimize
and
standardize
the
process
across
the
globe.
So
wherever
we
are
respect
of
the
geography
of
Villa
carbon,
we
want
our
passes
to
be
safe,
so
that
you
could
benchmark
internally.
We
could
benchmark
with
our
competitors
and
that
will
help
us
to
improve
our
efficiency.
That
was
the
goal
and
before
that,
we
had
multiple
different
ERP
systems
across
the
globe
being
used
by
different
units.
C
So
our
goal
was
to
have
a
single
instance
of
ACP,
covering
the
business
functions
of
Finance
manufacturing
and
also
procurement
on
logistics.
So
it's
started
with
the
pilot
implementation
India,
which
went
live
in
december,
two
thousand
thirteen
followed
by
other
regions
of
North,
America,
Europe,
Asia
and
the
last
goal.
I
was
in
Brazil
April
16,
where
we
had
just
completed
up
atop
llamas
back.
C
So
this
was
about
I
mean
I
mean
why
we
did
they
say
P
for
our
business
right.
So
when
we
had
started
this
journey,
it
was
clear
that
what
you
want
to
do,
ASAP
we
want
to
achieve
the
process
efficiencies.
We
want
to
accrue
those
benefits.
We
want
standardization
part,
so
this
was
for
all
those
functions
of
anions
or
procurement
or
logistics.
Whatever
we
talked
while
we
are
working
on
that,
it
was
also
clear
that
we
also
need
to
have
a
similar
standardization
and
also
efficiency
of
the
IT
processes.
C
So
we
already
had
an
idea
of
what
I
say
we
can
offer
in
terms
of
solution
manager
and
they'll
am
capabilities,
and
so
at
this
point
we
had
involved
with
our
partners,
TCS
thats,
to
really
set
a
approach,
our
Road
enough
for
us
to
adopt
this
practices.
We
didn't
want
this
to
be
an
afterthought
after
we
had
implemented
ASAP
or
in
between
are
so.
C
We
are
really
very
clear
that
we
want
to
have
an
efficient
IT
processes
also,
and
we
involved
with
our
partners-
and
we
got
a
clear
road
map
for
implementing
all
these
processes
and
the
tools
of
solution
manager.
So
it's
not
just
the
set
of
tools.
What
we
have
involvement.
You
have
no
right
since
the
stop
processors
and
the
bench
best
practices
which
is
her
own
pad,
so
we
had
in
fact,
I
mean
implemented.
C
The
solution
manager
went
before
we
had
formerly
tough
for
ASAP
forward
project
types,
so
we
were
very
clear
about
what
we
want
to
want
this.
It
has
helped
us
in
all
the
faces
of
implementation,
also,
currently
the
substance
phase,
which
we
are
going
through
business
as
usual
maintenance.
So
from
the
preparation
to
blueprint,
realization
in
all
those
faces
in
multiple
ways
like,
for
example,
during
the
rollout,
how
do
I
manage
make
global
template?
There
was
a
clear
mandate
from
our
side
when
we
were
implementing
this
forward
program.
C
We
wanted
to
have
a
standard
process
right,
so
I
have
a
global
template
which
has
to
be
followed
across
the
globe
all
the
locations,
and
we
would
be
doing
localization
only
to
meet
the
stash
requirements
of
specific
countries
right.
Otherwise,
we
were
not
expecting
any
deviation
in
the
processes
or
variances
right
that
also
mandate,
which
we
had,
and
we
know
that
we
will
be
having
multiple
teams
coming
in.
For
example,
when
we
go
to
every
region
will
have
a
team
in
Europe
that
help
us
all
out.
C
We'll
have
a
team
in
Brazil
help
us
all
out.
Apart
from
the
poor,
the
implementation
team,
we
shall
be
going
across
the
globe,
so
it
was
very
important
to
have
a
clear
understanding
of
the
process
and
ensure
that
it's
understood
the
same,
be
so.
The
template
management
is
the
processes
around
that
was
used
extensively
to
ensure
our
address
to
this
process.
Right
I've.
C
C
So
with
all
this,
I
mean
what
would
be
gained
on
what
are
the
benefit
which
we
caught
by
adopting
this
approach
by
using
these
tools
from
ASAP
solution
manager,
it's
it's.
We
got
benefits
across
the
different
phases
of
the
project
in
various
processes.
Template
management.
I
only
share
before
right
how
this
helped
us
to
the
different
teams
will
be
coming
into
the
project,
to
have
same
way
of
understanding
the
processes
that
will
help
us
to
maintain
the
sanctity
of
our
global
template.
