One Platform, 250 Dealerships

Executive Summary

Hansraj Hulaschand & Co. Pvt. Ltd., the automotive arm of Nepal’s Golchha Group, holds one of the most demanding operational mandates in the country’s automotive sector: CKD manufacturing and distribution of Bajaj two- and three-wheelers, the Chetak electric brand, and the KTM and Triumph premium motorcycle franchises — sold and serviced through a network of 250 dealers spanning Nepal.

What makes this deployment exceptional is not the distributor alone: all 250 dealers manage their operations using SAP Business One. Rather than a central ERP surrounded by disconnected dealer software, the entire network — assembly plant, warehouses, and every dealership counter — runs on one platform. With TEKROI as implementation partner, an order placed at a dealership in a border town and a CKD kit consumed on the assembly line are entries in the same system, visible in the same moment.

About Hansraj Hulaschand & Golchha Group

Golchha Group carries a century-long legacy in Nepal — a pioneering industrial house of over 100 companies whose history begins with Nepal’s first industry in 1936. Its automotive business operates what the group describes as the first and largest motorcycle assembly plant in Nepal. Hansraj Hulaschand is the group’s automotive company, holding the Bajaj franchise for Nepal across two- and three-wheelers — from CKD assembly through distribution to retail — together with Chetak, KTM and Triumph.

Hansraj Hulaschand is also not the group’s only SAP Business One story: Him Electronics, Golchha’s consumer electronics division, likewise runs on SAP Business One with TEKROI — making this a group-level platform relationship across two of Golchha’s largest businesses.

The Challenge: Multi-Brand Distribution Operations in Nepal

A 250-dealer network multiplies every operational problem by 250. Before standardizing on SAP Business One:

• Every dealer, a different system — dealers ran their own tools, so stock positions, sales and service data reached the distributor late, inconsistently, or not at all.
• Allocation without visibility — deciding which dealer receives which vehicles meant relying on periodic reports rather than live network-wide stock and demand.
• Schemes and pricing drift — communicating price revisions and dealer schemes across 250 counters, and verifying they were applied, was a manual exercise.
• Warranty and service fragmentation — claims and service histories lived at individual dealerships, invisible to the brand principal’s requirements and the distributor’s planning.
• Manufacturing disconnected from demand — CKD assembly planning could not see the retail pipeline it was building for.

The Solution: SAP Business One for Distribution

TEKROI implemented SAP Business One as the operating platform for the entire chain:

CKD Manufacturing

• Bills of material and production orders for Bajaj two- and three-wheeler assembly — kit receipt, line consumption, quality release and finished-goods declaration in one flow, with chassis-level traceability.

Distribution

• Imports and landed costing, central and regional warehousing, vehicle allocation on live network stock, and brand-wise pricing and scheme management across Bajaj, Chetak, KTM and Triumph.

The 250-Dealer Network

• Every dealer manages daily operations on SAP Business One — vehicle sales, spare parts, workshop service and stock — so the network and the distributor share one live dataset.
• Dealer ordering, credit control and settlements run in-system rather than over phone and spreadsheet.

Finance & Management

• Consolidated financials across the business, brand- and dealer-wise profitability, and management reporting on live data rather than collected reports.

Implementation Journey

Standardizing 250 independent dealerships onto one platform is as much a change-management program as a technical one. TEKROI’s fixed-scope methodology — assessment, blueprint, configuration, customization, data migration, training and go-live — was applied to the core, then rolled outward across the dealer network.

Results

• 250 dealers, one platform — the entire dealer network manages its daily operations on SAP Business One, the same system that runs the assembly plant and distribution.
• Network-wide visibility — stock, sales and service across 250 dealerships are live in one dataset, so allocation and planning run on today’s position, not last week’s reports.
• Ordering and settlements in-system — dealer orders, credit control and scheme settlements move through the platform instead of phone calls and spreadsheets.
• Manufacturing connected to demand — Bajaj two- and three-wheeler CKD assembly planning sees the retail pipeline it is building for.
• Standardized service and warranty data — service histories and claims follow one process across every dealership, meeting brand-principal requirements consistently.
• Consolidated finance — brand-wise and dealer-wise profitability and group reporting on live data across the whole network.

Why This Story Matters

Most ERP deployments stop at the company’s own walls. This one extends across an entire national retail network: 250 independent dealerships operating on the same SAP Business One platform as the assembly plant that builds the vehicles they sell. For any brand principal, importer or distributor weighing how to bring a dealer network onto one system — in automotive or any franchise-driven industry — Hansraj Hulaschand is the proof at scale.