EDI Consultant

Nitin Garg, PMP

******.****@*****.***, 818-***-****, Cincinnati, Ohio

Overview

I have 24+ years of experience with different industries

Lead and participate in delivering complex multi-tier enterprise class technology solutions, ERP transformation initiatives for clients / employers to enhance existing stable and innovating businesses

Work in diverse roles in different areas such as Business level strategic consulting, Release management, Solution Delivery and Operations management, Practice and portfolio management, Enterprise level business solution design and delivery, Pre-sales, Resource and Vendor management, IT Process improvement, IT GRC, processes and compliance and in many other different areas

Responsible for planning the overall release from forward release planning (FRP) to hyper care and transition to support, progressing phase to phase, Different phases of release include FRP, S&RP, Design, Build, Test (integration, user acceptance, performance etc.) deploy, hyper care, transition etc.

Plan different high-level activities within these phases, what needs to be done in each phase, who will do what, define process, what is the objective of each activity within phases, deliverables from each activity, and RACI based on teams / individuals – DRM (Delivery responsibility metrics)

Develop long term (1 / 3 / 5 year) forward planning from the organization’s strategic initiatives viewpoint, and align them with the vision and mission of the organization, oversee development implementation and maintenance of an IT application roadmap, including key prioritization and sequencing of key areas and their respective needs, keeping regulation and compliance needs in mind

Resource Planning for these different phases, maximum utilization of resources and optimization of onboarding and offboarding of these resources to minimize the impact on project / release

Classification of scope in terms of global, regional or local, with continuous assessment for utilizing standard features and functionalities of the applications as much as possible.

Defining and planning the stage gate check for each phase – entry or exit criteria and deliverables for each phase, and executing entry or exit checks based on defined and agreed entry / exit criteria and identified deliverables for that phase from DRM (with agreed criteria)

Assessment and alignment with business for upcoming requests into upcoming releases or individual projects based on different variables such as urgency, impact, size etc.

Categorization and planning of upcoming requests in terms of build / run, CapEx / OpEx (additional scope needs additional validation / planning with respect to integration, resource, time, budget etc.)

Close collaboration with other areas such as R&C, IPP, data encryption etc. so that all the possible risks and issues can be identified and addressed, and all activities are done as per defined processed; and OCM to make sure that proper and timely communication and necessary trainings can be arranged

Close collaboration with Security, infrastructure etc. to make sure all are aligned with the upcoming project / release needs and any possible RAID can be identified and addressed in timely manner

Close collaboration with the different upstream and downstream applications to align with their maintenance calendar and plan our maintenance calendar accordingly

Plan for different maintenance activities such as month end planning, project freeze (soft freeze, hard freeze) with their exceptions and process, and necessary communication to the team and leadership

Participate in the CAB discussions (Technology scope or business/supporting functions), understand upcoming changes and impact of changes in different areas, and plan and execute mitigation

Exploring and implementing different tools and technologies, determine benefits to organization and processes for continuous improvement such as RPA for automation testing, ChatGPT for queries

Define and communicate processes (as needed) as part of continuous improvement / heads up to the teams / leadership

Represent organization externally to different vendors, forums, and teams to the leadership, and leadership to the team.

Participate in the overall release planning for different activities of different phases such as

oScope planning: who are the stakeholders, what is the evaluation criteria, which business unit, facilities, application to consider for scope, criteria for categorization of global, regional or local, how to track the progress, who will report and how, what format to use etc.

oDesign: what different functionalities to build, overall inventory list, which teams owns which item, standard versus customization, what is the overall volume per team, staffing planning based on inventory, PI planning, velocity determination etc.

oBuild: how many teams are involved, their inter-dependency, how are the teams dealing with interdependency, how the communication works within teams, overall governance process, process for raising RAID and monitoring them, process for scrum for build, tracking and communicating progress and status to teams and leadership

oTesting: what functionalities to prioritize, segregation of functionalities based on high critical vs low critical item, standalone vs cross team, business critical vs non-critical, how many scenarios to cover, who will test, ratio of positive vs negative scenarios, staffing revision based on scope and criticality, integration testing vs user acceptance testing, smoke testing, golden testing etc.

oCutover activities (technical / business): Deployment, Data loads, security, user training, support team training, translation of documents in different languages etc.

oHyper care and transition: categorization of responsibilities for different teams and different team members for priority-based defects, planning for defect categorization, SWAT team, ramp up plan, hyper care exit, transition etc.

