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caniasERP | Automotive Sector | Kanuni Motorcycles

Establishing the requirements for ERP as using a single platform to manage the system and system flexibility, Kuralkan Motorlu Araçlar A.Ş. IT Manager Mr. Mehmet Karagöz tells us all the processes from the decision-making for caniasERP.

Could you briefly inform us about Kuralkan Motorlu Araçlar A.Ş?
Mehmet KARAGÖZ: We can say that our company has been active in the automotive sector since the 1950s and the 1960s. Our trade life first began with automotive spare parts, and the first time we met with the monocycle sector was in 1987 by getting the Turkey distributorship of German MZ company. With the merge of the East and West Germany, MZ’s East Germany factory was put on sale; Kuralkan Motorlu Araçlar A.Ş purchased this factory and completely moved the facility to Turkey. Kanuni MZ brand is having been marketed to the whole world from Turkey, as of this development…
After the success in the sector, we, as Kuralkan Motorlu Araçlar A.Ş., began producing domestic four-gear monocycles in 1994 at our factory in Dudullu, Istanbul. Since then, we are selling the motorcycles we produce under Kanuni brand, to both domestic and foreign markets. In 2006, we activated the Kanuni Motorcycle Base, which had been planned for standing up to the goal and vision of hundreds of thousands of motorcycle users in a 71 million country. Built on a 50,000 square-meter land near Sabiha Gökçen Airport, our facility is the greatest Turkish motorcycle factory in the sector.

Reinforcing our strength and effectiveness in the motorcycle sector with our international partnerships and strategic cooperation projects as well as domestic production; we are producing S&T Kanuni brand with South Korean S&T Motors, and we are also the Turkey distributors of the legendary motorcycle Husquarna. I believe that after the last 23 years, with our 250 dealers, more than 200 authorized services, and hundreds of thousands of users in Turkey, we own one of the greatest marketing and service organizations in the country. I also believe that we were the pioneers in creating the motorcycle sector and culture in Turkey.
As Kuralkan Motorlu Araçlar A.Ş., when did you first begin to feel the need for an ERP system?

Mehmet KARAGÖZ: Looking at the progress of development I mentioned above, it is possible to see Kuralkan as a no-static and an ever-growing company. To best manage our processes in parallel with this growth, and especially while planning for the future, it was not hard to see that a solid software infrastructure is a must. So, with the support of the management, we officially entered into such a research.
Around 2002, we first started with an accountancy program but seeing that this was not enough, an agreement was made with an ERP firm. So, we had our first ERP transition process in 2002. In our first experience, we realized that ERP should not be a package program. The needs were diverse and too many, and we could not combine our needs with the present package. After we saw that, we thought about what we could do in addition to the current ERP program and decided to empower our internet features because we had many dealers of ours, from whom we received orders on the web. For us, the web was the second application apart from our ERP system. An agreement was made with another company and codes were written from the beginning. A certain progress was made with them, too, but then, with the closure of the firm, that progress was ended. With a new company, we became active in the web again. Because we were stuck in a single package in ERP, we had to make all improvements in the web area. Right at this point, the representatives of the Company warned us, saying "we are not an ERP firm”.

Also, the ERP system we used had no Warehouse Management. We began receiving consultancy from another firm that performed specialized Warehouse Management applications and by time, almost all units in our own system became unable to talk to each other. We faced an unbelievable integration problem and so, faced many errors.
After these negative experiences, what was the path you decided to follow and how did you first meet with caniasERP?
Mehmet KARAGÖZ: After these experiences, we focused on two points. First, the system had to be an integrated system, meaning that it had to be managed from a single platform. Second, it had to be flexible. We believed that entirely, these were what we needed, and having set our goals such, we began a new search. As a result of the researchers we made on the internet, and based on references, we reached out to some ERP firms. One of them was caniasERP.
After this company determination process, we began to have demo meetings and listened to them all. At the first meeting where IAS told about caniasERP, I said to myself "this is exactly the program we are looking for". Some of them had flexibility but had a language impossible to solve, some of them had many modules and told that it was a must to also purchase them, talking about serious costs. However, while listening to caniasERP, we understood that this was the program we were looking for. It could be managed from a single platform, it was very flexible, and its software language Troia was so easy that almost anyone could make improvements on. Moreover, it's being an open resource code program was an indispensable feature for us. As a result, I and the management decided that caniasERP is the ERP program we were seeking and thus, we started the project with IAS.
What kinds of benefits have canias brought to your firm after the implementation of ERP System?
Mehmet KARAGÖZ: We, as a company, have changed so many systems that we knew we would be pretty much experienced during this transition period. Implementation of a new ERP system always requires tough days and serious efforts. You need to be patient to ensure this.  Every transition period has its problems but approaching these in an understanding manner always makes the process easier and takes your project to success. That was what I would like to tell at first.
When we began the project with caniasERP, we had a very short time to commence the live mode. Moreover, we had to make many improvements during this period. This had almost become a handicap for us because we couldn’t make enough tests for focusing on improvements during this transition period. We had minor disturbances and they were actually very natural but thanks to caniasERP, we overcame this process very efficiently and comfortably. The most important reason for this was that we could get the support we wanted from IAS at all times. They were with us whenever we needed them. Our own management also supported us very much in this process. Instead of asking “why”, they looked at every process positively and this ensured that we overcame this process without entering into chaos.
It is hard for people to quit their habits, particularly in professional life. Have you faced any user resistances during the implementation of ERP system?
Mehmet KARAGÖZ: We, of course, met some user resistance and this is very natural. If you can become a bridge between two parties, you can easily manage this process. And if you already have support from management, the job is much easier. We worked to tell the process to our people in details throughout meetings. On this system, we required them not to try to perform the things they did before. We tried to tell them that we have implemented a different thing and trying to understand it, would make everything easy.
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