Alois Schacherl

Supported Corporate IT leadership in shaping global IT strategy, governance and cost management for the AT&S Group. Prepared IT decision papers for the board of management and coordinated global IT budgeting. Drove key elements of the group‑wide digital transformation agenda, aligning major IT initiatives and S/4HANA preparation with board priorities.

Led the global Process Consulting & Software Engineering organization (≈170 staff in Europe and Asia) with an annual IT application budget of €22–25M. Defined and executed the IT strategy for new plants, products and technologies, including ERP, MES and IIoT. Built a high‑performing global process consulting and application management organization, including enterprise architecture and demand/portfolio management. Achieved recurring IT cost reductions of >5% and an additional 13% saving in 2024/25.

Held global responsibility for IT services with 80 employees in 5 countries and an infrastructure/operations budget of €18M, serving ≈13,000 employees worldwide. Managed IT infrastructure (PLAN/BUILD) and IT operations (RUN), driving standardization and modernization together with key business stakeholders. Established a process‑oriented global IT service organization, IT security and IT cost management in line with COBIT and ITIL, increasing transparency and efficiency of global IT services.

Led the global Process Consulting & Software Engineering team of ≈170 employees in Austria, China, India and Malaysia. Drove IT process consulting, ERP, MES and equipment integration as well as application management and software development for international sites. Introduced global IT cost management, enterprise architecture and an IT roadmap to harmonize processes and systems across the group.

Managed IT manufacturing services for MES and equipment integration, coordinating global teams and development activities. Streamlined development and automation strategies to support 24/7 high‑volume production. Reduced external consulting spend by €1.2M per year through establishing a global MES service model and strengthening in‑house expertise. Enabled core business targets by delivering innovative IT solutions for shop‑floor and manufacturing processes.

Shared overall interim responsibility for global IT services for ≈160 employees in 4 countries. Prepared strategic IT decision papers for the board of management and steered group‑wide IT budgeting. Safeguarded critical IT operations and transformation roadmaps during a leadership transition, maintaining service stability and project momentum.

Built and led the new MES/AES department with 31 employees in Chongqing, China. Implemented manufacturing execution and automation systems for 24/7 operations with high availability and robust support structures. Enabled ramp‑up of AT&S’s first greenfield IC substrate plant in Chongqing by delivering MES and automation platforms for high‑volume production. Managed internal and external project resources and ensured implementation of all defined requirements.

Managed global innovation and operations IT teams of ≈60 employees in Austria, China, India and Korea. Increased IT efficiency by 20% and improved first‑level ticket resolution to 80% by introducing ITIL‑based standards and centralized infrastructure services. Oversaw collaboration, software development, communication, server/storage, network, SAP Basis, database and shop‑floor application services.

Specialist and team lead of 5 employees located in Austria, China and India. Area of responsibility: IBM Lotus Domino IBM Sametime IBM Dominion.Doc IBM QickR Workflow Design and Development