Work in different IT programs including automation, custom application development, upgrades, enhancements, roll-ups, migrations in applications such as ERP (SAP, ServicEngine, PeopleSoft, JD E etc.), B2B, B2C, SFDC, MuleSoft, RPA, ServiceNow, Model N, Ariba, Coupa, SNC, E2Open etc.; in different environments such as on-cloud, in premises, and integrations with many other applications

Reduce the operating cost by $M through effective contract negotiations, automations, different process improvements initiatives, technology advancements and other alternative approaches

Develop and maintain relationships with C-Group executives, understand key business strategies, priorities, and investigate technology alternatives, reducing the operations cost

Continuously exceeding customer expectations and improving CSAT score

Possess experience with different project management methodologies such as PMI, Agile, Kanban, ASAP, Waterfall, and DevOps, and industry std. such as HIPPA, SOP, SOX, GxP, ITxC

Develop or review the necessary documentations (e.g., CapEx / OpEx budget forecast, SOWs, SLAs, detailed project schedule, budget, resource chart (including internal, vendor provided, or staff augmented), tools, and vendor services, necessary SOP's and manage financials of the overall portfolio, End-to-end accountability for IT programs/projects

Implement / Manage ITxC controls in different areas with maximum traceability possible and address any recall / audit / dispute, make sure operations / production support process easy and seamless

Work with clients of different industry types such as Microsoft, Hill-Rom, Stryker, NBCU, Disney, and manage their digital integration with their respective trading partners such as Amazon, Walmart, Sam’s Club, Target, Costco, BJs wholesale, Sysco, CEVA, TMS, FedEx, UPS etc. – clients having thousands of other big trading partners, having variety of needs, business scenarios and data exchange

Establish governance model and ensure / validate application / process, identify areas of improvement, track and support projects, Gap analysis, gather programs’ relevant and necessary data points to produce information to be presented for review by the executive leadership

Successful either as an individual contributor or as a leader, in generating pipeline volume and revenues, leading business development and driving long-term revenue growth from profitable alliance relationships – new and/or existing, contributing to $10+ M revenue annually

Develop and administer project plans and budgets; identify project goals, strategy, scheduling, potential risks and mitigating plans, staffing and team alignment; and communication

Manage multiple implementation projects in different industries covering different business areas such as A2R, CTRM, GTS, H2R, I2L, MDM, P2C, P2D (IWD, PSP, QM), PSS, R2R, S2P, TM etc.

Experience in working simultaneously in multiple programs that include multiple technical / functional / business teams (offshore/onsite, multiple locations in onsite and multiple locations in remote / offshore), respective team leads; programs that include different geographical locations, complex business requirements; and include such stakeholders as client’s business personals, internal executive leadership and client’s customers such as 3PL, plants, warehouses, venders and suppliers etcetera

Experience working with different business scenarios such as build to stock, build to ship, customize to ship, private labels, inbound from supplier, multi-lag POs, VMIs, POS, AO, STOs, different documents in OTC; pricing conditions, rebates, promotions, returns, payment authorization, commissions, charge-backs, first-mile, middle-mile, last-mile etcetera and Integration with other modules such as MM, PP, SD, CRM, MDM and WMS

Experience

Birlasoft Inc. Nov 2023 – Till now

Practice Director

Stryker (Medical Devices Manufacturing)

Leading the $400M+/year global SAP S/4 greenfield implementation and integration program

Leading implementation and integration of SAP S/4, B2B, SFDC, SuccessFactor, PI/PO, Boomi, Mulesoft, other ERP instances and many other upstream and downstream applications

Work in different phases such as FRP, S&RP, Design, build, test, deploy and transition / support

Work with business stakeholders, solution leaders, architects, implementation partners, and product development team to enable business outcomes and ensure quality of enterprise solutions

Define the team structure, hierarchy, individuals’ roles and responsibilities, and resource alignment (internal, vendors’ or staff augmented) throughout the different stages of the project

Facilitate the product development level discussions directly with the product company (SAP) with internal business and technical team, helped the product team build a robust product covering industry specific needs, and flexible enough to accommodate organization specific variations

Made strategic IS policy decisions for the enterprise, including sourcing strategies. Anticipated long term business requirements and determined the IS model in line with organization

Define strategies such as designing global template, covering different scenarios (standard functionality, fit/gap analysis, localization), and global design governance; and ensure adherence to global design, architecture, development standards and guidelines

Develop long term (1/3/5 year) forward planning, aligning with the vision and mission of organization

