Within this program to consolidate the heterogeneous global ERP system landscape I am taking the role of the Global Template Business Cross Stream Lead for Manufacturing Data Migration with the Resource, BoM, Production Version, Master Recipe as well as Process Order objects. Tasks do cover the management of the integrated project plan, tracking of the associated deliverables like SDD (Solution Design Document), FS (Functional Specification) plus the scheduling of all people working in this area within the Manufacturing stream (altogether 14 FTE?s from Business, IT and Implementation Partner side). In addition I am continuing to work on my tasks as the Manufacturing Integration Manager with special focus on a generic MES Interface ?environment?.
Within this program to consolidate the heterogeneous global ERP system landscape I was taking the role of the Business Cross Stream Lead for Manufacturing Master Data (Resources, BoM, Production Version, Master Recipe) plus the Business Integration Manager for the process design phase of the project. This did not only cover the before mentioned ERP core data objects but also data elements within for example the Material Master). As an Integration Manager I was responsible for the integration within the S4Hana environment as well as for the outside integration toward the local MES systems especially.
Within this program to consolidate the global ERP system landscape I was performing advisory tasks to utilize industry best practices within the MAKE stream during the process design phase of a global template ERP project to consolidate the heterogeneous ERP landscape. This did not only cover ERP core processes but also functionality of surrounding areas like planning (APS system functionality), batch traceability and setup of regional Contract Manufacturing Organization (CMO) network across the entire supply chain for both small (Chemical) and large (Bio Tech) molecules business.
Within this global initiative I was a member of the business process IT team to harmonize the global processes in the area of purchasing and act as some kind of gate keeper during the rollout to Hungary. Scope covered both direct materials (trading goods as well materials relevant for manufacturing) and indirect materials handled mainly in Ariba.
Within this project to set up a business unit driven ERP system (here Performance Materials) to decommission the legacy ERP landscape and lay the foundation for future carve-outs I am the busniess architect for direct and indirect purchasing and thus mainly fulfilling a customer role.
My responisibilites include consolidation of business requirements on global and local level, business process design ind close cooperation with the key-users and support of other horizontal streams like training, validation and change management.
Within this project my responsibility was being the application owner for a very heterogeneous system landscape as part of a global system harmonization initiative. Focus area was in the area of materials management with special attention to Inventory Management (MM-IM) with all related cross system material postings mainly executed on IDoc basis.
Within this project my responsibility was in the area of account determination within materials management. Tasks were mainly in the area of providing senior functional knowledge to the very junior team up to the start of the production cut-over as well as creation of functional specifications for the off-shore development team in India.
Within this project I was the team lead for the Production Execution stream being responsible for the implementation of PP-PI with integration of two different MES Systems within the Bio Tech business area. This covered the process analysis of the local processes from primary requirements creation of production scheduling to production execution up to final order confirmation including pharma specifics like batch management including usage of master batch records. Additionally I was coordinating the roll in of the local master data management into the group MDM solution. This covered the handling of the big 3 objects Material, Vendor and Customer Master.
Within this project my responsibility is in the area of designing a generic interface to link different MES systems to a SAP system using business functions LOG_PP_MES_INT* to replace the old Kommunikationskanal technology.
Within the STUART project (System To Unify Accounting, Reporting And Technology) I was the process area lead for the Order to Cash (O2C) Stream. My main responsibility has been a feasibility check of the UK implementation versus the CE (Central Europe) requirements. Gaps were addressed in a subsequent solution design phase
Within the Global Master Data Management (GMDM) project to harmonize data (Material Master, Intercompany & Global Vendors and Customers) and associated processes for maintenance of those objects I was the IT Project Manager (and thus fulfilling a “customer role” on the project with responsibility for internal as well external staff) responsible for Requirements Gathering and Solution Design Phase. In addition I was responsible for the relevant attributes for the object Material.
Within the Global Lot Tracing (GLT) project to harmonize processes and data across the entire supply chain (including inter-company processes) to secure a consistent and “smooth” tracking of the whereabouts of batches to secure patient safety and compliance with regulatory requirements, I was the Informatics Project Manager (and thus fulfilling a “customer role” on the project with responsibility for internal as well external staff) responsible for Solution Design and Implementation Phase.
