Jashwitha Nuthalapati

Engineering S&OP System

The process structure that made planning visible

9 subsystems. 6,000 engineers. 27 countries. The data existed. The structure didn't. So we built it, and took demand visibility from 66% to 95%.

IBP for the Surface Business Unit

Where functional planning meets strategic alignment

Every function had priorities. The business had its own. IBP asked if they were ever the same. Proposed a three-anchor model that brought every function into one planning cadence. Approved by the president for MVP.

Integrated Planning Platform

The platform that made the planning data usable

S&OP had structure. But no one had a single view to decide from. Built the integrated planning ecosystem, 50+ data sources into one platform, that shifted leadership from data gathering to decision making.

Integrated Execution Scheduling

Where commitments meet delivery capacity

Tender inaccuracy and execution plan changes drove over 45% of value destruction. Built a scheduling framework that connects what is committed at tender to what is planned for delivery. Now scaling across 9 subsystems.

Capstone

The diagnosis that explains why the other projects needed to exist

Every function solved its own version of the problem. No one had diagnosed the whole, so we did: two systemic root causes, six independent data sources, seven strategies.

Feasibility Driven Planning

Fixed spine · flexible execution

Most integration programmes try to standardise everything. This fixes only the spine (shared data structure, definitions, and review architecture) and leaves execution flexible, so the system survives reorganisations and tool changes. It's the pattern underneath the five projects above.