CV_AYAN DASGUPTA

AYAN DASGUPTAE-mail- [email protected] Mobile: +91- 98369 45159

RANGE OF EXPERIENCE

Ayan is a SAP R/3 Lead Consultant specializing in the functional area of Production Planning and Process Industries (PP-PI). Ayan has more than seventeen years of experience in the mfg. industry along with consultant firm. Ayan has more than fourteen years of experience in SAP PP-PI Module in which he has gone through four full design and implementation cycles onsite at European, Singapore and USA countries as well as from offshore. He has worked in multiple leadership roles like Project and Delivery Lead. He also has experience in Project Management and has recently handled the same from client site onshore at Bangladesh.

During his current tenure at Accenture, he has worked in onsite role at Singapore for onsite implementation project in build team for PP-PI as well has worked as the PLTP Lead for a US Based project from offshore, as well as offshore MMP lead for an Australian based project , all as Associate Manager roles. He is also in the capability team and helping in recruitment by conducting technical interviews and performing career counsellor roles.

Earlier, while working in IBM, Ayan has worked in multiple leadership roles starting from Team Lead, then moved on to Sustain Lead as then has worked as Project Lead. He has also worked as Functional Consultant (Advanced) as an offshore change management lead related to multiple enhancements bank changes of PTS Team in AMGEN Project. Prior to this he was working as an onsite team member in PTS module of Mead Johnson Nutritional (MJN) project. Earlier, Ayan has worked as Functional Consultant (Advanced) as Project Lead in Ashland AMS project from offshore in IBM Global Service SAP Practice and earlier as Sustain Lead in Nestle T&P Sustain team in IBM Global Service SAP Practice.

Earlier, Ayan was associated with Cognizant Technology Solutions as a Consultant. He has also worked with Tata Motors, Jamshedpur, as a Senior Engineer.

Ayan is a SAP R/3 Consultant specializing in the functional area of Production Planning and Process Industries (PP-PI).Ayan is also conversant with Plant Maintenance module of SAP especially in the areas of notifications and PM Orders. Ayan has worked successfully in SAP R/3 3.1 H and it’s subsequent up gradation to 4.6C. His expertise is in the fields of Process Order, Production Order and PM Order Processing, Production Planning and Control, Production Engineering, Capacity Planning and Material Requirement Planning.

Ayan has worked in the Production Planning and Control department. His experience is in the area of processing of order for production, production planning for manufacturing and material planning, process planning, line balancing to improve productivity, capacity calculation, analysis and allocation.

Ayan Dasgupta - 1/21 - Date: 12/12/15

He has also worked in the areas of production engineering like 5S and Kaizen, time study, method study and value engineering, man-machine management and synchronization for improving productivity.

Production control, factory output analysis, material planning, inventory control, and control of material flow are the areas where Ayan has shown his expertise.

EDUCATIONAL QUALIFICATIONS

Bachelor of Production Engineering, Birla Institute of Technology, Mesra, Ranchi, India, 1998.

EMPLOYMENT HISTORY

Accenture Services Private Limited

Associate Manager (October 2011 till date)

IBM India Private Limited:

Advisory Consultant (August 31 2005 to October 2011)

Cognizant Technology Solutions

Associate (August 2003 to August 2005)

Tata Motors Limited

Senior Engineer, Production Planning and Control, Engine Division (July 1998 to August 2003)


SELECTED EXPERIENCES

SAP Work Experience

1 . Rio Tinto Gazelle Project – Brisbane, Australia SAP ECC 6.0

Client: Rio TintoDuration: November 2015 till current dateRole: Offshore/Onsite Team Member of MMP Module in Implementation project

Rio Tinto first listed on the Australian Securities Exchange in 1962, and today more than 200,000 people count themselves as shareholders of Rio Tinto Limited. Australia is home to around half of our global assets. Rio Tinto produces iron ore, coal, bauxite, alumina, aluminium, uranium, diamonds and salt from more than 30 operating sites and processing plants around the country. Rio Tinto also have offices in Melbourne, Perth and Brisbane and are committed to building sustainable and economically resilient communities and devote significant resources towards achieving this every year.

This project is the SAP implementation project for Rio Tinto across Brisbane region.

Specific Responsibility (offshore/onshore):

Being a team member in MMP module of this project, Ayan was involved in following areas:

Involved in workshops related to manufacturing process area where Rio Tinto processes were discussed with market team at factory locations. Was currently involved from offshore in close collaboration with onshore counterpart as findings and learnings were documented in share point.

Blue printing on process definition for SAP PP-PI module. Design of production layout in SAP in consultation with Brisbane business team and

adherence to best practices. Identify gaps in business process and help in workaround wherever possible. In case of

template gap, design functional specification for enhancement development. Analysis and Documentation: Studied the as is scenario that was being carried out in the

plant. Studied the gap between the existing process and the to-be SAP process. Prepared the business rules for the system and documented the production planning section of MMP Module. Related

Prepared the functional design conversion documents related to production planning like master data, basic data.