Within the SAP4UCB project to harmonize processes and legacy systems on a global level to one instance, I was the global Data Manager responsible for Data Migration and the definition of processes and procedures related to Global Master Data Management which also covered the definition of Global Standards for the “big three” objects Material, Customer and Vendor. In addition I was the Cutover Manager for the Poland deployment which went live on July 6th.
Proposal lead for the global manufacturing core project covering deployment to Germany, France, Finland and the USA. Planned project covers the integration of the new manufacturing line including MES integration for the German subsidiary as well.
11/2008 ? 01/2009 Pharmaceutical Company ? Deployment Partner for SAP4xxx Proposal in Brussels/Belgium
Proposal support for the deployment project of a global kernel solution to Belgium, UK, France, Spain, USA and Germany.
09/2008 ? 11/2008 Kitchen Appliance Manufacturer- FOX in Aarburg/Switzerland
Within the FOX project to develop harmonized processes on a global level I was the Integration Manager for the Template Build and Verification Phase. Responsibilities covered integration tasks like cross module issue resolution or Change Request Handling plus the initial build of the Quality and production environment.
05/2008 ? 09/2008 Global Pharmaceutical Company- ForWard2 in Basel/Switzerland
Within the European project to deploy the harmonized processes and systems developed during ForWard into 12 further countries into one SAP instance I was responsible for the Phase 1.5 team who focused on deferred ?items? from ForWard1. Deferred items included intracompany processes between regular production and Clinical Trials Operations for example. I coordinated a team of eight FTE?s from the vertical streams (SDL, Finance, Technical) fully dedicated to the Phase 1.5 team. I did the entire planning and tracking of those activities and participated in the different release boards to align scoping.
05/2006 ? 04/2008 Global Pharmaceutical Company- ForWard1 in Basel/Switzerland
Within the European project to harmonize processes and legacy systems from 8 countries to one SAP instance I was responsible for the entire data migration team. Responsibilities covered the whole span from the creation of System Specifications via Technical Development Specifications towards the creation of Test Scripts of all three migrations steps. I managed a team of three FTE?s fully dedicated to Data Migration and coordinated resources from the Vertical Streams (SCM, S&D, Finance, HR) partially dedicated to perform Data Migrations activities from the various end-to-end screenings over the respective cut over dress rehearsal towards toe final cut over. I did the entire planning and tracking of the data migration including the triggering of the steps necessary for the final cut over into the new environment.
02/2006 ? 05/2006 Global Insurance Company ? ABS in Bratislava/Slovakia)
Within the project to implement ABS I was responsible for the definition of the processes within this shared service center.
09/2004 ? 07/2005 Oil Company ? IRIS Roll-In Germany in Vienna/Austria und Burghausen/Germany
I was the roll in manager for Germany for this project to implement SAP modules FI, AA, CO, MM, SD, PM, IS-Retail, IS-Oil and OGSD. During the projects lifespan I had regular contact to country as well as central management. Tasks included project planning, controlling and reporting as well as knowledge transfer to customer counterpart.
08/2004 ? 05/2005 Car Manufacturer ? AVASS to SAP Migration in Rüsselsheim/Germany
I was the overall project manager for this project to replace a legacy application for shop floor control within the tool shop with R/3 functionality. Tasks included project planning and reporting and quality assurance with respective organizations within IBM as well Customer following Customer?s standard methodology SDP21 Rel. 9.0
03/2004 ? 06/2004 Premium Car Manufacturer ? PEP PDM LS2 eRFx Implementation in Munich/Germany
I was the overall project manager for the process development phase of this project to integrate SAP?s Product Lifecycle Management (PDM) with Customers purchasing tool. Tasks included project planning and reporting, conducting of verification workshops with the respective departments.
02/2004 ? 03/2004 Global Electronics Parts Manufacturer ? Assessment of IT and Processes in Düsseldorf/Germany
Assessment of the business processes (in cooperation with CEO and CFO) and software systems installed (in cooperation with CIO). Based on the gained knowledge both processes and systems were benchmarked against industry standards.
