• Partial project management – Implementation and Coordination Implementation SAP FI Template in French subsidiary.
• New organization of the accounting and controlling systems of SAP/R3 software. Template adaptation to local French GAAP.

Partial project management – Implementation and Coordination Implementation SAP FI Template in French subsidiary.

New organization of the accounting and controlling systems of SAP/R3 software. Template adaptation to local French GAAP.

Responsibility for HANA and Simple Finance (Stack 3) implementation (Module CO-PC & Material Ledger).

• Control data migration
• Reconciliation of migration with LVTF Tool
• Control/definition of test plans in Solution Manager

3th level support & maintenance of existing CO implementations & Environments in CO Area

• CO-OM Cost Center
• CO Product costing and Material ledger (Manufacturing)
• CO-PA (SD interface and SD Invoicing)

Consulting / Support / Own Small Projects

• Support : CO/SD, CO/PA,CO/PC
• CO responsibility for merging 4 French Units

Responsibility of the implementation of the JD enterprise template in:

• Russia
• Turkey
• …

The JD enterprise template was module driven:

• Sales - SD
• Purchase - MM
• Production + Plan - PP
• FI/CO local GAAP but also central values

At JD the Project manager had:

• To be module owner in my case FI/CO and Material ledger
• To design, out of the standardized module solutions, an integrated process solution/map according to local needs in cooperation with the different module owners.
• Fixing the process maps in a business blueprint and define deliverables
• Request according to the blueprint a budget
• Write a charter when the project is agreed (fixing of goals).
• Definition in the charter of the project, subprojects and working packages
• Steering, leadership of the project, open issue management
• Escalation and trouble shooting.
• Controlling of the financial and time budgets

Consulting / Implementation Turkey

A point where I am very proud was the design and implementation of a new  sales-to-cash process and the enhancement of the purchase-to-pay process additional points were:

• Bonded warehouse implementation and purchase process, actual stock valuation with material ledger (> value flow design).
• Make to order production design (> special customer stock valuation).
• Subcontracting implementation
• Material ledger and Cost of sale correction from standard to actual

A close working with the local auditors was part of my project management. Due to the JD business case I did also the main choices (and customizing) in SD (incl. generating requirements for MRP and PP (for prod. Orders & subcontracting).

High lights: stock in Transit, non-valuated bonded warehouse, SAP Turkish country version, local subcontracting of production, replacing local prod. ISIS, spare parts feeding, import process (inbound delivery).

Consulting / Implementation Russia

Design and Implementation of SAP within 2 production plants in Russia:

• Domodedovo
• Orenburg
• General improvement project in FICO processes

The design was including the complying with the local Russian tax rules. Support SAP MES implementation (Plant Mannheim): Implementation of SAP shop floor (production orders and repetitive manufacturing).

At Nestle the Project manager had to

• To be module owner in my case FI/CO (You could see my achievements in the details below)
• Blueprint control and definition of the deliverable out of it.
• Definition of the project, subprojects and working packages
• Steering, leadership of the project, open issue management
• Escalation and trouble shooting.
• Controlling of the financial and time budgets
• of the project Coordination and of the project

Consulting / Support / Own Small Projects

• Definition and implementation of standardised period end close (PEC) organisation for the whole zone Europe:
• Monthly PEC coordination FI (ECC6), CO-PC and CO-PA (incl. Russia)
• Definition of the process organisation (reduction of the PEC duration from 11 days to 5)
• Responsible for the implementation of the group closing
• requirements Implementation/definition of schedule manager (SCMA)
• Definition of workflows, task lists, variables and variants
• Performing of training and Workshops

Implementation of CO-PA profit analysis in the Italian Market 

• Cluster 2: water business
• Cluster 3: confectionary und bakery Cluster
• Cluster 4: ice cream and Foodservice
• Definition/implementation of local value fields and characteristics
• Embedding local issues and requirements in the Nestle Globe Template.( i.e. green dot/CONAI or direct delivery)
• Definition of workflows
• Definition of several upload procedure und interfaces from/to local systems (i.e. transportation, OCM, REMA, etc.)
• Definition of top-town distribution rules
• Definition of cost centre allocations
• WBS and order settlement as well as variance assessment
• Interface to SD (sales condition, COGS valuation, revenue recognition, etc.)
• Back posting CO-PA to FI
• Reconciliation FI/CO-PA/EC-PCA
• Performing of training and Workshops

Implementation of CO PC Product Costing

• CO-PC-OBJ: cost object controlling:
• Customizing (via buckets/ Globe template)
• Integration to process order (PP-PI) as cost object (product costing by order)
• Definition of WIP
• CO-PC-ACT: Material ledger, revaluation of the inventories at the end of the period with the actual cumulative unit price
• CO-PC-PCP: Product Cost Planning
• Cost estimate with quantity structure (based on the quantity structures in PP-PI).
• Price Update: transfer of the results to the material master
• in Swiss markets
• in the Italian Market
• Cluster 2: water business
• Cluster 3: confectionary und bakery Cluster
• Cluster 4: ice cream and Foodservice
• Process order management
• Definition IAS/IFRS cost estimates for balance sheet valuation
• Implementation of material lediger
• Actual cumulative material valuation with Material ledger
• FIFO valuation for material types Pack and Raw
• Planned (standard) product costing
• Process order management

• Definition and implementation CO product costing in the European Markets (Germany, Switzerland, Poland, Russia, etc.)
• Planned (standard) product costing (incl. mixed cost estimates with procurement alternatives).
• Process and production order handling and settlement
• Actual costing with WIP und variance calculation
• Actual cumulative material valuation with Material ledger
• Price Update: Annual price release (CO-PC-PCP)
• Maintenance of special ledger for internal application (ledger Y0/Y9 for COGS bolt-on and Z1 to Z9 for reconciliation between working environments)
• Second level support
• Performance und KPI control

New organisation of the accounting and controlling systems of SAP/R3 software.

