Topic Covered -

Session Name: Team Structure for Internship Program

1. Team Structure for Internship Program
2. Correcting Names and Roles in Project
3. Project Phases and Discovery Phase
4. In-House Consultants' Role in Discovery
5. Project Preparation and Consultant Onboarding
6. Risk Identification in SAP Projects
7. Mobile Phone Manufacturing and Distribution
8. Invoicing and Shipping Process Clarification
9. PCB Assembly and Phone Casing Process
10. TM System for Outbound Processes
11. Project Progress and Team Satisfaction
12. SAP Implementation and Project Updates
13. Access and Reference Folder Discussion

Team Structure for Internship Program

Parminder led a meeting to discuss the structure of the team for an ongoing internship program. The team structure was formalized, and roles were assigned. Rakshita and Vamsi were assigned as team leads, while Chandni led the about team. The team also included consultants from various domains. Atanu expressed a desire to be a consultant rather than a lead, and Vanitha was assigned as the new MM lead. The team structure was shared, and Parminder emphasized the importance of completing assignments. The conversation ended with a discussion on the need for flexibility in the team structure.

Correcting Names and Roles in Project

Parminder led a meeting where the team discussed the correction of names and roles. Parminder clarified that Farin only needs server access and not a bundle for the internship. The team also discussed the inclusion of Narender and Pooja in the project. Parminder emphasized the importance of the team's participation in future sessions to gain awareness of the implementation process.

Project Phases and Discovery Phase

Parminder led a discussion about the project phases, focusing on the discovery phase. Participants discussed the roles of consultants and project managers in this phase, emphasizing the need to understand the business requirements, current and future states, risks, and impacts. They also highlighted the importance of communicating this information to team members and documenting it. Parminder clarified that the discovery phase is not considered a project phase and is part of the company's overall strategy. The team also discussed the need to prepare a business case for the project, considering the current legacy system and the desired improvements.

In-House Consultants' Role in Discovery

Parminder discussed the role of in-house consultants and external consultants in the discovery phase of a project. The team's role is to confirm that the choice of SAP S/4 Hana is the right one and to explore the system to identify its capabilities. They also prepare a business case and high-level scope for the project. The team connects with implementation partners and prepares a request for proposals. The project's start depends on the selection of the implementation partner. Parminder also mentioned that the discovery phase can be very long and can last for 6 months.

Project Preparation and Consultant Onboarding

Parminder discussed the preparation phase of a project, which involves the involvement of various teams including project management, product owners, leads, and solution architects. The goal is to prepare a detailed project plan, identify risks, and onboard consultants. The target is to have all functional consultants on board by the end of the preparation phase. The project planning timelines, identification, and scope drill down also occur during this phase. Manjunath asked about the number of consultants to be hired and their experience, to which Parminder explained that the leads, who have more technical knowledge, are involved in this decision.

Risk Identification in SAP Projects

In the meeting, Parminder discussed the importance of risk identification in SAP implementation projects, highlighting factors such as project team members, infrastructure, costing, timeline, and political stability. He also emphasized the need to identify potential risks like resource availability, project scope changes, and political instability. The team then transitioned to the explore phase of a project, which involves requirement gathering, designing, and preparing for the next steps. Parminder and Shilpi were assigned to act as clients, and the team was tasked with preparing a questionnaire for the next session. The conversation ended with a discussion on the importance of effective communication in project management.

Mobile Phone Manufacturing and Distribution

Parminder discussed the company's manufacturing and distribution processes, including the production of mobile phones in the US and their distribution to customers. The company has two distribution centers, one in Texas and the other in California, and they plan to implement a transport management system in the Texas distribution center. They also plan to implement an extended warehouse management system in the California distribution center. The company's customers include Apple, Samsung, and other mobile sellers. Parminder emphasized the importance of understanding the demand forecast from customers to manage production and distribution effectively.

Invoicing and Shipping Process Clarification

In the meeting, Parminder clarified the process of invoicing and shipping products to customers. The team discussed a scenario where a customer had a demand forecast of 20,000 units, but only ordered 18,000. The team decided to invoice for the 18,000 units shipped and would discuss with the customer about the remaining 2,000 units. Baskar asked about subcontracting or consignment, but Parminder deferred the discussion to a later session. The team also discussed the distribution chain and the manufacturing process, with Parminder emphasizing the need to thoroughly review the provided study documents before the next session.

PCB Assembly and Phone Casing Process

Shilpi discussed the electronics manufacturing company's operations, including their production of mobile phones and smartphones. She detailed the process of PCB assembly, which involves stencil printing, pick and place machines, reflow oven, automatic optical inspection, and testing. She also explained the Cnc machine process for phone casing, which uses titanium or aluminum blanks. Shilpi mentioned the company's assembly lines for front and back end assembly, and the quality inspection processes. She also provided a bill of material for one phone, highlighting the major components used. Shilpi emphasized the importance of quality inspection and defect reduction to meet the company's demand.

TM System for Outbound Processes

In the meeting, Parminder discussed the need for a Transportation Management (TM) system only for outbound processes, not for inbound ones. He emphasized the importance of understanding the industry and product they are working with, and suggested watching a series of YouTube videos to gain better visibility. He also mentioned the need for branding and the importance of mentioning the scope of the TM system in the Business Value Proposition (BVP) document. There were some questions about the payment process and the use of different ship-to parties, which Parminder clarified. He also asked the team to share their email IDs if they didn't have access to the project folder.

Project Progress and Team Satisfaction

Parminder discussed the project's progress, focusing on the roles of the producer, operator, and montage. They confirmed the team's satisfaction with the project and the need for a break. The team also discussed the project's location, with Borispol being mentioned. The conversation ended with a discussion on the project's timeline and the need for a montage.

SAP Implementation and Project Updates

Parminder discussed the complexity of manufacturing processes, noting that companies often implement SAP to manage them. He mentioned a project they are working on, which has been ongoing for over a year without a go-live date. Shilpi then presented an Excel sheet for updating questionnaires and scenarios, with Parminder emphasizing the need for individual work on enterprise structures. He also clarified that the project implementation could take up to 5-10 years for companies with global presence. The team was asked to update the questionnaire tab with their questions and scenarios, and to remove any duplication.

Access and Reference Folder Discussion

In the meeting, Parminder was instructed to check their Gmail for a link. Shilpi was tasked with sharing a link and adding access for those who didn't have it. There was a discussion about access to a folder, with some team members not having access. Shilpi promised to resolve this issue. The team also discussed the need for a reference folder for past documents. There was a mention of a Google form that some team members had filled out but didn't receive access to. Shilpi assured that everyone would have access by the end of the day. The team also discussed the need for a Whatsapp group for the project.