01/2004 ? 02/2004 Global Supplier of Automotive Industry ? EU Accession in Kerpen/Germany
I was the project manager for the project which covered the adoption of EU statutory requirements for manufacturing units within Customer in EU accession countries (Hungary, Czech Republic, Poland). Tasks included project planning and reporting, regular contact to the plant management, local IT management and central IT management. Tasks included also coordination of both local and central changes.
09/2003 ? 11/2003 Global Transportation Company ? FACT in Copenhagen/Denmark
I was the project manager for the Evaluation phase of this project to implement FI, MM and SD within 120 countries and 900 locations for Customer?s container business. Tasks included project planning and reporting with regular contact to customers programme management.
09/2002 ? 02/2003 Leading Coffee Manufacturer ? INPULS in Hamburg/Germany
I was the overall project manager for the Business Process Reengineering phase of this project to implement SAP functionality (PP-PI) within the manufacturing plant in Hamburg. Tasks included project planning and reporting, regular contact to the plant management, conducting of verification workshops with the respective departments and planning for the implementation phase. Based on prior gained expertise (best practises) I also supported the setup of a new support organization (in addition to the SAP staff assigned to the competency center a new group of business oriented staff was going to be set up. This new group was going to be used as the interface between business departments and the IT organization).
09/2001 ? 05/2002 Global CPG Company ? Global Product Catalog in Kronberg/Germany and Boston/USA
I was the global project manager for the harmonization team within this project to implement a worldwide unique source for the creation of material master records. My responsibility spanned the entire project lifecycle from scoping until implementation.
01/2001 ? 08/2001 Global Chemical Company ? POINT in Leverkusen/Germany and Antwerp/Belgium
From January until May I was the roll-out manager for the Antwerp implementation. In April I took over the responsibility for the KA AG & Buna roll-out as well. My major responsibilities with the Antwerp roll-out were the creation and monitoring of an integrated project plan (including development activities), regular status reporting and the preparation and conducting of so-called "Integrated Structured Walk-Throughs" (some kind of process verification workshops) including processes out of other "workfields" like purchasing or shipping. All activities have been focussed on roll-out threats like data conversion, training etc. Within the KA AG & Buna rollout we have been working on total different phase of the project lifecycle as we did only work on the redesign stage. My major responsibilities were again the creation and monitoring of an integrated project plan for the redesign phase, regular status reporting, support project team during as-is analysis as well as to-be design steps of this phase, preparation and conducting of process verification workshops with the responsible plant managers and setup of an project plan for the implementation phase.
09/1998 ? 03/2000 Leading Computer Parts Distributor ? GECITS roll-out in Kerpen/Germany and roll-out to Madrid/Spain, Lisbon/Portugal, Paris/France, Manchester/UK, Copenhagen/Denmark
I was the overall consulting project manager for the entire programme. In addition I was the sole responsible for the roll-out to France. My major responsibilities included the creation and monitoring of an integrated project plan (throughout all stages of the project, from BPR over configuration to training / cutover), regular status reporting to the project sponsor (COO), stakeholder management (regular contact with the country managers) and support of the project team during delta analysis stage of each roll-out (mapping of legal / business requirements against the prototype). I managed a team of 70 consultants and 30 to 120 customer resources (depending on roll-out location).
06/1998 ? 08/1998 Global Heavy Equipment Manufacturer ? AEIL Roll-out in Rhiyad/Saudi Arabia
I was the project manager for the logistics implementation. My responsibility was the setup and
monitoring of an integrated project plan, requirements analysis within the logistics department of the customer, configuration for the modules MM, WM, PP and SD as well as the project team training.
04/1998 ? 05/1998 Leading Cable Manufacturer ? PMD Roll-Out and optimization MRP in Cologne/Germany and Vienna/Austria
I was responsible for the roll-out of the logistics functionality to the Austrian subsidiary as well was the optimization of the implemented MRP functionality. My major tasks were configuration of the modules MM, PP and SD as well as IS-CS (special industry solution for cable industry).
