Chandrasekhar S

Accountable for handling order managers of 11 & management activity, responsible for agro chemical supplied to American Continent & E2E fulfilment process. Will ensure the team deadlines are met. Works closely with logistics Team to enable cargo reaches on time by selecting the most cost-efficient mode of transport.

Accenture’s face to Client in terms of Quality & Lead calibration sessions within the team as well as with Client, Quality Discussions & performance improvement plans, reported the daily audits, and measure the parameter wise and work wise QA Report. Month end report generated and discussed with stake holders on performance plan.

provided deployment support for process improvement and SLA-improvement activities originated by: Operations, Quality & Training Drives. Individuals and Team to achieve goals and to align this with the projects SLAs. Solved precedent & reference detailed instructions & procedural docs. Responsible for distributing procedural & processing Guidelines

Work

• Analyzed the existing training module, looked for topics not relevant to the region the resource is being trained for
• Eliminated redundant topics & created a precise training module
• Reduced the training duration from 48 days to 8 business days

Output

• Reduced Training Duration from 48 days to 8 Business Days

Impacts

• Training duration reduced from 48 days to 8 business days
• Training module updated
• Irrelevant topics removed for the region specific training
• Faster move of resources to production

• Analyzed the situation and identified common concern with shipment splitting in North American region
• Noted that US, Canada & Mexico accept one invoice for one Bill of Loading (BL) document when 5 deliveries are sailing in one BL
• Observed that shipments could be split for various unknown reasons which leads to increased workload for Customs authorities
• Noted that enforcement of One PO, One delivery, One BL & One Invoice concept could reduce Split shipment
• Expressed concerns to 4PL partner since they don't have control over shipment splitting
• Approached IMC contact at destination to create PO's while applying One PO, One delivery, One BL & One Invoice concept
• Arrested Split shipment 100% and prevented Invoice reversal.

Significant decrease in work-load due to decreased split shipments and invoice reversals.

Eliminated the need to reverse Invoices on average (15)

Reduced involvement of multiple parties

Reduced workload associated with Customs Authority

Elimination of demurrage costs due to delayed document production.

**During 2021 when I took over the NA (North America) region, Generating Invoices was a more complex process than in other regions. At other regions, Invoices could be generated as soon as the GI (Goods Issue) was posted by plants at the deliveries, but this was not the case for the NA region. Invoices could only be generated once the BL (Bill of Loading) was generated and issued based on the deliveries listed at the BL. Generally the BL was issued 7 business days after the departure and total sailing duration was less than 21 days to the NA region.

Total pending deliveries were more than 460+, which had been GI posted, and BLs had been generated for a few of the deliveries. However, I had to check all 460+ deliveries to ensure for which BLs had been generated, so that I could generate and issue the Invoice to the destination. This took approximately 2 hours of my day. For NA countries, Invoice copies had to be filed at least 5 business days prior to Import permits for US customs. All these factors made Invoicing more complex and caused backlogs to pile up.

I analyzed the situation and identified that BL and Container # were being populated at the delivery (T-Code VL02N) a day before collection was planned. I requested the destination, but I relied on the BL and Container # to generate the Invoice; this information was already available at the Shipment tab of the delivery. Instead of waiting for the BL copy, I validated each delivery at the PO and was able to issue Invoices accordingly, based on the BL # used at the deliveries. Applying this concept, I reduced the Invoice backlog and was back on track with the NA invoicing process. A new Invoice processing procedure was then in place.**

Impact:

• Significant time savings of 2 hours per day on invoice process.
• Timely issuance of invoices for import permits, specifically for North America countries.
• Reduced invoice backlog and ensured NA invoicing process is on track.
• New invoice processing procedure in place.

Plenty of Monthly & Quarterly awards recognizing my performance and value created at the project, just mentioned the last award received.