Manufacturing systems · ERP · Supply chain

From plant-floor problems to enterprise systems leadership.

Explore the path that shaped my work across manufacturing, ERP, planning and data—and see how that experience applies to operational problems in industry.

Explore my career Explore an industry challenge

01 / Career

The path behind the work

From plant systems to defining an ERP core model and central systems responsibilities.

Read the turning point →

02 / Industry

Follow a problem through the system

Explore the trigger, lineage, exception, owner and recovery decision.

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03 / Opportunities

Connect experience with what comes next

Discuss ERP and MP&L systems leadership, digital/data transformation or a professional partnership.

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Process lab · conceptual examples

From disruption to decision.

Choose a challenge. Trace the information, test the assumption and see who owns the recovery.

Conceptual examples; no employer data or performance results.

Late material

Trigger: A planned receipt slips while production demand remains due. Owner: Supply planner. Control: Use the latest confirmed receipt date.
Lineage: Follow demand → usable stock → receipts → ERP availability → affected orders. Owner: Material planner. Control: Exclude quarantined stock from usable inventory.
Exception: Identify orders due before the next reliable receipt. Owner: Material planner. Control: Escalate when usable supply cannot cover demand by its need date.
Control: Assign the recovery owner and next confirmation. Owner: Supply and production planners. Control: Confirm recovery before releasing a revised plan.
Outcome: Monitor the next receipt against the agreed recovery. Owner: Production planner. Control: Recheck coverage when supply or demand changes.

Unstable schedule

Trigger: New priorities change the required production sequence. Owner: Production planner. Control: Use one agreed demand version.
Lineage: Follow order → material → line calendar → APS rule → sequence. Owner: Planning team. Control: Respect material and capacity constraints.
Exception: Expose the bottleneck and its effect on due orders. Owner: Production planner. Control: Escalate an order outside its feasible production window.
Control: Agree the revised sequence before release. Owner: Planning and production leads. Control: Production and planning agree the changed sequence.
Outcome: Compare execution with the released plan. Owner: Production planner. Control: Review changes at the next planning handoff.

Conflicting KPI

Trigger: Two views show different stock for the same part and period. Owner: Operational data owner. Control: Compare the same part, location, time and unit.
Lineage: Trace receipt → ERP → extraction → transformation → KPI → decision. Owner: Data engineer. Control: Preserve units, stock status and timestamps.
Exception: Find the first point where values diverge. Owner: Data owner and engineer. Control: A mismatch blocks publication as a trusted measure.
Control: Repair the rule and repeat the quality gate. Owner: Operational data owner. Control: The owner approves the definition and reconciliation.
Outcome: Publish the approved definition with monitoring. Owner: Data owner. Control: Repeat checks each refresh and route failures to the owner.

What I do

Practical expertise across the operation

All expertise →

01 / Systems

ERP architecture & implementation

Core models, gap analysis, cross-functional process design, upgrades and plant rollouts grounded in real operational needs.

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02 / Operations

Planning & process improvement

Material flow, scheduling, warehouse strategy and the connection between physical work and system transactions.

Explore operations expertise →

03 / Intelligence

Data & decision support

Reliable operational data, BI, control towers and Foundry workflows that make issues visible and actionable.

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Evidence from my career

Selected work

Examples from employed leadership roles and cross-functional teams. They illustrate my experience; they are not presented as independent ERP Core client engagements.

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ERP · Core model

Standardizing processes across plants

Developed and supported a QAD core model across logistics, engineering, quality, production, finance and IT, combining common standards with plant-level rollout and training.

Planning · APS

Connecting local schedules to a central view

Worked on Asprova APS and central scheduling initiatives to improve planning consistency, visibility and coordination across a multi-plant network.

Data · BI

Turning operational data into usable reporting

Contributed to a Snowflake and Power BI reporting environment translating ERP data into practical supply chain measures.

Working method

Start with the process. Prove the solution.

A useful system starts with a clear view of material flow, exceptions, ownership and the decisions people make each day.

A process-led delivery loop

Understand the operationObserve material flow, responsibilities and exceptions.
Map the gapsConnect process, system transactions and data definitions.
Implement with usersTest the target process, deploy and train teams.
Measure and refineMonitor adoption, resolve issues and feed lessons into the standard.

Feedback from each rollout informs the next process and system improvement.

An operating model in practice

One event. Five connected responsibilities.

Open each layer of this anonymized receiving example to see the owner, exception and control.

01 Physical event

What happens?: Material arrives at receiving.
Who owns it?: Receiving team
What can go wrong?: The quantity or identity differs from expectations.
How is it controlled?: Compare material and documents; hold discrepancies for review.

02 ERP transaction

What happens?: Post the accepted receipt with its stock status.
Who owns it?: Warehouse user
What can go wrong?: The wrong location or status is posted.
How is it controlled?: Validate item, quantity, location and status before posting.

03 Cross-functional handoff

What happens?: Planning receives usable-stock and exception information.
Who owns it?: Warehouse and material planning
What can go wrong?: All received stock is assumed available.
How is it controlled?: Communicate restrictions and assign the exception owner.

04 Document and control

What happens?: Keep receipt evidence connected to the discrepancy decision.
Who owns it?: Process owner
What can go wrong?: An exception is resolved without a traceable decision.
How is it controlled?: Document review and approval before release.

05 User action

What happens?: Follow the agreed flow or escalate an exception.
Who owns it?: Warehouse user and supervisor
What can go wrong?: A workaround bypasses the standard.
How is it controlled?: Use the work instruction; record exceptions for review.

Educational process illustration, not an employer procedure.

Read about my first responsibility at Lear →

The person behind ERP Core

Mane Atanasov

I am a manufacturing and supply chain systems leader based in Skopje. My work has grown from hands-on plant logistics and ERP support to central responsibility for multi-plant systems, planning and data initiatives.

I bring operational knowledge and technical delivery together: understand the real process, establish a workable standard, and help teams use it.

Read my story →

Let's talk

An industry challenge or a new opportunity?

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