James Saiko, Mba, Bme Email & Phone Number

Currently serving as the Solution Architect on a multi-site IFS implementation. Responsible for project scope and budget.

Chicago, Illinois, Us

Performed ERP Software Selection consulting on 6 successful ERP implementation projects. The scope of the projects included business process improvement, ERP software selection and implementation of the selected ERP system. Served as Project Manager on 2 of the ERP implementation projects.

Edina, Minnesota, Us

Served as IFS Management Consultant on 7 successful new IFS implementation projects and 12 successful IFS upgrade projects from 2022 – present, focusing on the Supply Chain and Manufacturing functional areas.

St Louis, Missouri, Us

Served as IFS consultant leading the implementation of additional functionality within IFS. Worked extensively with the Quality, Manufacturing and Inventory teams to improve efficiencies and material flow through process improvement and improved utilization of IFS functionality.

Highland Park, Illinois, Us

Led the IFS ERP implementation at HydraForce for the Engineering, Manufacturing, Operations, and Quality workstreams.Led process redesign workshops and development of the future state shipping process with the customer to improve accuracy and optimize the flow of materials.Led the development of the future state shop floor workflow, incorporating new reporting and controls available in IFS in order to achieve improved job costing and material traceability.

Eastlake, Ohio, Us

Successfully implemented Radan integrated ERP and CAD/CAM software at Stainless Specialties. Performed end-to-end business process redesign to optimize workflow, improve inventory accuracy and accurately track costs.

Austintown, Ohio, Us

• Appointed the co-leader of the process development and ERP reimplementation initiative. Worked with the project co-leader to establish the project schedule, budget and process redesign priorities.• Spearheaded inventory accuracy initiative. Revised receiving and material movement processes to ensure proper tracking and identification of inventory.• Implemented physical count program, including developing standard procedures, scheduling and organizing the physical counts at all facilities and overseeing the physical counts and reconciliation with the accounting systems.• Revised the supply chain organizational structure to support centralized purchasing, shop scheduling and materials management.

Solon, Ohio, Us

Managed the entire global supply chain for all of the components required to manufacture and assemble tunnel boring machines, as well as all associated spare parts. Managed a staff of six direct reports and 80 indirect reports at multiple sites worldwide.• Realigned the procurement department into specialized commodity teams worldwide, taking advantage of the global knowledge base within the company.• Established key manufacturing partnerships in China and Europe to reduce total overall cost to supply large manufactured components.• Worked cross functionally with senior design engineers to establish standardization of key components.• Worked with IT and engineering to create a utility within the MAS 500 ERP system to provide engineers a simple tool to lookup available inventory for use on future projects. Resulted in an average yearly usage of over $300K of available inventory, and a 15% reduction in inventory value in 3 years.

Solon, Ohio, Us

Managed worldwide production of tunnel boring machines. Managed a staff of eleven direct reports and 45 indirect reports at multiple sites worldwide.• Started the Production and Inventory Control Department and developed all processes to support a 500% increase in sales and production globally in 4 years (2008-2012).• Led the MAS500 ERP system implementation project. Managed the entire implementation project to its completion in June, 2010.• Worked extensively in China to develop and expand vendor base.• Developed metrics and KPI’s for Production and Logistics group. Set up KPI performance management boards in each department and created an executive dashboard presented monthly to upper management.• Reduced total lead time to manufacture and assemble a complete tunnel boring machine from 12 months down to 9 months by developing a vendor stocking program for all critical long lead components.• Used Lean Manufacturing principles to reduce internal lead time by 14 days.• Worked globally with subsidiaries to integrate their systems and processes with the US headquarters.

Managed the Sales and Service Departments, including four direct reports and 16 indirect reports. Coordinated and approved all major sales transactions and supervised major on-site machine installations. Annual P&L responsibility of $20M.• Managed and approved all major sales transactions and major on-site machine installations.• Successfully led installation project of a $12M automated manufacturing system that increased customer’s production by 150% in two years.• Successfully led over 20 implementation projects of integrated software and manufacturing systems, total value in excess of $65M.• Developed nationwide marketing campaign and increased sales nationwide by 250% in 1 year Sourced new machine tools and related tooling globally that led to sales increase of 60% in 2007.

Master Of Business Administration (Mba), Business Administration And Management, General

Bachelor'S Degree, Mechanical Engineering

Engineering