C
We
don't
have
deviations
right
so,
which
was
a
big
plus
right,
come
in
and
test
management.
This
was
a
process
to
which
we
had
given
a
great
importance
like
we
understand
this
will
reflect
on
the
quality
of
our
final
outcome,
the
deliverable,
what
we
have
the
final
system,
what
we
have
so
the
robustness
of
the
test
process
and
also
the
quality
of
test
data.
C
We
had
given
lot
of
importance
during
this
torrid
face
and
when
we
had
set
out
on
this
program,
the
there
was
a
key
measure
for
us
that,
as
we
roll
out
across
the
globe
for
different
regions,
we
had
to
ensure
that
we
don't
miss
any
custom
deliveries.
That
was
a
very
key
measure
for
us
to
know
that
how
will
we
have
done
this
rollout?
C
Also
in
the
IT
service
management
process
incident
management's
yeah
I
mean
from
the
footprint
what
I
have
shown.
You
would
know
that.
Okay,
we
have
a
customer
base
that
extends
from
Korea
to
us
between
Asia
Europe
everything
covered,
but
we
also
have
a
support
team,
which
is
also
distributed
and
up.
We
don't
have
a
team
hole
located
on
a
building
or
in
a
city
like
that
right.
We
have
very
lean
set
up,
so
we
have
a
team
which
is
geography
spread.
C
Respond
to
them
on
a
timely
manner
as
the
incidents
are
created,
so
that's
where
the
processors
and
the
tools
around
the
ITSM
has
helped
us
to
achieve
this
and
change
management.
You
know
right
once
it
is
difficult
to
implement
a
global
template
across
without
much
variance
and
even
more
challenging
is
to
ensure
that
that
is
still
followed.
C
So
that
is
where
the
rigor
around
the
change
management,
which
really
has
to
come
in,
in
which
the
processes
and
the
tools
of
solution
manager,
which
we
are
extensively
using
to
ensure
the
review,
implementation,
testing
and
acceptance
and
putting
into
productive,
was
due
loading
all
these
phases
of
testing.
This
is
helping
us
to
have
a
transparent
picture
of
where
we
are
what
we
are
implementing.
What's
changing,
what
are
the
approvals?
It's
so
that
it's
not
only
to
the
IT
folks
and
also
the
business
users
who
are
requesting
these
changes.
C
C
We
have
a
support
team,
of
course,
from
TCS
who
are
doing
this
basis,
support
for
us.
So
this
really
helps
us
to
do
the
team.
I
mean
it
saves
the
team
lot
of
time.
Instead
of
doing
your
routine
monitoring
work,
we
have
predefined
alerts
defined
in
the
system
of
important
system
parameters,
so
the
team
just
only
works
based
on
exceptions.
C
We
don't
have
to
have
an
army
of
people
sitting
and
just
monitoring
the
system
to
know
that
everything
is
all
right
or
not,
and
we
also
set
up
a
lot
in
box
systems
by
which
we
also
come
to
know
immediately.
I,
don't
need
to
have
somebody
from
TCS
calling
me
and
telling.
If
there
are,
any
incidents
are
up
there,
any
alerts.
C
So
we
all
come
to
know
that
and
we
work
with
the
team
only
on
exception
basis,
you
know
otherwise,
where
we
are
and
how
the
system
is
performing
its
really,
so
the
team
is
spending
the
time
doing
more
productive
or
rather
than
spending
time
on
regular
monitoring
and
reporting
tasks
and
us
nishant
and
said
before
about
operations
control
center.
This
is
about
having
that
approach
of
how
do
we
manage
our
applications
right?
It's
it's
really
moving
from
a
people-centric
way
of
doing
things
to
Musa
radial
approach.
C
He
shared
about
having
the
standard
operating
procedures,
how
the
team
will
respond
based
on
the
incidents
with
help
of
standard
operating
procedures.
So
we
know
that
the
way
we
respond
to
the
incidents
will
be
same,
irrespective
who's
sitting
on
the
desk
that
respect
to
offer
the
day
or
the
time
of
a
day
where
it
is
so
I
don't
have
to
really
work
about
that.
A
We're
actually
running
just
a
little
bit
late
on
time,
as
you
probably
well.
No,
because
we
had
divided,
we
just
had
rigidly
played
for
like
five
minutes
of
QA.
If
you
have
a
question
we'll
be
over
here
available.
So
if
you
have
any
questions
around
what
we
discussed
in
the
last
25
minutes,
please
see
us
right
over
here,
you're,
Sean,
myself
and
Ramesh,
and
will
answer
any
of
your
questions
that
you
have
thanks
so
much
for
mesh.
Thank
you.
Everybody.