سوراب سنغفي

Responsibilities Key Results Area
Extensive
Stakeholder
Management
Worked with teams of the acquired companies namely Hamburg Sud, Martin Bencher alongside Maersk’s internal teams like People
Partners, Rewards, Global Mobility, Legal, Finance, Payroll to come up with Fit-Gap Analysis and accordingly co-ordinate with individual
teams both the sides; to fix the delta/gaps identified while ensuring timely Go-Live on Workday system.
Time bounded
Workday
Integrations
Ensured timely availability of the Employees Foundational data, Organizational Design (OD), Legal Entities details for LF Logistics
and Hamburg Sud in turn facilitating timely EIB templates readiness for Workday Configuration & Integration from the IT side.
Change Requests (CR’s) were created and managed on JIRA.
Post Merger
Integrations
Lead Project Gollum for APJ countries. Purpose of this project is to harmonize acquired company’s sister legal entities into main
Maersk legal entity and ensuring SAP decommissioning by Q3-23. While also keeping a tab on progress made for all the APJ
countries. Eg: Hamburg Suite - China Mainland, Singapore, Malaysia.

Hewlett Packard Inc.
Role: Project Manager.
Responsibilities Key Results Area
Time Bounded -
Product Delivery
Delivered 65+ Products on schedule in the last 12 months through Agile Sprints encompassing PAN-HPs high value proposition
programs like - Simplify, Digital Procurement, SCDE Retirement. Consumption tools used: PowerBI, Webi, Tableau, JIRA, and MS Excel.
Stakeholders
Collaboration
Worked In-tandem with the teams across BI like Product Owners, Business Towers, IT Architects, Business Architects and Report
Analysts for T-Shirt Sizing, Developing Data Models, Solution Management, System of records, User Story Grooming etc.
Interactive Analytics Analysis includes HPs spend on Procurement, Share of Wallet across Suppliers/ODM's and Commodities Planning / Demand
Forecasting. In addition, Auto-notification feature was introduced for the managers when above numbers breach the defined range.
Governance
Framework
Built a Sustainable Governance model for the Procurement-BI team by introducing measuring KPIs like Accuracy/Timeliness, Plan of
records, Support & Sustain, Change Management, Funnel Management.
Savings 7 FTE's + approx. $41M of Value creation coming either from Spend Savings, Productivity Increase, Cost Avoidance or Asset
Efficiency.