Praveenkumar Kanagaraj

• Managed end-to-end implementation projects for Oracle Cloud SCM systems, resulting in 12 successful deployment within budget constraints and designated timeframes.
• Design and manage the solution architecture of Oracle Cloud ERP application for Manufacturing, Planning and Procurement (SCM) verticals.
• Implemented Oracle Cloud SCM Application for 126 locations across 4 countries (US, Canada, Brazil and UK), for an annual revenue of ~ $ 3 B
• Recruited, hired, and trained Oracle Cloud SCM functional consultants, for Procure to Pay and Plan to Produce flows.
• Facilitated communication between technical teams and business users during development and testing phases of the project, ensuring a smooth transition upon deployment of new functionality or enhancements
• Ensured smooth migration of legacy system data into new ERP environment without compromising on data quality or integrity.
• Managed System Integration Testing (SIT), User Acceptance Testing (UAT) and end user training along with production support for Plan to Produce and Procure to Pay flows
• Taught end users to navigate Oracle Fusion SCM modules by developing user guides and presenting training sessions.
• Optimized business processes by integrating Oracle Fusion SCM modules, reducing manual workload and increasing operational efficiency.
• Transformed $ 1.5 B revenue business units demand planning process to a formal S&OP process utilizing Oracle Cloud Demand Planning module to improve OTD from 32% to 78% in 18 months
• Revamped global network design, introduced two dimensional part segmentation for statistical forecasting model accuracy improvement
• Improved turns for distribution network by 40% through successful migration to Replenishment Planning (Pull system) module from Supply Plan in Oracle Cloud
• Facilitated communication between stakeholders by organizing monthly executive S&OP meetings to review forecasts, discuss variances, and address potential issues.
• Increased global supply chain efficiency by enabling supplier integration (via supplier portal in Oracle Cloud) to long range demand, and digital transformation of tactical procurement activities like PO releases, RFQs.
• Aided management of production schedules and capacity plans to meet demand through Oracle cloud Production Scheduling, and constrained supply plan simulations.
• Integrated DDMRP (Demand Driven MRP) with Oracle Cloud Supply chain execution modules to improve cash flow by $ 1.5 M annually in just 2 locations as Proof of Concept (POC)
• Operational Excellence (LEAN and QRM) concepts were the basis for the digital solution architecture

• Forecasted and managed annual operating budget of $ 75 M + with more than $ 50M annual spend in materials and services across locations in Norway, Shanghai, and Korea.
• Oversaw demand planning, purchasing, logistics and contract manufacturers in Eastern Europe, and Far East Asia through an international, matrixed Organization of 50+ SCM professionals.
• Monitored global economic conditions as well as political developments affecting international trade policies, ensuring proactive response to potential changes impacting the business environment.
• Integrated financial and operation plans with strategic objectives (Executive S&OP for Eastern Hemisphere) to deliver improved operational and financial results to boost customer satisfaction, profitability, and working capital.
• Improved overall factory and supplier OTD from ~ 50% to 90% in a span of 12 months, and achieved annual cost reductions of $ 5 M+ through sourcing strategies like supplier rationalization, low cost country strategy.
• Standardized and optimized Virtual factory Operations in Norway through digital transformation (re-implementation of Oracle EBS, ERP System) for virtual factories - Norway, Houston, and Shanghai locations.
• Customized discrete manufacturing solution in Oracle EBS with Customer Provided Item (CPI) & External Production Progress (EPP) tools to optimize contract manufacturing operations.
• Deployed category appropriate procurement methodologies for diverse applications like electrical, hydraulic, heavy machining, welding across the globe. Ensured tactical processes are aligned with strategic initiatives.

