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Voith was stuck in their SAP WM processes which would not help them in future. They have no prior knowledge with SAP EWM. They want to transform their process with the best solutions from SAP EWM but they have to start afresh.

Additionally they have set local processes that are not standard from SAP and have to map the same process into new SAP EWM world

How did I solve

• For Voith Paper, I built a customer journey and supported their transformation from SAP WM to SAP EWM
• Led BPML (Business Process Master List) workshop sessions to understand customer's business processes and finalising the type of Licensing
• Conducted SAP EWM Best Practices workshop for introducing the SAP EWM Process to customer
• Conducted FIT-GAP sessions and helped them understand where they can use standard solutions and where they can use custom solutions
• Prepared an implementation strategy and template rollout plan

KC was undergoing a transition from SAP WM to SAP EWM because of the need for automation and to utilize the top class features of SAP EWM

Additionally they had issues such as less space in their Koblenz warehouse and complex automation processes that were a black box for them. They lacked structure and transparency with 3rd party automation which integrates to SAP EWM.

How did I solve

• Designed integration for 3rd party automation software and SAP EWM for their Koblenz site
• Implemented inbound and outbound strategies to tackle warehouse space constraints
• Conducted audits with shopfloor teams to identify root causes of space and delivery issues
• Trained warehouse operators on SAP EWM RF devices
• Designed automatic repalletization solution

Bbraun IT leadership team had stuck with a typical problem of managing too many plants in their template. There was no clear overview of dependancies and consequently the impact of one plant on another. As such, few changes on one plant was causing significant negative impact on another plant which had nothing to do with the original change. Their change management and Risk management is out of place and needed a new strategy.

How did I solve

• I helped rollout a new solution which turned out to be single source of truth. This solution has complete in depth overview of all process (level 5 ) across all plants
• This is easier to use and maintain for any senior leadership out there. This has armoured them with clear dependencies in change management and empowered them with decision to either approve or reject based on the impact. This solution clearly defined the scope of a change and the necessary regression testing of impacted plants.
• This strategy also orchestrated the rolling out of new solutions and took care of organizational congruence of several stakeholding teams across multiple plants belonging to different countries

Ferrero's problem was straight forward. They had been using sap wm for their warehouses and want to to use SAP EWM going forward.

The catch here is that except Ferrero's central team , the partner team has hardly any SAP EWM experience.

Another catch is that most of their processes are automatic and highly custom with very little manual steps. Ferrero users are hesitant to go forward with SAP EWM even though it offeres automation possiblities, it is still new solution for them to understand.

How did I solve

• I led the Partner's team of system integrator as a solution architecht. Firstly , I have fecilitated the training and explained important SAP EWM concepts during the initial meetings and warehouse inspection to the team. I have helped several stakeholders see from the viewpoint of SAP EWM leaving behind any old WMS lens. This way the dsiscussions are done keeping in mind of the future transformation and how data , systems and processes will look like in SAP EWM. This has tremendously helped the teams in FIT GAP workshops.
• I then devised solutions to keep as much automation possible for the team to reduce manual effort.

BMW Group chose SAP S/4HANA and SAP’s supply chain logistics solutions to jointly create the first blueprint for process digitization of automotive plants of the future, establishing a new technology standard that could shape the automotive industry.

As this is the very first such solution to be implemented in production scenarios that could shape the process and tool landscape of entire automotive industry, there is lot of feasability concerns over JIT based production integration with SAP EWM. The entire solution itself is very complex.

No user saw SAP EWM in their life time and they are afraid of these new processes and features of SAP EWM.

How did I solve

• As an extenal consultant , I built the line supply process flow data for RF and tablet (FIORI based ) devices from scratch and tested and has given the solution scope to the oxford team.
• I also took care of documentation which include strategy , master data , process flow, test scripts, error scenarios , case studies to name few.
• I have trained the key business users first to make them understand this complex solution and enabled them to perform hands on training
• Travelled onsite to Oxford plant and trained the end users i.e forklift and Route train(tugger train) operators on RF and Tablet devices directly on devices along with theory
• This training happened over few months and enabled the users to train on every possible case and not just simple or direct cases.

Vaillant has rollout planned in various locations and needed my support in rolling out their template SAP EWM solution in thier Birmingham , UK plant. However, the primary challenge is to convince

How did I solve

• Travelled onsite to the local plant in Birmingham and led Fit-Gap workshop for 3 days.
• In this 3 day workshop, met every team at local plant and brainstormed about what is making them stick with old processes.
• Finally explained, how the same processes can be achieved with new transformation by adopting the template solution. Made them understand the long term benefits of using the SAP EWM solution
• Devised two solutions approaches on the site itself for a localized process and closed the gap in no more than a week with feasible solution agreed by all stakeholders
• In addition to this, helped with the rollout of their Slovakia plant especially in Advanced Production Integration with SAP EWM as it needed experienced consultant such as myself to support and train their internal team and central team

ADM faced multitude of problems in one of their SAP EWM rollouts. Be it audit of their physical inventory process with underlying Handling Units, SAP EWM GTS integration and regulatory issues during export from Germany to Poland

How did I solve

• Firstly , given the time constraints, and to boost the morale of the end users, I resolved the low hanging fruits such as training material, standard EWM topics, organizational topics
• This has led the momentum going and plant managers gained confidence that their plant can be improved.
• Then I tackled the physical inventory process utilizing standard sap best practices and small custom developement concept.
• Configuration tweaks and training is done to fix their batch management and GTS integration process
• Conducted a thorough 3 week investigation involving inter-dependant teams and identified some key issues that are otherwise concealed.
• Set up an action plan and incident manager to note the issues along with solutions