Prepared the configuration rationale documents related to production planning like enterprise structure, basic data of MMP, MRP, Shop Floor Control.

Customization for MMP module. Involved in requirement gathering of master data from business. Involved in making functional specification of the new configurations required. Involved in getting sign off from business as well as simultaneously getting their

approval in these functional specifications. Documented the changes in configuration in SOLMAN. Explained and transitioned the functional logic to the technical team involved in data

conversion functional design documents.


2 . Unilever Lever-edge Project – Bangladesh SAP ECC 6.0

Client: UNILEVERDuration: July 2015 till November 2015Role: Project Management Officer Lead

On any given day, two billion people use Unilever products to look good, feel good and get more out of life. With more than 400 brands focused on health and wellbeing, no company touches so many people’s lives in so many different ways.

Unilever’s portfolio ranges from nutritionally balanced foods to indulgent ice creams, affordable soaps, luxurious shampoos and everyday household care products. We produce world-leading brands including Lipton, Knorr, Dove, Axe, Hellmann’s and Omo, alongside trusted local names such as Blue Band, Pureit and Suave. From long-established names like Lifebuoy, Sunlight and Pond’s to new innovations such as the Pureit affordable water purifier, Unilever’s range of brands is as diverse as our worldwide consumer base.

Unilever has more than 400 brands, 14 of which generate sales in excess of €1 billion a year. Many of these brands have long-standing, strong social missions, including Lifebuoy’s drive to promote hygiene through handwashing with soap, and Dove’s campaign for real beauty.

Specific Responsibility:

As an onshore PMO, Lead, in this project, Ayan was involved in following areas:

Worked with various teams like Country team, Centegy, MindTree teams to plan/align the activities for Pilot Go-live.

Developed internal plan after aligning external plan. Be the 1st point of contact from outside and coordinate with local team (CD/IT/Finance

teams). Advised PM on current risk/issue of project, provided suggestions to PM. Tracked and reported project progress (Project Timeline, Issue, CR, FS) with weekly key

meeting PMO call prepared by me. Assisted in Communications between Country team and Centegy/Mindtree teams

especially with respect to MDM activities. Defined quality gates (as per UL standard) & be The Gate keeper as well as Archived

documents. Worked extensively on Project Management activities like Developing status reports,

metrics for country deployment. Expedited reporting and progress updates. Facilitated weekly program management meetings for Country Deployment; Ensured

alignment between regional and country PMO organization.


Supported Risk and Issue management like Measures, and monitored program progress at defined points within the project. Communicated results to country lead.

Helped in Quality Control by periodic review of country deployment, documented and execute project policies, and elevated non-compliance.

Worked as the Gatekeeper for country documentation. Facilitated confirmation of PMO approach, processes and tools, and applied corrective actions with Country deployment.

Supported scope management of the project whereby defined effective management of program scope through CR and FS Tracking. Track was kept for the accepted and rejected changes for country.

3 . Cargill-Tartan Project – USA SAP ECC 6.0

Client: CARGILLDuration: January 2014 till Current dateRole: Offshore PLTP- PP-PI. Lead

Cargill in the United States of America (USA) is headquartered just outside of Minneapolis, Minnesota. Since the first grain storage facility began operations on the American frontier in 1865, Cargill businesses in the USA have grown to include risk management and financial solutions, animal nutrition, farm services, salt, energy, sweeteners.

Cargill provides food, agriculture, financial and industrial products and services to the world. Together with farmers, customers, governments and communities, they help people thrive by applying their insights and 150 years of experience. They have 143,000 employees in 67 countries that are committed to feeding the world in a responsible way, reducing environmental impact and improving the communities where they live and work.


As an offshore PLTP- PP-PI, Lead, in this project, Ayan was involved in following areas:

Worked on Incident Management and followed SLA. Defect resolution and closures. Cutover scheduling and closure of activities from PLTP perspective. Successful execution of UAT, IT phase of PLTP scripts in HPALM Integrate with Basis and Security team for issues regarding transport movements and

security roles related to the changes involved. Worked on change management and ensure smooth transition to Production systems. Customization and bug-fixing as well as providing correct functional specifications for

new development programs and configurations for PP-PI module. Helping team members for preparation of training materials and exercise along with

providing solution or clarification by coordinating with onsite client. Execution of UAT, IT phase of scripts in HPALM. Extensively worked in syncing and validation tasks related to configuration and testing in

different environments.


Work with Delivery leads for estimating scope for module related area. Status reporting related to module work.

Worked successfully in new tool Live compare and mapped configuration between systems

Helps team members of different process areas in identifying bottle-necks which leads to faster resolution of tickets.