01/1996 ? 03/1998 Global Electronic Parts Manufacturer ? MIGOS in Ratingen/Germany and Hatfield/UK
I was the team lead for the logistics implementation for the semiconductors business unit. During the first year my responsibility was to conduct a business process reengineering from scratch. This was done in cooperation with customer personal and the agreed upon result were presented to senior management (vice president level) for final approval. Additional responsibilities included creation and monitoring of an integrated project plan, regular status reporting to the overall project management, regular consultation with counterparts in Japan. I the second phase of the project my responsibilities included again creation and monitoring of the project plan, regular status reporting to project management, configuration within the SD module (from quote creation over order processing with highly complex price determination up to delivery processing[?local?, within EU and global and thus requiring all kinds of proforma invoicing) and the final invoice issuing and support of data conversion activities
09/1995 ? 12/1995 University Hospital ? PM Implementation in Cologne/Germany
I was the teamlead for the implementation of the module PM including the MedGV (Medizinische Geräteverordnung) which is mandatory for personnel in Germany to be allowed to operate technical equipment in a hospital. My major responsibilities were the creation and monitoring of a project plan, regular status reporting to project management, to-be-process design and configuration in the PM module
05/1995 ? 08/1995 Supplier of Mining Industry ? MM Implementation in Mülheim/Germany
I was the team lead for the MM and WM implementation. My major responsibilities included the creation and monitoring of the project plan, regular status reporting to project management, to-be-process design, customizing for the modules MM and WM and support of conversion activities.
12/1994 ? 03/1995 Supplier of Automotive Industry ? RM-PPS Implementation in Burscheid/Germany
I was consultant in the RM-PPS area. My responsibility was in the area of configuring the RM-PPS module including the implementation of KANBAN for the pistons manufacturing for ship diesel engines.
06/1994 ? 10/1994 Chemical Company ? R/3 Implementation in Raleigh-Durham/North Carolina USA
I was the teamlead for the SD implementation. My responsibilities included the creation and monitoring of the project plan, regular status reporting to project management, to-be process design, customizing in SD module, integration consulting to other modules (FI, MM and PP).
03/1994 ? 05/1994 Public Transportation Company ? RK Implementation in Chemnitz/Germany
I did the feasibility study (matching client requirements against system capabilities), the to-be process design and some configuration of RK with focus on the submodules RK-A (internal orders) and RK-P (projects..
02/1994 Chemical Company ? Feasibility study R/3 in Melbourne/Australia
Matched client requirements and R/3 capabilities, developed an implementation strategy and did high level project planning for the implementation of R/3 modules FI, AM, CO, MM and PM. Presented the results to CIO and steering committee.
05/1993 ? 01/1994 leading Steel Manufacturer ? MM & WM implementation for distribution center in Krefeld/Germany
I was the project manager for this project. My responsibilities included the creation and monitoring
of an integrated project plan, regular status reporting to the steering committee, to-be process design (including development of calculation schemes for optimization of service levels and support of physical realignment within the warehouse), configuration within WM module including integration of plasma cutting equipment.
01/1993 ? 04/1993 Engine Manufacturer ? WM satellite system implementation in Cologne/Germany
I was the project manager for this implementation where a R/3 WM system was installed as satellite to a R/2 system running IMS as transaction monitor. My responsibilities included the creation and monitoring of an integrated project plan, regular status reporting to the steering committee, to-be process design, configuration in WM module.
07/1992 ? 12/1992 Cooling Equipment Manufacturer ? KDL implementation in Cologne/Germany
I was the project manager for this implementation where a large legacy development for service management was migrated into R/2 environment. My responsibilities included creation and monitoring of the project plan, configuration with RM-MAT module, creation of programming requests for ad-on programs and data conversion support
10/1990 ? 06/1992 Pharmaceutical Company ? RM-MAT implementation in Frankfurt/Germany
I was a project team member and responsible for some configuration and programming of list reports in the RM-MAT area.
