Operational systems diagnostic
Trigger: Plant practice and ERP data disagree.
Approach: Trace events, transactions and ownership.
Possible outputs: Process map, gap register and prioritized roadmap.
Discuss this starting point →Expertise
Systems shaped around the operation.
Across ERP, planning and analytics, the aim is the same: turn fragmented processes and data into dependable ways of working.
01 / ERP
ERP implementation & operational strategy
I examine current workflows and system behavior before defining the target process. This includes gap analysis, ERP core models, plant deployment, governance and upgrade planning.
Typical outputs: process and system gap register, target operating flow, ownership model, prioritized roadmap, test scenarios and rollout plan.
Experience: QAD and MFG/PRO; cross-system mapping involving SAP, XPPS and BPCS. Scope and depth depend on the specific environment.
02 / Operations
Process, planning & warehouse design
Map the movement of materials and information across purchasing, inventory, production, scheduling and warehousing. Identify bottlenecks, transaction gaps and the differences between a standard process and plant reality.
Typical outputs: current and future process maps, exception catalogue, requirements, implementation priorities and adoption plan.
Experience: Asprova APS, central scheduling and WMS strategy and selection.
03 / Data
Operational data & decision support
Connect source transactions to definitions, transformations, measures and decisions that teams can trust. Work spans data mapping, reporting design, quality controls, monitoring and handover.
Typical outputs: KPI definitions, source-to-report mapping, data-quality checks, reporting backlog and governance responsibilities.
Experience: Palantir Foundry back-end, Snowflake, Power BI and Tableau.
04 / Delivery
Cross-functional change
A process may cross logistics, quality, engineering, finance, production and IT. I bring these perspectives into a shared design, then work through testing, training, support and adoption with the people who own the result.
From physical event to decision
- Plant activityReceipts, movement, production and shipment.
- ERP transactionRecord, validate and connect the operational event.
- Data modelMap sources, apply quality checks and define measures.
- Decision & actionExpose exceptions, ownership and next steps.
The architecture must preserve meaning from the shop floor through the report or workflow.
Technology names describe systems I have worked with. They do not imply endorsement, certification or a vendor partnership.
Start here
Bring a real process or system problem.
A short discussion can establish the current situation, the decisions at stake and the people who need to be involved.
Possible starting points
Turn a symptom into a useful first discussion.
Proposed discussion formats. Scope, availability and any independent engagement are agreed separately.
Core model and rollout design
Trigger: Plants need common rules with controlled variation.
Approach: Define standards, exceptions, tests and user handoffs.
Possible outputs: Target flows, exception rules and adoption plan.
Discuss this starting point →Data-to-decision architecture
Trigger: Reports disagree or exceptions arrive too late.
Approach: Trace lineage, definitions and quality gates.
Possible outputs: KPI definitions, quality checks and owner map.
Discuss this starting point →Core model governance · conceptual example
A shared standard with controlled local variation.
- Shared coreAgree process, transaction and ownership.
- Local requirementDocument the gap and its operational impact.
- Approval gateThe process owner reviews and approves or rejects the change.
- Retest and releaseTest connected processes, update instructions and feed learning back into the core.