4. BHP-Billiton 1SAP-R4 Project – Singapore SAP ECC 6.0

Client: BHP-BillitonDuration: December 2012 till December 2013Role: Onshore PP-PI. Build Team Member

BHP Billiton 1 SAP is an Anglo-Australian multinational mining, oil and gas company headquartered in Melbourne, Australia. 1SAP is a business change initiative which involves designing the end–to–end business processes and underpinning SAP solution for the Maintenance, Supply, Marketing and Finance functions. The implementation of these processes and SAP solution at pilot sites is known as 1SAP Release. The project would implement 1SAP to all of BHP Billiton across five phases and is currently in the Release 4 Build Phase. The core team is at Singapore.

Billiton’s roots trace back to 1851 and a tin mine on a little known island in Indonesia, Billiton (Belitung) island. Billiton became a global leader in the metals and mining sector and a major producer of aluminium and alumina, chrome and manganese ores and alloys, steaming coal, nickel and titanium minerals. Billiton also developed a substantial and growing copper portfolio. Broken Hill Proprietary’s rich history began in a silver, lead and zinc mine in Broken Hill, Australia. Incorporated in 1885, BHP engaged in the discovery, development, production and marketing of iron ore, copper, oil and gas, diamonds, silver, lead, zinc and a range of other natural resources. BHP was also a market leader in value-added flat steel products.BHP and Billiton merged in June 2001 becoming one of the world’s largest diversified resources company. They are among the world’s largest producers of major commodities, including aluminium, coal, copper, iron ore, manganese, nickel, silver and uranium, and have substantial interests in oil and gas. BHP Billiton is ideally placed to continue to lead the resources industry into the future.

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Specific Responsibility (Onshore):

As an onshore PLTP- PP-PI, Build Team Member in this project, Ayan was involved in following areas:

Acting as Single Person of Contact from Build team for Data Conversion related activities.

SPOC for Master Data Compliance (MDC) testing for PP-PI which involved testing of various rules for compliance related to several PP-PI master data related objects.


Responsible of system Build/configuration and testing of different phases of project (UT, IT, UAT)

Go-live and post go-live support for Uranium asset as well as Risk Mitigation. Defect resolution and closures. Cutover scheduling and closure of activities from PLTP perspective. Hands on training were given for any clarifications related to scripts execution, BI

reports, MDC reports and data related issues involving PP-PI. After go-live was engaged in Commissioning team for MDC for PP-PI and helped

resolved any queries as well as implemented changes for any new CR with respect to implementation of new rules as desired from design team. Also helped in testing of MDO forms for CR's raised during commissioning time.

Customization and bug-fixing as well as providing correct functional specifications for new development programs and configurations for PP-PI module.

Helping team members from offshore in understanding various topics related to PP-PI by preparing of training materials along with providing solution or clarification by coordinating with onsite client.

Coordinated with data team from time to time for smooth running of project and to ensure both build and data teams are on the same page.

Received performance points several times during my tenure in project so far by my project manager as well as monetary award after go-live of project.

5. BHP-Billiton 1SAP-R4a Project – Singapore -Data SAP ECC 6.0

Client: BHP-BillitonDuration: March 2012 till June 2012Role: Onshore PP-PI. Data Team Member

Specific Responsibility (Onshore):

As an onshore PLTP- PP-PI, Data Team Member in this project, Ayan was involved in following areas:

Prepare conversion approach documents related to PP-PI module of SAP R/3. Preparation of conversion scope, conversion strategy, conversion process along with data

validation of all documents related to PP-PI module of SAP R/3.This includes process and production orders, classification, routings, master recipes, product cost collector, production version, bill of materials to name a few.

The conversion approach document has to be prepared in conjunction with process team which has experience of the issues of tools used in earlier Release 3 as well as with the client team working in the project for release 4.Decisions are then taken which would be the best approach for data conversion for each of the objects based on joint approval.

If there were issues faced in tool during earlier release, a new tool was proposed to be developed or if number of records were less, it was even proposed to do data conversion manually by raising a change request from process team.

Challenges also included major changes in iron ore conversion approach as all old existing ones of individual objects were proposed to be deleted from system and new ones were to be created. Each conversion document completion had to be prioritized as


per critical path chain, which often did not match with originally scheduled start dates of the object. Still, each conversion approach documents were completed on time.

Rectified conversion approach documents related to PP-PI module of SAP R/3 for any modifications sought by PMO team.

Data template taken from all the market specialists in each of the areas like Diamonds, Iron Ore, Uranium, Energy Coal and Manganese and mapped with as per latest template. If any discrepancies found in template, then those were sent back to the market specialists to modify them. Final corrected templates of each sections of master data related to SAP PI module were validated likewise and then uploaded in eroom which was a common database for the project.

As per feedback from manager, of the project, my first conversion approach document was completed on his first week on the project which none of the other data analysts succeeded.

6. TP-SAP ACC SI /SAP66 SI Specialist SAP ECC 6.0

Client: Accenture – Internal Capability TeamDuration: October 2011 till February 2012 and July 2012 till November 2012Role: SAP PP-PI Capability Team Member


As a SAP PP-PI Capability Team Member, Ayan was involved in following areas:

Being in the Empanelled Interviewer list, Involved in conducting technical interviews related to my core skill area in SAP PP-PI thereby assisting the capability and organisation.

