- Materials management and inventory.
- Procurement workflows.
- Sales and distribution.
- Process cleanup while a deployment is in motion.
Enterprise systems. Integrated supply chains. Operational excellence.
Complex problems.
Clear solutions.
Shirazi Consulting LLC is an independent firm for SAP S/4HANA, Blue Yonder WMS and TMS, EDI, deployment, and post-go-live hypercare. The engagement starts at the problem between the system and the operation that has to run it.
Where the work sits
Usually at the boundary.
Materials, procurement, sales and distribution, and the inventory picture the operation has to trust.
Inbound, inventory, picking, shipping, labor, and the distribution workflows on the floor.
Freight planning, load execution, shipment visibility, and the handoff out of the warehouse.
Transactions, mapping, and the disagreements between ERP, WMS, TMS, and a trading partner.
On-site or remote production support once the build team has stepped back and the floor is live.
Between the implementation and the operation that has to execute it.
Shirazi Consulting LLC advises manufacturers, distributors, logistics providers, and enterprise consulting firms through ERP, warehouse, and transportation transitions. Support covers deployment, integration, production issues, and stabilization after go-live.
The practice is independent. Work is hands-on, on site or remote, and stays with the transaction until the process holds.
Services
Core consulting services.
ERP, warehouse and transportation management, integration, go-live, hypercare, operational reporting, and distribution process improvement.
- Inbound receiving and inventory.
- Picking, shipping, and labor.
- Distribution workflows that have to clear the building.
- Freight planning and load execution.
- Shipment visibility.
- The transportation process the dock is waiting on.
- Transaction troubleshooting.
- Data mapping.
- Coordination when a partner and an internal system disagree.
- Cutover coordination and operational readiness.
- End-user training and system validation.
- Deployment execution beside the operation.
- Incident triage, escalation, and defect tracking.
- Root cause work across functions.
- Stabilization once the implementation team steps back.
- Power BI, SQL, and Excel.
- KPI definition and performance analysis.
- Reports checked against what the operation is actually doing.
- Distribution center process improvement.
- Workflow standardization.
- Operational efficiency inside the distribution network already running.
Approach
Implementation has to hold in production.
Distribution-center leadership, combined with hands-on deployment and hypercare. The aim is a stable process, not a longer list of open incidents.
- 01Name the processA receipt, an order, a shipment, or a document — and the systems that process has to cross.
- 02Find the boundaryERP, warehouse, transportation, and trading partners. The break is usually where those systems meet.
- 03Support the cutoverReadiness, training, validation, or the production incident still open after go-live.
- 04Leave a stable processA cause, the change that was made, and a clear owner when additional support steps back.
Situations
If this is the week you are in.
Shape of support
Post-go-live hypercare
- A useful first week
- Triage, escalation, and a cause for the incidents still hitting production.
- What to send before the call
- The open incidents, yesterday’s misses, and access to the screen where the error shows.
Contact
Discuss an engagement.
Planning a deployment, preparing for go-live, or supporting production after cutover. Send the situation. Scope is agreed on a call.
max@shiraziconsulting.com