Archer Daniels Midland (Food processing and manufacturing) Aug 2021 – Nov 2023

IT Director

Led the $750M+/year global SAP S/4 greenfield implementation program, spanning over 160 countries, 800+ business units, thousands of facilities, with 25000+ user group

Managed implementation and integration of SAP S/4, B2B, SFDC, SuccessFactor, Coupa, Vistax and many other upstream and downstream applications

Worked in different phases such as FRP, S&RP, Design, build, test, deploy and transition / support

Worked with business stakeholders, solution leaders, architects, implementation partners, and product development team to enable business outcomes and ensure quality of enterprise solutions

Defined the team structure, hierarchy, individuals’ roles and responsibilities, and resource alignment (internal, vendors’ or staff augmented) to the different stages of the project

Facilitated the product development level discussions directly with the product company (SAP) with internal business and technical team, helped the product team build a robust product covering industry specific needs, and flexible enough to accommodate organization specific variations

Defined strategies such as designing global template, covering different scenarios (standard functionality, fit/gap analysis, localization), and global design governance; and ensure adherence to global design, architecture, development standards and guidelines

Birlasoft Inc. Mar 2017 – Aug 2021

IT Director

Stryker / Welch Allyn / Disney / EDFR (Medical Devices Manufacturing / Media & Entertainment / Energy)

Managed different clients mainly in SAP S/4, B2B, SFDC in different areas of business, including build and run from operations management standpoint

Responsible for managing delivery, and managed different programs including greenfield implementation, custom home-grown application development, integrations, enhancements, roll-ups, migration, automation – RPA, SaaS – SFDC, upgrades, and many more

Define, deploy and control the management of information systems in line with business imperatives, consider all internal and external parameters such as industry standard process and risks compliance, GxP, SOX, to influence risk management achieve balanced business benefit

Kept stakeholders appraised of project progress and strategic / tactical importance, and stabilize funding allocation in a challenging business environment

Portfolio management, strategic direction, delivery oversight for the different engagements within accounts, SOW / contract management, IT-PMO, and participation in defining / improving governance model for the organization / clients

Classification of scope in terms of global, regional or local, with continuous assessment for utilizing standard features and functionalities of the applications as much as possible.

Mindtree Ltd. Oct 2015 – Mar 2017

IT Director

Microsoft / MSC Direct / Bemis / BNSF / Canadian Tires / Harley-Davidson (Business Software and Consumer Electronic Products / Manufacturing / Transportation / Automotive)

Led the SAP S/4 and B2B practice for North America region

$100+ M annual revenue portfolio management, in addition to 10% avg. annual revenue addition through streamlined demand management; handled multiple clients simultaneously such as Microsoft, Bemis, MSC Direct and many others, in different areas such as implementations, AMS, operations, upgrades, migrations, rollouts on multiple ERP and E-commerce platforms, in conjunction with Digital Transformation, Cloud migration, Application Rationalization, Transformation, Automation

Implemented new business and revenue opportunities from ground zero and grew to $10M practice; and implemented new processes improvement initiatives that reduce cost and / or increase revenue

Participated in strategic planning and budgeting activities for many ERP centric programs such as CapEx / OpEx, SOW, P&L, budget, necessary SOP's, and used different tools to compare different variables against their baselines, to measure variances, and to mitigate / exploit foreseen risks

Actively involved in pre-sales & proposal submission (RFPs, RFIs), presentation to C-group executives and client’s management, developed long-term relationships with accounts, helped manage contract negotiations, contributing to more than $10+ M new accounts

Bumble Bee Foods (Food processing and manufacturing) Apr 2008 – Oct 2015

IT Program Manager

Managed ERP (SAP) greenfield implementation and B2B implementation (IBM B2B Sterling Integrator) – later migrated on clouds, and integration with other upstream and downstream applications

Led global technology prioritization and roadmap development over strategic and annual operating planning cycle, and managed $MM projects, and become part of the organization’s success and contributor to the growth of the organization from $360M to $2.5B

Managed multiple programs in implementation / roll up because of M&As, managing scope, integration, resources, schedule, budget, and risks; and developed and implemented IT governance framework

Reduced business operation costs by $MM by enhancement of capabilities of the applications / technology advancements, by integration with big customers such as Amazon, Wal-Mart, Target, brokers, distributors such as Sysco, 3PL / TMS such as Cargo-Smart, Lean Logistics, CIVA, TMS etc., and by effective contract negotiations, automations, different process improvements initiatives