Studium der Wirtschaftswissenschaften
Pharma (>10 Jahre)
Chemie
Automotive (OEM & Zulieferer)
Electronics
Within this program to consolidate the heterogeneous global ERP system landscape I am taking the role of the Global Template Business Cross Stream Lead for Manufacturing Data Migration with the Resource, BoM, Production Version, Master Recipe as well as Process Order objects. Tasks do cover the management of the integrated project plan, tracking of the associated deliverables like SDD (Solution Design Document), FS (Functional Specification) plus the scheduling of all people working in this area within the Manufacturing stream (altogether 14 FTE?s from Business, IT and Implementation Partner side). In addition I am continuing to work on my tasks as the Manufacturing Integration Manager with special focus on a generic MES Interface ?environment?.
Within this program to consolidate the heterogeneous global ERP system landscape I was taking the role of the Business Cross Stream Lead for Manufacturing Master Data (Resources, BoM, Production Version, Master Recipe) plus the Business Integration Manager for the process design phase of the project. This did not only cover the before mentioned ERP core data objects but also data elements within for example the Material Master). As an Integration Manager I was responsible for the integration within the S4Hana environment as well as for the outside integration toward the local MES systems especially.
Within this program to consolidate the global ERP system landscape I was performing advisory tasks to utilize industry best practices within the MAKE stream during the process design phase of a global template ERP project to consolidate the heterogeneous ERP landscape. This did not only cover ERP core processes but also functionality of surrounding areas like planning (APS system functionality), batch traceability and setup of regional Contract Manufacturing Organization (CMO) network across the entire supply chain for both small (Chemical) and large (Bio Tech) molecules business.
Within this global initiative I was a member of the business process IT team to harmonize the global processes in the area of purchasing and act as some kind of gate keeper during the rollout to Hungary. Scope covered both direct materials (trading goods as well materials relevant for manufacturing) and indirect materials handled mainly in Ariba.
Within this project to set up a business unit driven ERP system (here Performance Materials) to decommission the legacy ERP landscape and lay the foundation for future carve-outs I am the busniess architect for direct and indirect purchasing and thus mainly fulfilling a customer role.
My responisibilites include consolidation of business requirements on global and local level, business process design ind close cooperation with the key-users and support of other horizontal streams like training, validation and change management.
Within this project my responsibility was being the application owner for a very heterogeneous system landscape as part of a global system harmonization initiative. Focus area was in the area of materials management with special attention to Inventory Management (MM-IM) with all related cross system material postings mainly executed on IDoc basis.
Within this project my responsibility was in the area of account determination within materials management. Tasks were mainly in the area of providing senior functional knowledge to the very junior team up to the start of the production cut-over as well as creation of functional specifications for the off-shore development team in India.
Within this project I was the team lead for the Production Execution stream being responsible for the implementation of PP-PI with integration of two different MES Systems within the Bio Tech business area. This covered the process analysis of the local processes from primary requirements creation of production scheduling to production execution up to final order confirmation including pharma specifics like batch management including usage of master batch records. Additionally I was coordinating the roll in of the local master data management into the group MDM solution. This covered the handling of the big 3 objects Material, Vendor and Customer Master.
Within this project my responsibility is in the area of designing a generic interface to link different MES systems to a SAP system using business functions LOG_PP_MES_INT* to replace the old Kommunikationskanal technology.
Within the STUART project (System To Unify Accounting, Reporting And Technology) I was the process area lead for the Order to Cash (O2C) Stream. My main responsibility has been a feasibility check of the UK implementation versus the CE (Central Europe) requirements. Gaps were addressed in a subsequent solution design phase
Within the Global Master Data Management (GMDM) project to harmonize data (Material Master, Intercompany & Global Vendors and Customers) and associated processes for maintenance of those objects I was the IT Project Manager (and thus fulfilling a “customer role” on the project with responsibility for internal as well external staff) responsible for Requirements Gathering and Solution Design Phase. In addition I was responsible for the relevant attributes for the object Material.
Within the Global Lot Tracing (GLT) project to harmonize processes and data across the entire supply chain (including inter-company processes) to secure a consistent and “smooth” tracking of the whereabouts of batches to secure patient safety and compliance with regulatory requirements, I was the Informatics Project Manager (and thus fulfilling a “customer role” on the project with responsibility for internal as well external staff) responsible for Solution Design and Implementation Phase.