Involved in SME Assessment in Competency Assessment framework in latest CAMS cycle.

Involved in career counselling of a person by providing review and feedback in Career Development Plan.

Successfully completed certification courses like ISEB-Business Analysis (Foundation) and ITIL v3 Foundation.

Completed all mandatory as well as additional trainings for new joiners in My Learning applicable to my career level, well within timelines specified. The learning courses are related to specialization which is a key component of Delivery Innovation and Industrialization Program (DIIP).

Help new joiners in understanding basic concepts of SAP.

7. AMGEN AMS Project – USA SAP ECC 6.0

Client: AMGEN


Duration: November 2010 till October 2011Role: Offshore Change Management Lead related to enhancement bank changes of AMGEN PTS Team

Amgen is a leading human therapeutics company in the biotechnology industry. For 25 years, the company has tapped the power of scientific discovery and innovation to dramatically improve lives. Amgen pioneered the development of novel products based on advances in recombinant DNA and molecular biology and launched the biotechnology industry’s first blockbuster medicines. Amgen, a biotechnology pioneer, discovers, develops and delivers innovative human therapeutics. Their medicines have helped millions of patients in the fight against cancer, kidney disease, rheumatoid arthritis and other serious illnesses.

As an organization dedicated to improving the quality of life for people around the globe, AMGEN fosters an inclusive environment of diverse, committed and highly accomplished people. People who respect each other but compete intensely to win. Together, they live the AMGEN values as they continue advancing science to serve patients.


As a change management lead related to enhancement bank changes of AMGEN PTS Team in this project, Ayan was involved in following areas:

Being change owner of both development changes and functional configuration, thereby being responsible for the whole process right from requirement gathering of change required from business till the changes reaching successfully in production systems.

After gathering the requirement from client, this has to be then made understood to the respective functional owner of that module as well as explain the changes to the development team.

Integrate with Basis and Security team for issues regarding transport movements and security roles related to the changes involved.


Helping team members for preparation of training materials and exercise along with providing solution or clarification by coordinating with onsite client.

Always created positive atmosphere for learning and assuming additional responsibilities like currently handling tickets even outside his area like in QM and MM areas.

100% SLA adherence to tickets was always maintained, in spite of large ticket volume. Continuously increased off shoring rate every month without breaching SLA's and

maintaining client satisfaction. Completed on time all online training courses given to me prior to starting work on

tickets and accessing various tools of the project like ISM, Mercury Centre and EDM Quality as well as EDM Team.

Helped my team members for any issue stuck, be it technical or clarification from market for faster and smooth resolution.

No escalation was made relating to tickets from client side. Explained the functional logic to the technical team involved in various custom related

programs which involved functional inputs related to cross functional modules. Involved in script preparation as well as its execution in HPQC tool of integration cycle

testing of various processes involved mostly related to configuration.



8. Mead Johnson Nutritional (MJN) Project – USA SAP ECC 6.0

Client: Mead Johnson NutritionalDuration: May 2010 till November 2010Role: Onsite Team Member of PTS Module in Wave 1 Implementation project

Mead Johnson & Company, better known as Mead Johnson Nutritional, is a global leader in the manufacture of such nutritional products for infants and children as Enfamil and Enfalac formulas. A subsidiary of Bristol-Myers Squibb Company, Mead Johnson has been headquartered in Evansville, Indiana, since 1921. The company offers more than 70 products in over 60 countries worldwide and maintains major manufacturing facilities in every region where it does business. Mead Johnson was also well known for its adult nutritional products, including the supplement beverage Boost, until it exited that line of business in 2004. Outside the United States, the company offers a full line of infant formulas as well as several nutritional products for toddlers, older children, and adults.This MJN project is the SAP implementation project for USA (Wave 1) across Evansville and Zeeland Regions.

Specific Responsibility (onshore):

Being a team member in PTS module of this project, Ayan was involved in following areas:

Analysis and Documentation: Studied the as is scenario that was being carried out in the plant. Studied the gap between the existing process and the to-be SAP process. Prepared the business rules for the system and documented the master data section of PTS Module.

Customization and bug-fixing for PP-PI module involving the master data section of PTS Module.

Involved in requirement gathering of master data from business. Involved in making functional specification of the new configurations required. Primarily involved in getting sign off from business as well as simultaneously getting

their approval in these functional specifications Documented the changes in configuration in SOLMAN. Primarily responsible for Bill of Materials and Master Recipe section of master data. Co-ordination of data flow from legacy system (Optiva), to third party inter-phase (Web

sphere) and finally to SAP ECC system, with respect to Bill of Materials. Explained the functional logic to the technical team involved in recipe conversion

program which included the sequence of operations to be taken as well as the timings involved in each of them.