Drove the applications’ landscape design review sessions and ensuring that a robust application framework and roadmap is achieved and did impact assessments as it related to landscape changes / revisions / additions, system improvements, including procurements

Yash Technologies Ltd. Nov 2007 – Apr 2008

Project Manager

Amgen Pharmaceuticals (Pharmaceutical)

Managed the roll out project of SAP 4.7 and implementation and integration of IBM B2B Sterling Integrator 4.2 for US, Canada and Australia and maintenance for Europe region

Provided architecture recommendations in different areas of business such as clinical development, supply chain, logistics, finance, operations, GxC, ITxC, BI, MM, options and pros/cons on potential changes to SAP landscape, B2B landscape, implementation / integration scope and functional solutions

Coordinated with management to ensure project scope and schedule are adhered to; to ensure proposed changes are aligned with objectives and are conducted in accordance with ITPMO guidelines

Develop and administer project plans and budgets; identify project goals, strategy, scheduling, potential risks and mitigating plans, staffing and allocation of resources; and communication

Worked on SAP, Sterling Integrator, XML, XPATH, MS SQL Server, FTP, AS2, VAN, BPs, maps, code lists, envelops, property files, exports

iGate Global Solutions Ltd. Feb 2006 – Nov 2007

Project Manager

NBC Universal (Media and Entertainment)

Handled multiple development and AMS projects for Universal Studios - US and Canada, UMG and Universal Studios International, which include Europe, Asia Pacific, and Australia

Participated in development and execution of long-term strategy for the ERP and B2B ecosystem to support different functions of the business alignment with overall strategy

Managed and set business expectations from identifying the problem, discovering possible solutions, to making the solution into reality

Grew the account by getting continuous feedback, generating new revenue streams within the account

Identified and defined different plans and validated them from time to time if all the processes met the ultimate objective of the project as a whole

Larson & Toubro Infotech Ltd. May 2005 – Feb 2006

Lead Consultant

Freescale Semiconductors / Chevron Texaco (Semi-Conductor and Electronics / Petroleum)

Led the team to implement SAP HR functionality for Chevron Texaco and to implement SAP EHS functionality for Freescale Semiconductors

Produced implementation, deployment and cutover plans, weekly release reporting, and communicates release details and schedules to business stakeholders as required

Translated complex and sometimes conflicting business goals and objectives into IT strategies and plans, demonstrating good judgment and financial acumen

Worked on hands on development in different areas such as Unicode conversion, logical database, Smart forms, LSMW, Output processing’s, User-exits and customer exits, change pointers, workflow

Implemented complex project in module pool, LUWs, OOPS, ALV and other ABAP techniques

vMoksha Technologies Ltd. Nov 2003 – May 2005

Lead Consultant

UCB Chemicals and UCB Pharmaceuticals (Pharmaceuticals and chemicals)

Led the team for SAP 4.7 and EDI greenfield implementation (IBM B2B Sterling Integrator) project

Did development in different SAP functionalities such as SD-OTC, SD, PP, MM, EDI, and FI

Worked on hands on development in different areas such as ALE, RFC, EDI, Front End Services, ABAP Workbench, Controls and Control Framework, BADIs, BAPIs, IDoc (custom IDocs and extended IDocs), LUWs, Module Pool programming, ABAP objects, OOPS, ALVs and different types of reports

Resolution of cross-modules issues with different teams and integration with other applications

Salient Technologies Ltd. Sep 2002 – Nov 2003

Consultant

British Oxygen Company (Medical Devices Manufacturing)

Part of the development team in SAP 4.6C and EDI implementation project

Implementation included development in different SAP functionalities

Worked on hands on development in different areas such as ALE, RFC, EDI, Control Framework, BADIs, BAPIs, IDoc (custom / extended), LUWs, Module Pool programming, OOPS ALVs

Unitech Technologies Aug 2001 – Sep 2002

Consultant

Part of the development team for this internal Intranet Design and development project

Designed the database structure in oracle to store records

Education

Chief Technology Officer Program, The Wharton School (University of Pennsylvania)

MBA in International Business, Symbiosis, Pune

MS in Computer Science, New Delhi, C-DAC ACTS

Bachelor’s Degree in Mechanical Engineering, Nagpur University

Trainings and Certifications

How to build a Unicorn, from The Wharton School

Business Analytics from The Wharton School

Leading a Technology driven firm from The Wharton School

Certified Project Management Professional from PMI

SFDC Admin from Salesforce

Functional Point Analysis

Dated: 11/03/2024

(MM/DD/YYYY)

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