Responsible for project lead in Navision implementation at DIAB Australia, Thailand & India while workingclosely with Microsoft partner, Tectura, project budgetand project & cost tracking, business analysis,process mapping & documentation, market analysis for suitable solution,license purchase, gap analysis, customization/ database, design, project plan, mile stones & deliverables.
Identify available human resources &delegation of data collection/ validation, liaise with stake holders, usermanuals, usertraining in sale forecasts, budgets, demand & supply plans, inventory management, warehouse, purchase, sales, HR, manufacturing and financetransactions, knowledge transfer across Asia, testdatabase, UAT against agreed deliverables, user profile configurations,recommend customized reports, configure dimensional views for business analysisin productionefficiency, DIFOT, forecast accuracy, lead time, inventory analysis, stock intransit etc.
Administer the ERP (Navision) database includingpermissions, application support, troubleshooting, log analysis, databasemaintenance including item master, price list, dimensions, UOM, customers,vendors, freight terms, payment terms etc. Also administer Ecom interface,local master data validation, second level user support, gather user feedback,develop business intelligence portal and set long term strategic goals.
Lead monthly Sales & Ops planning cycle, sales forecast and demandplanning, coordinate people involved in supply chain. Tracks forecast accuracy,ensure raw material replenishment and cost effective supply to meet demands,consisting of 500 Stock Keeping Units (SKU) and $10 million in expenditure. Managelocal team concerning job descriptions, goals, career developments, trainingplans, salary & bonuses. Ensureglobal supply chain goals are met and provide monthly status and KPI reports tohead office in Sweden.
§ Successfully implemented ERP database (Navision) at DIAB Australia thatinvolved leading the project team of eight team members while meeting deadlineand budgeted project costs. The result was increased visibility in orders &inventory, increased team performance & efficiencies. The project involved inhouse business analysis, process mapping and process documentation, followed byglobal market analysis for cost effective Navision Vendor and then invitingapplication and technical consultant from TecturaIndia. Once project scope and deliverable were agreed upon, further workcommenced on project plan, mile stones identify & delegation to resources,liaise with different departments & stake holders etc. It also involvedcommunications and negotiations with vendors and customers. And finally closingthe project one the agreed deliverables were implemented.
§ Successfully developed (as part of Global team) web based globalEcommerce database and integrated it with local ERP database (Navision). It resulted in improving businessintelligence tools/ KPI’s, order entry time, visibility, forecasting & remotedata entry. It involved order process mapping and documentation, inviting Pdb Sweden to handle the global project,working closely with group IT team, two face to face meeting per year inSweden.
§ Lead the regional project as AP ERP project manager to successfullyimplement Microsoft Dynamics Navision 4.0 (ERP database) in three Asia Pacificlocations – China, India & Thailand. It involved frequent internationaltravel for F2F interaction while working with the local project managers andlocal Tectura global team, reportingto Group Operations Vice President and being on steering committee.
§ Successfully developed MRP functionality and business intelligencereports (production efficiency, DIFOT, forecast accuracy, lead time, inventoryanalysis, stock in transit etc) in Navision. The visibility in businessprocesses further resulted into improved service levels and decreased workingcapital & manufacturing cost.
§ Participatedin regional and local six sigma project as team member being responsible forAustralian logistical lean project to minimize work in progress, improve leadtime by maximizing through put of materials in production, reduce sea freightcosts, reduce material waste by improving cutting plans, reduced stock takeerrors by frequent audit of stock entries.
§ Participatedin the Group Inventory Reduction project while representing Australian plant.The project involved two days workshops, twice a year and regular phoneconference over two years. The result was inventory reduction of approximately27% without incurring stock outs as the focus was to move dead inventory, notfast moving products.
§ Established (as part of Global team) new manufacturing plants inAsia (China, India & Thailand) over four years. It resulted in increase insales revenue by 50% every year for three years in growing wind energy sector.Further that increased profits & market share.
§ Successfullyachieved the tariff concession for fibreglass mesh & PVC foam imports thatsaved DIAB Australia 5% duty ongoing basis. It involved liaising withgovernment authorities like AQIS, Customs & various freight forwarders.