Involved in script preparation as well as its execution in HPQC tool of integration cycle testing of various processes involved of master data as well as security and audit related roles.

Provided user training to the business people who would be involved later in master data areas specific to Bill of Materials and Master Recipe.

Involved in subsequent up gradation from SAP R/3 3.1 H to ECC 6.0, in some of the areas required, where responsibility was on studying the impact analysis and explaining


the differences to the business users handling the system, especially with regard to Routings and Recipes.

9. Ashland AMS Project – USA SAP R/3 4.7 and ECC 6.0

Client: AshlandDuration: May 2008 till May 2010Role: Project Lead for AMS Ashland offshore Project

Ashland (NYSE: ASH) is a transportation, construction, chemical, and petroleum company providing innovative products, services and solutions. A Fortune 500 company, they have sales and operations throughout the United States and in more than 120 countries around the world. Their operations include four wholly owned divisions: Ashland Paving and Construction, Ashland Distribution, Ashland Specialty Chemical and Valvoline. This Ashland Global One project is the SAP implementation project for Canada, US, Mexico and all over EU countries. IBM had completed Canada development in 2005; US development in 2006 October, EMEA SAP Implementation in October 2007 and finally we finished Asia Implementation at July 2008. Also, we are providing functional SAP support for Canada, US, Mexico and EMEA in the areas of OTC, PTD, STP, FIN, EHS and RM as well as technical ABAP support for the said countries. Going forward, China support will also be provided for these functional and technical areas.Currently, we are also doing the Ashland SAP HR Implementation work for US. There is another SAP Implementation work going on for the Warehouse in Germany which Ashland acquired.


Currently, as a project lead of this project, Ayan is involved in following areas:

Customization and bug-fixing for PP-PI module. Involved in gate-keeping and resolution of tickets related to GBS SAP Support PTD

process area Involved in following up with team members on the progress of the tickets of different

process groups, both functional and technical, especially if for any reason it older than a week.


Was the sole responsible owner for Peregrine and Remedy tool later related to PP-PI tickets from offshore, whereby handled majority of the tickets governing this area.

Always created positive atmosphere for learning and assuming additional responsibilities like currently for various quality related activities like regular update in SDMS. RPM and following up with consultants on this.

No escalation was made relating to tickets from client side. Always prioritized as per customer's requirements Always followed the best practices as desired by the service.


Prepared repository for tickets which would help any new comer for faster resolution of tickets..

Responsible for maintaining SLA related to ticket picking and resolution as well as maintaining excellence in quality with respect to client’s requirements.

Responsible for maintaining the quality documents related to project like Project Tailoring Decisions(PTD), PMSS, Quality Plan, Communication Management Plan, P3 CTR, Staffing Plan, Training Tracker and HR plan.

Responsible for maintaining the weekly dashboard, which indicates the BMI and Productivity of the project.

Responsible for submission of monthly metrics of the project, which is submitted in the Metrics Repository of SQA tool in IBM database server.

Responsible of resolution and closing of audit points raised by PQA or auditors. Received high client rating as agreed upon by client with IBM for resolution of tickets.

10. Nestle GLOBE Project – Europe, USA, Asia Pacific SAP R/3 4.7

Client: NestleDuration: September 2005 till April 2008.Role: Team Lead for Nestle Sustain T&P

In the 1860s Henri Nestlé, a pharmacist, developed a food for babies who were unable to breastfeed. His first success was a premature infant who could not tolerate his mother's milk or any of the usual substitutes. People quickly recognized the value of the new product, after Nestlé's new formula saved the child's life, and soon, Farine Lactée Henri Nestlé was being sold in much of Europe. In 1905 Nestlé merged with the Anglo-Swiss Condensed Milk Company. By the early 1900s, the company was operating factories in the United States, Britain, Germany and Spain. World War I created new demand for dairy products in the form of government contracts. By the end of the war, Nestlé's production had more than doubled. The 1920s saw Nestlé's first expansion into new products, with chocolate the Company's second most important activity. Ironically, the Second World War helped with the introduction of the Company's newest product, Nescafé, which was a staple drink of the US military. Nestlé's production and sales rose in the wartime economy. In 1947 came the merger with Maggi seasonings and soups. Crosse & Blackwell followed in 1960, as did Findus (1963), Libby's (1971) and Stouffer's (1973). Diversification came with a shareholding in L’Oréal in 1974. Nestlé's growth in the developing world partially offset a slowdown in the Company's traditional markets. Nestlé made its second venture outside the food industry by acquiring Alcon Laboratories Inc. Nestlé divested a number of businesses1980 / 1984. In 1984, Nestlé's improved bottom line allowed the Company to launch a new round of acquisitions, the most important being American food giant Carnation. Since 1996 there have been acquisitions including San Pellegrino (1997), Spillers Pet foods (1998) and Ralston Purina (2002). There were two major acquisitions in North America, both in 2002: in July, Nestlé merged its U.S. ice cream business into Dreyer's, and in August, a USD 2.6bn acquisition was announced of Chef America, Inc.