• Definition, design and implementation of standardised pan-European processes in accounting systems (with focus on Belgium, France, Italy, Spain, etc.).
• Integration of local legal requirements in centralized (IAS/IFRS) accounting systems (general ledger, EC-PCA, parallel valuation and controlling).
• Coordination and reconciliation between local and centralized auditors.
• Auditing and correction of final accounts in accordance with local legal requirements and consolidation regulations.
• Staff training in the aforementioned countries (on SAP and also on IAS).
• Project management for SAP FI/CO in France and Italy. 

Partial project management in the field of controlling systems

• Design CO: Analysis, definition and implementation of an integrated controlling system for Airbus.
• Design CO-PA: (main focus) definition and implementation of a profit analysis for all branches/activities of the group.
• Development and implementation of margin reports with Report Painter, Query’s, and ABAP’s.
• Implementation of CO-ABC-costing for the service branches of Airbus (training, transportation, etc.).
• Definition of add-ons within SAP wherever Airbus requirements could not be served by SAP standard systems.

Partial project management EC-PCA: profit centre accounting

• Design, definition and implementation
• Definition of the technical structures
• Creation of profit centres and profit centre hierarchies
• Development of reporting systems (Report Painter) incl. staff training
• Data migration from R2 to R3, with subsequent generation of data

Project and SAP process management in the following areas:

• Implementation of standard costing systems, introduction of overhead management, product costing (planned and actual), result and profit centre accounting.
• Ready to use implementations of R/3 for both private and public sector companies.
• Certification activities and Trainer for SAP Head Office
• 1998 – 2001 Managing Director of Plaut France: responsible for operations and acquisition.

Other Projects:

• Montblanc, Hamburg: CO-AM, CO-PC (plan/actual), CO-PA, IS-AFS
• (Richemont/Dunhill).
• Production plant , CO-PC with Precious Metal pricing conditions
• Borealis Agrolinz Melamine (ehemals Chemie Linz): Eiunführung einer Prozesskostrenrechnung (Produktkalkulation, Mengen Soll-Ist-Vergleich).
• Bayer AG: Paris and Leverkusen:
• Buna rubber: product costing for process production of synthetic rubber [tech.]
• Sales company in France (cost centre accounting and Profit Analysis)
• Pharmaceutical plants: product costing for discrete and serial production.
• Aurubis AG (former Norddeutsche Affinerie AG): Plaut Business blueprint
• Oetker: process production and costing of food and other comestibles (bulk and packed).
• Holdercim: Paris (F), Beton and cement production.
• Haarmann & Reimer (now Symrise GmbH & Co. KG.)
• Business blueprint
• Cost centre
• Product costing
• Rhodia GmbH, Freiburg (Cost centre accounting)
• Boss, Metzingen: CO-PC (plan/actual), CO-PA, IS-AFS
• Hermes Paris: presentation & BBP of IS-AFS (Tod’s).

Projects: Aerospace & Defence

• Aerospatiale: Toulouse
• MBB, Ottobrunn

Projects: Automotive and other

• Pierburg France and Kolbenschmidt France
• Atlas-Copco-Energas, Cologne
• Steyr-Daimler-Puch (Vienna). Cost center accounting, product costing
• ELIN (Vienna): Cost center accounting, product costing
• Lufthansa: Cologne - Streckenergebnisrechnung
• Postbank: Bonn
• Siemens-Nixdorf Augsburg: Plant 1 und 2.
• Stadtwerke München

Project and SAP process management in the following areas:

• Implementation of standard costing systems, introduction of overhead management, product costing (planned and actual), result and profit centre accounting.
• Ready to use implementations of R/3 for both private and public sector companies.
• Certification activities and Trainer for SAP Head Office
• 1998 – 2001 Managing Director of Plaut France: responsible for operations and acquisition.

Other Projects:

• Montblanc, Hamburg: CO-AM, CO-PC (plan/actual), CO-PA, IS-AFS
• (Richemont/Dunhill).
• Production plant , CO-PC with Precious Metal pricing conditions
• Borealis Agrolinz Melamine (ehemals Chemie Linz): Eiunführung einer Prozesskostrenrechnung (Produktkalkulation, Mengen Soll-Ist-Vergleich).
• Bayer AG: Paris and Leverkusen:
• Buna rubber: product costing for process production of synthetic rubber [tech.]
• Sales company in France (cost centre accounting and Profit Analysis)
• Pharmaceutical plants: product costing for discrete and serial production.
• Aurubis AG (former Norddeutsche Affinerie AG): Plaut Business blueprint
• Oetker: process production and costing of food and other comestibles (bulk and packed).
• Holdercim: Paris (F), Beton and cement production.
• Haarmann & Reimer (now Symrise GmbH & Co. KG.)
• Business blueprint
• Cost centre
• Product costing
• Rhodia GmbH, Freiburg (Cost centre accounting)
• Boss, Metzingen: CO-PC (plan/actual), CO-PA, IS-AFS
• Hermes Paris: presentation & BBP of IS-AFS (Tod’s).

Projects: Aerospace & Defence

• Aerospatiale: Toulouse
• MBB, Ottobrunn

Projects: Automotive and other

• Pierburg France and Kolbenschmidt France
• Atlas-Copco-Energas, Cologne
• Steyr-Daimler-Puch (Vienna). Cost center accounting, product costing
• ELIN (Vienna): Cost center accounting, product costing
• Lufthansa: Cologne - Streckenergebnisrechnung
• Postbank: Bonn
• Siemens-Nixdorf Augsburg: Plant 1 und 2.
• Stadtwerke München