I interviewed Amritha AM who discussed Supply Chain Strategy and ERP Implementation.






Today we're speaking with Amritha. She's going to discuss supply chain strategy and ERP implementation. Amritha is an operations product manager at NetApp. Can you first provide a brief background of yourself.


Hi, Dustin. As you mentioned, I'm an operations product manager at NetApp. Here, my role involves performing data analytics for long-term supply chain strategy, products roadmap, reviewing product strategy, and product offerings in the storage industry.


I also work with multiple cross-functional teams like finance, planning, and different parts of our operations, external vendors. Mainly, I own strategy [inaudible 00:00:48] supply chain and ERP implementation.


Can you discuss some of your experience with supply chain strategy and ERP implementation?


Sure. When I say "supply chain strategy," it's mainly around what are our overarching strategy [inaudible 00:01:09] Or awarding strategy for a certain product? Say, if we have multiple MFG[inaudible 00:01:21] partners, what are the select criteria OF Mfg Partners, what are the products to be awarded [inaudible 00:01:26] to partners? And what are the cost margin that we are going to target? Is there particular cost limitations or cost criteria? Is there particular technology and the lead time or criteria that we need to set up for a particular product?


These are the kinds of supply chain strategies that I mainly work on, and that's what, actually, leads to operations and IT roadmap [inaudible 00:01:54]


Can you talk about why it's important?


It's mainly important as it gives operations an opportunity to revisit the priorities. Sometimes, over the course of business -- Let's say, over the course of one or two years, we would have set certain priorities as -- Let's say cost or transformation was our priority in starting off 2017, but the same priority might not hold good at 2018 or 2019, when, probably, our focus should be market share or customer satisfaction. At that time, we would have to revisit and redo the roadmap.


Supply chain strategy, or the supply chain architects, come into picture where -- that is when they will revisit previous assumptions and understand how is the business doing right now, how is the industry performing right now, and how do we and our products stack against our competitors. That is why supply chain strategy is needed.


Can you share some particular recommendations on implementation and metrics?


Okay. With respect to implementation, as the business changes, there will be multiple process changes or process optimizations. Those will require minor tweaks or major ERP implementation, and even upgrading ERP implementation. Some of the companies have Oracle, some of the companies have SAP, some of them have both. When we say "ERP implementation," any process changes will require tweaks in the ERP or mappings in ERP. Those are some things that the operation team will always have to budget for.


The metrics part is -- We measure our ops, our team, on performance. There are different models for metrics. Something that I'm well-versed with is the SCOR metrics model. That is S-C-O-R metrics model. The main advantage of following a model is you can benchmark yourself or your company against the industry in which you are competing so you will be able to see how you are doing against your competitors.


Following a metrics model gives you and your executives a higher-level picture of how is the health of the supply chain and how is the supply chain doing.


Thanks for sharing today on this topic of supply chain strategy and ERP implementation.


Thanks, Dustin. I really appreciate your taking time and talking to me today.





About Amritha AM





Amritha AM


Supply Chain Strategist | Data Analytics | Product Portfolio Analysis | NPI | Logistics | Manufacturing


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