Nestle GLOBE project stands for “Global Business Excellence.” This is one of the largest SAP implementation projects ever undertaken, and contains apart from SAP R/3, various other technology platforms. The objective of the project is to unlock Nestlé's business potential by creating and adapting common best business processes globally. The program approach is to build successive versions of a globe template that will be rolled out with increased functionalities and localize the globe template at a regional/market level and deploy it rapidly within individual markets. The project commenced in November 2000.

Onsite implementation experience:-

Ayan was at onsite at Paris, France where he was involved in the initial blueprinting phase of Nestle Waters France/Belgium Project 2 implementation for PP-PI module.

Specific Responsibility (Onsite implementation):

As a single point of contact (SPOC) on behalf of GC Europe for this project, Ayan was involved in the following areas:

Blue printing on process definition for SAP PP-PI module Design of production layout in SAP in consultation with France business team and

adherence to GLOBE best practices. Identify scope of reengineering, in the factory location where production would be done, where possible for better utilization of space.

Involved in workshops related to manufacturing process area where Nestle Globe processes were discussed with market team at factory locations.

Identify gaps in business process and help in workaround wherever possible. In case of template gap, design functional specification for enhancement development.

Ayan had started working initially in Nestle Projects after joining IBM on September’05Initially for first three month he had worked for EUR L&T and configuration for AOA & AMS markets in PP-PI, AMM & QM Module. He has made significant contribution there .He had been involved in creating multiple data sets for master data and transaction data in T&P process area & making DE suitable for user training . He was also involved for L&T co-ordination activities

Nestle Globe for GC Europe, Localization Factory Service (LOFAC) was started to support market requirements in the area of configuration & sustain service of SAP during the implementation phase for Non-live markets along with issue resolution for SAP during the post implementation. LOFAC was also responsible for live support to all existing markets


Ayan is working since the start of this service as member for the T&P Team and became the team lead of Nestle T&P service from March 2007.This team is working on configuration in close co-ordination with GCE for all European markets. ) He is involved in coordinating with GCE both with LF Team and BAM Team for all the day to day work for any clarification or highlighting the issues pertaining to the work at hand . Ayan is also working for live support in the incident fixing to all existing markets and resolve there issue regarding any SAP system problem according to client priority He has worked with Nestool and Peregrine which are the tools related to complete cycle of configuration (right from the raising the Configuration request till the Configuration land up in Production client) and sustain service.

Ayan is playing major role in this team as all the fresh configuration of PP, QM, PM and PS Modules for new markets like Italy, Iberia, Netherlands, Nordics and now the Swiss Migration, has been handled by his team. Apart from fresh configuration, he is handling the change of configuration coming from already live markets of Europe. He has been handling the Manual Configuration changes in the Open Clients in different environment.

Ayan has thorough understanding of Nestle Globe Processes and he has demonstrated his capability while working in LOFAC service.

Ayan’s involvement in this support project was providing functional consultancy as a team lead for PP-PI Module from offshore.

Specific Responsibility (offshore):

As a team lead of this project, Ayan was involved in following areas:


Involved as a full- time consultant for Europe Region, named as LOFAC (Localisation Factory) from November 2005, onwards. He also later worked for both Asia-Oceania as well as for America regions. This involves the whole sustain practice for Europe whereby bug-fixing and configuration are mainly done within our process area.

Helping team members for preparation of training materials and exercise along with providing solution or clarification by coordinating with onsite client.

Was the primary responsible owner for Peregrine related to European markets, whereby handled majority of the tickets governing this area.

Always created positive atmosphere for learning and assuming additional responsibilities like currently he is the primary responsible owner for Peregrine related to European markets, whereby handled majority of the tickets governing this area.

More than 90% SLO adherence to tickets was always maintained, in spite of large ticket volume (more than 200 tickets/ month)


Continuously increased off shoring rate every month without breaching SLO's and maintaining client satisfaction.

Has worked continuously in on-call from April 2007 and resolved all P1/P2 related incidents which came during off-hours of the service.

No escalation was made relating to tickets from OCF side. Always prioritized as per customer's requirements Always followed the best practices as desired by the service and offered suggestions to

service desk team for further improvements for faster resolution of incidents. Also helped in configuration related to buckets coming under LOFAC, both in

development systems as well as for open client manual configuration for regression, pre-production and production systems.

Has worked with Nestool and Peregrine which are the tools related to complete cycle of configuration (right from the raising the Configuration request till the Configuration land up in Production client) along with TPR's (Test Problem Reports) and sustain service.

Has worked in the fresh configuration of PP, QM, PM and PS Modules for new markets like Italy, Iberia, Netherlands, Nordics and more recently the Swiss Migration has been handled efficiently. Apart from fresh configuration, he is also handling the change of configuration coming from already live markets of Europe.

