Executive experience / Alin Taranga

Enterprise systems.
Operational judgment.
Lasting capability.

Alin Taranga

Enterprise systems & supply chain technology leader

Leading the decisions, teams and operating disciplines that carry warehouse technology from national transformation into everyday production.

Deployment footprint and production responsibility describe related, overlapping scopes. They are not additive totals.

Four perspectives on enterprise execution

From transformation
to sustained operation.

[01] Enterprise transformation

Approximately 13 years · zero → 30+ distribution centers

National WMi program leadership across successive corporate roles

Build the program around repeatable decisions, not isolated go-lives.

Challenge: Bring a distributed warehouse network onto a common Manhattan WMi platform while accounting for different legacy systems, greenfield sites and operating needs.
Alin’s role & decisions: Alin led the nationally coordinated implementation program following corporate’s vendor-standardization decision. He governed long-range sequencing, integration architecture and site readiness across successive deployment waves.
Execution & governance: Internal teams and implementation partners carried out configuration, conversions, integration and testing under repeatable readiness, cutover and stabilization practices.
Supported outcome: The enterprise moved from no WMi footprint to a common deployed platform across more than 30 distribution centers and major shipping warehouses.

[02] Systems & operations

WMS integration · warehouse control · operational readiness

Operator-side architecture governance and integration leadership

Make system boundaries and operating accountability explicit.

Challenge: Align warehouse-management workflows with automated storage, material handling and control systems so technical decisions reflect operating requirements.
Alin’s role & decisions: Alin led the WMS side of integration: requirements, functional design decisions, partner alignment, testing and operational readiness. Equipment suppliers and technical teams retained their engineering and development responsibilities.
Execution & governance: He directed integration and stabilization work with internal teams and automation partners, connecting warehouse processes, system behavior and production issue resolution.
Supported outcome: Delivered operator-side integration and stabilization across live warehouse-automation environments, supported by an internal capability for ongoing WMS decisions and support.

[03] Cutover & inventory integrity

Leading a complex warehouse inventory transition into Manhattan WMi

Challenge: Convert the Memphis warehouse's existing inventory into the enterprise WMi platform while protecting inventory integrity and operational readiness for go-live.
Alin's Leadership: Alin led the inventory-conversion workstream, approved the conversion strategy and directed the technical and operational teams responsible for implementation. He was accountable for technical readiness, validation and cutover decisions.
Outcome: The inventory conversion was completed successfully during go-live. The resulting WMi inventory was subsequently reconciled against SAP with zero variance, supporting the warehouse's transition to the enterprise WMS platform.

[04] Enterprise operating capability

Approximately 30 distribution centers · approximately 1,000 daily users

Senior Director, Supply Chain Technology · enterprise WMi owner

Treat support, change and capability development as leadership work.

Challenge: Sustain a national production platform while continuing upgrades, deployments and changes across operating warehouses.
Alin’s role & decisions: Alin owned the enterprise WMi roadmap, production platform and support operating model, with accountability for modernization priorities and technical decisions within the WMS remit.
Execution & governance: He established and developed internal delivery and support capability, directed change and process governance, and coordinated teams, partners and executive stakeholders around readiness and production needs.
Supported outcome: Sustained enterprise platform accountability and a 24/7 support model across approximately 30 distribution centers serving approximately 1,000 daily users, alongside ongoing modernization.

Leadership through the full lifecycle

Set direction. Govern the transition.
Build the capability to keep it running.