Segmented WMS' products into a product portfolio model to better manage product category profitability. WMS had classified products according to revenue model; product sale verses revenue sharing. It was difficult to define and manage products across these two revenue models. Using a product portfolio management structure, assigned product lines and categories tied to market segmentation rather than revenue modules. As a result, product development resources, production forecasts, and long term viability of categories were better managed reducing product-planning time by 32%.
Created product roadmap process. Lead a team to create product-based roadmaps. Collected various components such as platforms, game software, and peripheral equipment, each with their own technology-based roadmaps and developed more comprehensive product-based roadmaps to provide a clearer more long-term product vision. As a result, the products were better aligned with corporate strategy.
Created product/revenue projection forecasts, reducing delivery lead-time by four weeks. RadiSys operated on a build-to-order basis. However, standard products were being forecasted. Met with Product Managers/Controller to create monthly forecasting format, ensuring "buffer" stock for most products. Significantly cut delivery lead-time of standard product, increasing inventory accuracy and ability to forecast short-term revenue.
Negotiated sale of obsolete product, recognizing $1.5M over three quarters versus 24 months. RadiSys had long-standing agreement with top customer to continue manufacturing discontinued product, but company was having difficulty securing parts/producing product. Negotiated agreement for customer to accept remaining 300 units in one single delivery versus over two-year period. Obtained two other orders from customer, generating additional $750K.