Within the SAP4UCB project to harmonize processes and legacy systems on a global level to one instance, I was the global Data Manager responsible for Data Migration and the definition of processes and procedures related to Global Master Data Management which also covered the definition of Global Standards for the “big three” objects Material, Customer and Vendor. In addition I was the Cutover Manager for the Poland deployment which went live on July 6th.
Proposal lead for the global manufacturing core project covering deployment to Germany, France, Finland and the USA. Planned project covers the integration of the new manufacturing line including MES integration for the German subsidiary as well.
11/2008 ? 01/2009 Pharmaceutical Company ? Deployment Partner for SAP4xxx Proposal in Brussels/Belgium
Proposal support for the deployment project of a global kernel solution to Belgium, UK, France, Spain, USA and Germany.
09/2008 ? 11/2008 Kitchen Appliance Manufacturer- FOX in Aarburg/Switzerland
Within the FOX project to develop harmonized processes on a global level I was the Integration Manager for the Template Build and Verification Phase. Responsibilities covered integration tasks like cross module issue resolution or Change Request Handling plus the initial build of the Quality and production environment.
05/2008 ? 09/2008 Global Pharmaceutical Company- ForWard2 in Basel/Switzerland
Within the European project to deploy the harmonized processes and systems developed during ForWard into 12 further countries into one SAP instance I was responsible for the Phase 1.5 team who focused on deferred ?items? from ForWard1. Deferred items included intracompany processes between regular production and Clinical Trials Operations for example. I coordinated a team of eight FTE?s from the vertical streams (SDL, Finance, Technical) fully dedicated to the Phase 1.5 team. I did the entire planning and tracking of those activities and participated in the different release boards to align scoping.
05/2006 ? 04/2008 Global Pharmaceutical Company- ForWard1 in Basel/Switzerland
Within the European project to harmonize processes and legacy systems from 8 countries to one SAP instance I was responsible for the entire data migration team. Responsibilities covered the whole span from the creation of System Specifications via Technical Development Specifications towards the creation of Test Scripts of all three migrations steps. I managed a team of three FTE?s fully dedicated to Data Migration and coordinated resources from the Vertical Streams (SCM, S&D, Finance, HR) partially dedicated to perform Data Migrations activities from the various end-to-end screenings over the respective cut over dress rehearsal towards toe final cut over. I did the entire planning and tracking of the data migration including the triggering of the steps necessary for the final cut over into the new environment.
02/2006 ? 05/2006 Global Insurance Company ? ABS in Bratislava/Slovakia)
Within the project to implement ABS I was responsible for the definition of the processes within this shared service center.
09/2004 ? 07/2005 Oil Company ? IRIS Roll-In Germany in Vienna/Austria und Burghausen/Germany
I was the roll in manager for Germany for this project to implement SAP modules FI, AA, CO, MM, SD, PM, IS-Retail, IS-Oil and OGSD. During the projects lifespan I had regular contact to country as well as central management. Tasks included project planning, controlling and reporting as well as knowledge transfer to customer counterpart.
08/2004 ? 05/2005 Car Manufacturer ? AVASS to SAP Migration in Rüsselsheim/Germany
I was the overall project manager for this project to replace a legacy application for shop floor control within the tool shop with R/3 functionality. Tasks included project planning and reporting and quality assurance with respective organizations within IBM as well Customer following Customer?s standard methodology SDP21 Rel. 9.0
03/2004 ? 06/2004 Premium Car Manufacturer ? PEP PDM LS2 eRFx Implementation in Munich/Germany
I was the overall project manager for the process development phase of this project to integrate SAP?s Product Lifecycle Management (PDM) with Customers purchasing tool. Tasks included project planning and reporting, conducting of verification workshops with the respective departments.
02/2004 ? 03/2004 Global Electronics Parts Manufacturer ? Assessment of IT and Processes in Düsseldorf/Germany
Assessment of the business processes (in cooperation with CEO and CFO) and software systems installed (in cooperation with CIO). Based on the gained knowledge both processes and systems were benchmarked against industry standards.