• Implemented Executive S&OP program for a $ 2.5 M Annual revenue business division to meet market lead time for customized energy Industry equipment.
• Established product qualification criteria of certain business volume, product nature/mix to be included in S&OP/IBP programs.
• Reviewed historical sales trends, researched demand drivers through Sales and Marketing teams and prepared forecast data with PLMs to develop forecast models and evaluate forecast results.
• Facilitated communication between cross-functional executive stakeholders by organizing monthly meetings to review forecasts, and align demand & supply.
• Reduced lead time and improved OTD by > 50% for customer orders by optimizing the supply chain network based on accurate demand forecasts.
• Increased market share by 25% over 3 years for 10+ product lines as a result of S&OP/IBP program.
• Developed and implemented Planning BOMs, Forecast Consumption Application and IBP dashboard to improve forecast capabilities, efficiency and accuracy.
• Process and digital transformation of Sales Management practices to reduce forecast error rate and increase long range demand visibility.
• Led the formation of regional (centralized) purchasing team for 40+ plants in Americas to aid in aligned execution of supplies based on S&OP/IBP demand.
• Digitally transformed tactical purchasing actions by automating purchase orders and invoicing systems via Oracle EBS Application. Commodities managed included Hydraulic, Electrical, Forgings, Castings and Hardware
• Supplier Portal (iSupplier) adoption was increased to > 80% among supplier base. Long range demand visibility was provided to suppliers.
• Implemented strategic sourcing initiatives, and supplier development efforts utilizing Lean techniques like Kaizen events, Pull system, Vendor Managed Inventory, Consignment etc. reducing overall purchasing costs by $ 3 M annually and also lead time by > 50%.
• Established long-term agreements with strategic suppliers, securing favorable pricing and delivery terms.
• Led supplier development efforts (Kaizen events) at foundries to reduce casting & forgings lead times, thereby reducing our product lead time.
• Managed annual budget planning process for the regional purchasing and demand planning department.
• Oversaw training and onboarding process for all newly hired employees within Demand Planning and Regional Purchasing teams.
• Identified excess inventory and developed sales plans to sell inventory, reducing inventory costs 35%.
• Re-Designed, and implemented collaborative master data management across multiple locations, improving the usage effectiveness of Oracle EBS (ERP) and Teamcenter (Engineering PLM software)

Progressive development in roles from an individual contributor as Process Engineer to Industrial Engineering/Materials Management role in a $ 250 M Annual COGS manufacturing location while transitioning to Global S&OP role.

• Championed the facility transformation using continuous improvement philosophies of LEAN, QRM within the organization by showcasing their value in improving business operations and achieving strategic goals.
• Introduced cellular manufacturing concepts to create efficient production lines tailored to specific product families .Implemented 19 Manufacturing Cells in a span of 3 years resulting in cost savings of ~ $ 16 M
• Optimized cell capacity in a cyclical market using discrete event simulation models (SIMIO, MPX), which increased productivity (COGS/DL) by 40%+ from 2011 to 2015
• Introduced S&OP at facility level for Power and Control System product lines, interacting with Sales and Product Line Managers to understand demand drivers
• Lead Times were reduced from 40+ weeks to 16 - 24 weeks including Engineering (Modular Design), by synchronizing Engineering & Operations priorities through ERP systems based on S&OP plan.
• Flattened multi level product BOMs for standard high volume Products/Assemblies to implement 150+ vendor kits which reduced transactions (Planning, Purchasing, Receiving and Material Issue) by 80%
• Supplier rationalization and negotiated led to cost reductions of kits by 20%
• Reduced labor content by 20% on average resulting in overall lead time reduction of > 50%, through Gemba walks.
• Streamlined 70% (AP - PO) transactions by implementing Kanban Cards, Auto POs (ASL, Quotes).
• Negotiated reserved capacity for NOV Products with vendors to reduce lead time of critical path item from 12 weeks to 3 weeks.
• Managed supplier development efforts through engineering design, technical producibility, manufacturing reviews and development of solutions, thereby reducing lead times and cost
• Performed value stream mapping exercises to visualize current-state processes and develop future-state goals based on Lean Manufacturing best practices.
• Facilitated process and digital transformation to Oracle EBS Application at multiple locations (40+) in Middle East, Europe and Russia from 2011 through 2016. Expertise includes ASCP, WIP, BOM, Items, Purchasing and Costing modules.