Has demonstrated flexibility with respect to adaptation of continuous changing processes as well as conforming to SLO's and this was appreciated by our GC BAM counterpart through mail.

Gave KT to any new person joining the service line regarding service line procedures as well as technical help related to CI creation, procedures for open client for performing manual configuration as well as able guidance related to solving tickets.

Prepared repository for tickets which helps any new comer for faster resolution of tickets..

Always created positive atmosphere for learning and assuming additional responsibilities like by giving constant guidance to fresher’s learning PP module in fast track.

Has worked in on-call and resolved all P1/P2 related incidents which came during off-hours of the service as rest of team members were new and groomed them during this period.

Successful induction and adequate technical grooming of rest of my 3 team members working in LOFAC service in such a way that each can do any work at the present.

Gave training and always shared knowledge with all my team members regarding functional issues in PP-PI.

Helped my team members for any issue stuck, be it technical or clarification from market for faster and smooth resolution.

Overall coordination with T&P team members outside LOFAC was also consistently done in areas like AOA and AMS related to tickets and configuration buckets.

These efforts also helped in increased efficiency and responsiveness of the team- thereby increasing off-shoring rate from 57% (end of year 2006) to 75% (end of year 2007)

11. John Deere Power System, USA, France SAP R/3 3.17 & 4.6C

Client: John Deere Power System


Duration: January 2004 till August 2005Role: Team lead for PP and PM

Deere & Company, founded in 1837 (collectively called John Deere), has grown from a one-man blacksmith shop into a worldwide corporation that today does business in more than 160 countries with approximately 40,000 people. John Deere consists of three equipment operations (agricultural, commercial & consumer, and construction & forestry), credit operations, and four support operations (parts, power systems, technology services, and health care). It is one of the oldest industrial companies in the USA, and recently took top honours in Fortune magazine's annual listing of "America's Most Admired Companies" in the industrial and farm equipment category. John Deere Power Systems (JDPS) products and services are mainly divided into two divisions: Funk Manufacturing and EnginesAyan’s involvement in this support project was providing functional consultancy as a team member for PP and PM Modules from offshore. The PP and PM module’s scope in SAP R/3 included:

Materials Requirement Planning Demand Management Sales and Operation Planning Capacity Planning Production Control using Production order and Planned order Notification processing PM order


As a member of this project, Ayan was involved in following areas:

Customization, Bug-fixing, and providing functional specifications for new development programs for PP and PM modules

Involved in a performance tuning project involving functional testing of PP and PM modules

New program development requirements in SAP 3.17 -The 250 Series Manager would like to download engineering data from SAP317 system into a spreadsheet. The data is required by Product Development team to review engineering changes history

Assistance to training team members for preparation of training materials and exercise.

12. Saran New Assembly Line Implementation, France SAP R/3 4.6 C.

Client: John Deere Power System Duration: September 2003 till January 2004


Role: Team lead for PP

John Deere Usine de Saran, a part of John Deere Power system division of Deere and Company, located at Saran. This plant of John Deere, manufactures and Sales Three cylinders, Four cylinders and Six cylinders Engines required for various applications like Agriculture and Forestry equipment’s, Marin application as well as Power Generator sets. Apart from supplying these engines to customers, JDPS-Saran also supplies engines to John Deere’s Plants in Europe and United States.

To enhance the production capacity (~67%) and also to smoothen and improve the material flow on the assembly line, Saran unit was planning significant changes to the physical layout of Assembly area. There was a need to manage these changes from SAP (systems) perspective as well. As per this project plan, engine assembly activity was scheduled to go live with new set-up from 5th Jan 2004.Specific Responsibility:

Re-organization of Supply Areas as the new assembly line would have different operation stations and staging of materials will be at different locations

Changes to Bills of Materials to capture details like new supply area etc. Changes to Kanban Control Cycles - In line with changes to supply areas, new Kanban

Control Cycles had to be defined. Download the existing production data in SAP Identify the changes required to implement the new assembly line. Finalize the specific requirements along with analysis of probable impact areas followed by

realistic effort estimation and planning. Trigger point data and Material routing data via ALV reports using the ALV Grid display

functionality. Identification all the data impacted and all the areas where change was necessary, identified

the new data origin and check the availability of tool to get them, validated the scenario established by John Deere

Defined the functional process to use to support the data transfer or change, designed and estimated the development effort followed by development of the upload and download programs.

Upload modified data to the SAP system suitable for the new assembly line using Standard Batch Input / Direct Input programs.

Provided user training and go-live support to further smoothen the transition of assembly line Managing the delivery of the project from offshore and liaising with the offshore team for

smooth day-to-day operations

The specific SAP area in Name was involved in the Project are

Demand Management. Material Requirement Planning. Master data like Bill of Material, Routing Kanban Control Cycle.