01/2004 ? 02/2004 Global Supplier of Automotive Industry ? EU Accession in Kerpen/Germany
I was the project manager for the project which covered the adoption of EU statutory requirements for manufacturing units within Customer in EU accession countries (Hungary, Czech Republic, Poland). Tasks included project planning and reporting, regular contact to the plant management, local IT management and central IT management. Tasks included also coordination of both local and central changes.
09/2003 ? 11/2003 Global Transportation Company ? FACT in Copenhagen/Denmark
I was the project manager for the Evaluation phase of this project to implement FI, MM and SD within 120 countries and 900 locations for Customer?s container business. Tasks included project planning and reporting with regular contact to customers programme management.
09/2002 ? 02/2003 Leading Coffee Manufacturer ? INPULS in Hamburg/Germany
I was the overall project manager for the Business Process Reengineering phase of this project to implement SAP functionality (PP-PI) within the manufacturing plant in Hamburg. Tasks included project planning and reporting, regular contact to the plant management, conducting of verification workshops with the respective departments and planning for the implementation phase. Based on prior gained expertise (best practises) I also supported the setup of a new support organization (in addition to the SAP staff assigned to the competency center a new group of business oriented staff was going to be set up. This new group was going to be used as the interface between business departments and the IT organization).
09/2001 ? 05/2002 Global CPG Company ? Global Product Catalog in Kronberg/Germany and Boston/USA
I was the global project manager for the harmonization team within this project to implement a worldwide unique source for the creation of material master records. My responsibility spanned the entire project lifecycle from scoping until implementation.
01/2001 ? 08/2001 Global Chemical Company ? POINT in Leverkusen/Germany and Antwerp/Belgium
From January until May I was the roll-out manager for the Antwerp implementation. In April I took over the responsibility for the KA AG & Buna roll-out as well. My major responsibilities with the Antwerp roll-out were the creation and monitoring of an integrated project plan (including development activities), regular status reporting and the preparation and conducting of so-called "Integrated Structured Walk-Throughs" (some kind of process verification workshops) including processes out of other "workfields" like purchasing or shipping. All activities have been focussed on roll-out threats like data conversion, training etc. Within the KA AG & Buna rollout we have been working on total different phase of the project lifecycle as we did only work on the redesign stage. My major responsibilities were again the creation and monitoring of an integrated project plan for the redesign phase, regular status reporting, support project team during as-is analysis as well as to-be design steps of this phase, preparation and conducting of process verification workshops with the responsible plant managers and setup of an project plan for the implementation phase.
09/1998 ? 03/2000 Leading Computer Parts Distributor ? GECITS roll-out in Kerpen/Germany and roll-out to Madrid/Spain, Lisbon/Portugal, Paris/France, Manchester/UK, Copenhagen/Denmark
I was the overall consulting project manager for the entire programme. In addition I was the sole responsible for the roll-out to France. My major responsibilities included the creation and monitoring of an integrated project plan (throughout all stages of the project, from BPR over configuration to training / cutover), regular status reporting to the project sponsor (COO), stakeholder management (regular contact with the country managers) and support of the project team during delta analysis stage of each roll-out (mapping of legal / business requirements against the prototype). I managed a team of 70 consultants and 30 to 120 customer resources (depending on roll-out location).
06/1998 ? 08/1998 Global Heavy Equipment Manufacturer ? AEIL Roll-out in Rhiyad/Saudi Arabia
I was the project manager for the logistics implementation. My responsibility was the setup and
monitoring of an integrated project plan, requirements analysis within the logistics department of the customer, configuration for the modules MM, WM, PP and SD as well as the project team training.
04/1998 ? 05/1998 Leading Cable Manufacturer ? PMD Roll-Out and optimization MRP in Cologne/Germany and Vienna/Austria
I was responsible for the roll-out of the logistics functionality to the Austrian subsidiary as well was the optimization of the implemented MRP functionality. My major tasks were configuration of the modules MM, PP and SD as well as IS-CS (special industry solution for cable industry).
01/1996 ? 03/1998 Global Electronic Parts Manufacturer ? MIGOS in Ratingen/Germany and Hatfield/UK
I was the team lead for the logistics implementation for the semiconductors business unit. During the first year my responsibility was to conduct a business process reengineering from scratch. This was done in cooperation with customer personal and the agreed upon result were presented to senior management (vice president level) for final approval. Additional responsibilities included creation and monitoring of an integrated project plan, regular status reporting to the overall project management, regular consultation with counterparts in Japan. I the second phase of the project my responsibilities included again creation and monitoring of the project plan, regular status reporting to project management, configuration within the SD module (from quote creation over order processing with highly complex price determination up to delivery processing[?local?, within EU and global and thus requiring all kinds of proforma invoicing) and the final invoice issuing and support of data conversion activities
09/1995 ? 12/1995 University Hospital ? PM Implementation in Cologne/Germany
I was the teamlead for the implementation of the module PM including the MedGV (Medizinische Geräteverordnung) which is mandatory for personnel in Germany to be allowed to operate technical equipment in a hospital. My major responsibilities were the creation and monitoring of a project plan, regular status reporting to project management, to-be-process design and configuration in the PM module
05/1995 ? 08/1995 Supplier of Mining Industry ? MM Implementation in Mülheim/Germany
I was the team lead for the MM and WM implementation. My major responsibilities included the creation and monitoring of the project plan, regular status reporting to project management, to-be-process design, customizing for the modules MM and WM and support of conversion activities.
12/1994 ? 03/1995 Supplier of Automotive Industry ? RM-PPS Implementation in Burscheid/Germany
I was consultant in the RM-PPS area. My responsibility was in the area of configuring the RM-PPS module including the implementation of KANBAN for the pistons manufacturing for ship diesel engines.
06/1994 ? 10/1994 Chemical Company ? R/3 Implementation in Raleigh-Durham/North Carolina USA
I was the teamlead for the SD implementation. My responsibilities included the creation and monitoring of the project plan, regular status reporting to project management, to-be process design, customizing in SD module, integration consulting to other modules (FI, MM and PP).
03/1994 ? 05/1994 Public Transportation Company ? RK Implementation in Chemnitz/Germany
I did the feasibility study (matching client requirements against system capabilities), the to-be process design and some configuration of RK with focus on the submodules RK-A (internal orders) and RK-P (projects..
02/1994 Chemical Company ? Feasibility study R/3 in Melbourne/Australia
Matched client requirements and R/3 capabilities, developed an implementation strategy and did high level project planning for the implementation of R/3 modules FI, AM, CO, MM and PM. Presented the results to CIO and steering committee.
05/1993 ? 01/1994 leading Steel Manufacturer ? MM & WM implementation for distribution center in Krefeld/Germany
I was the project manager for this project. My responsibilities included the creation and monitoring
of an integrated project plan, regular status reporting to the steering committee, to-be process design (including development of calculation schemes for optimization of service levels and support of physical realignment within the warehouse), configuration within WM module including integration of plasma cutting equipment.
01/1993 ? 04/1993 Engine Manufacturer ? WM satellite system implementation in Cologne/Germany
I was the project manager for this implementation where a R/3 WM system was installed as satellite to a R/2 system running IMS as transaction monitor. My responsibilities included the creation and monitoring of an integrated project plan, regular status reporting to the steering committee, to-be process design, configuration in WM module.
07/1992 ? 12/1992 Cooling Equipment Manufacturer ? KDL implementation in Cologne/Germany
I was the project manager for this implementation where a large legacy development for service management was migrated into R/2 environment. My responsibilities included creation and monitoring of the project plan, configuration with RM-MAT module, creation of programming requests for ad-on programs and data conversion support
10/1990 ? 06/1992 Pharmaceutical Company ? RM-MAT implementation in Frankfurt/Germany
I was a project team member and responsible for some configuration and programming of list reports in the RM-MAT area.
Studium der Wirtschaftswissenschaften
Pharma (>10 Jahre)
Chemie
Automotive (OEM & Zulieferer)
Electronics
Direktester geht's nicht! Ganz einfach Freelancer finden und direkt Kontakt aufnehmen.