13. SAP R/3 Implementation at Tata Motors, Jamshedpur SAP R/3 4.6 C

Client: Tata Motors, JamshedpurDuration: April 2002- August 2003Role: Team Member for PP Module

Tata Motors, Jamshedpur is one of the leading automobile industries in the world specializing in buses and trucks as well as passenger cars. Implementation of SAP R/3 with six modules of version 4.6C The project scope encompasses support to Tata Motors to sustain, maintain and enhance the current implementation and also implement new SAP R/3 solution to their automobile business.

The project kicked off in April 2002 and went live on 1st January 2003.After that, Ayan was involved in the support work of the project and end-user training.

The PP module scope includes Planned Order, Material Requirement Planning, Long Term Planning, Demand Management and Repetitive Manufacturing.


Manage, sustain and maintain current SAP R/3 solution already implemented and implement new SAP R/3 solution for PP module for automobile business.

Involved in subsequent up gradation from SAP R/3 3.1 H to 4.6C, where his area was on studying the impact analysis and explaining the differences to the business users handling the system.

The method employed in the up gradation was ASAP. He was involved in preparing the document in Business Blue Print for the Production Planning Module after understanding the business requirement.

Work as a team member for PP module and responsible for Implementation of PP module with his team members.

Responsible for the entire project deliverables and training including planning and setting up of quality standards for PP module. This includes business blueprint, Configuration, Unit testing, Integration testing and post implementation support.

Responsible to coordinate and facilitate all Integration Issues for PP module CO with SD and MM team members.

Planning and performing User training with Client for end users.

Project has gone-live on January 01, 2003.

14. SAP R/3 Implementation at Tata Motors, Jamshedpur SAP R/3 3.1 H

Client: Tata Motors, JamshedpurDuration: April 2001- March 2002Role: Core Team Member for PP Module


Tata Motors, Jamshedpur is one of the leading automobile industries in the world specializing in buses and trucks as well as passenger cars. Implementation of SAP R/3 with six modules of version 4.6C The project scope encompasses support to Tata Motors to sustain, maintain and enhance the current implementation and also implement new SAP R/3 solution to their automobile business.

The Project Team comprised of 12 consultants from TTIL and about 20 Core Team members from Tata Motors.


As a member of this project, Ayan was involved in following areas:

Analysis and Documentation: Studied the as is scenario that was being carried out in the plant. Studied the gap between the existing process and the to-be SAP process. Prepared the business rules for the system and documented the entire module.

Customizing: Customizing was done for the entire Production Planning module for make to stock scenario including Demand Management..

Data Transfer: - Data was transferred from the legacy system to SAP. Maintaining of Master Data like BOM, Work Centre and Routing

Data conversion Testing: After development integration testing was done testing before moving into the

Production client. Conducting of end-user training

Project has gone-live on March, 2002.

Non-SAP Work Experience

Tata Motors, Jamshedpur July 1998 – March 2001 Manufacturing

Ayan has worked as Senior Engineer- Production Planning and Control Division in Tata Motors for 3 years.


Worked in Production Planning and Control in the role of a Senior Engineer for Telco, Engine Division who are engaged in the manufacturing of engine and its components like gearboxes, speed gears and shafts

He was responsible for achieving targets set in the following key areas of performance Reduction in Inventory in value and Quantity, storage location and part number wise of

various components of engines manufactured in different production lines. Planning of daily, weekly and monthly schedules as per customer requirement of the engines

to be produced model-wise.


Responsible for giving advance information to both production and materials person about possible shortages of materials which could hamper production for the day by taking daily stock of each component.

On-time delivery, strict maintenance of schedule planned as per sequence. Cost reduction Reduction in customer complaints Adjustment of schedule in case of any emergencies arising out of sudden customer

requirement. Daily inspection of the components produced by production people before final delivery to

customer as to whether it complies with quality standard. Process capability study. Involved actively in Business Process Reengineering implementations and Quality

management.

TECHNICAL CAPABILITIES

Languages / Software

SAP R/3 (3.1 H , 4.6C, 4.7 and ECC 6.0)

Methodologies

Operating System: DOS, WINDOWS 95, 98,XP

Database: MS-Access.

Training:-

Completed a three-week training from SAP on Classification and Variant Configuration held at Bangalore

In-house Production Planning (PP) module in SAP/R3 in both versions of 3.1 H and 4.6 C.

In-house training on SAP Business Information Warehouse for 2 weeks. In-house training on SAP Batch Management case study Completed three-day training from SAP on Process Management held at Kolkata.

Certifications:-

ITIL v3 Foundation Course completed in 2012. ISEB- Business Analysis (Foundation) completed in 2012.


Other relevant informationOther relevant information

Personal Details:

Address Flat no. 2D-903, Avishikta – 2, 369/3, Purbachal Kalitala Road, Kolkata - 700078, West Bengal, India

Telephone +91-33-2484-4865.+91-9836945159

E-Mail Address [email protected] Passport NoMarital Status

J1861596 Married


Documents

CV_AYAN DASGUPTA