William Patterson

558 Santa Cruz Avenue
Menlo Park, California 94025
Skype: MYARPA
Email: myarpa@icloud.com
Cell: 650-924-9326

OBJECTIVE:SAP Senior Logistics Techno-Functional Consultant 
Education:
Menlo-Atherton High School, University of California, Berkeley
Languages: Czech - Advanced
German - Advanced
Overview:
An outstanding technical and functional leader in SAP R/3 and ECC MM, LES, WM, WMS, LO-VC, QM, with over 16 years as a professional SAP Consultant and SAP / SAP Third Party / Interfaces Systems Integrator, Developer, and Functional Consultant. William has been involved in planning, design, system landscape, configuration, development, data migration and cutover, implementation, and support of SAP R/3 and ECC / SCM systems. He has multiple certifications including SCM APO. William is by far the most dedicated team player and self-starter who delivers at the highest level of conception and execution his deliverables, documented, implemented, tested, UAT-ed, and on time.
William’s SAP Credo: analyse the constraints of the system to see what is possible and what is not and then design, implement, and deliver on that basis according to requirements.
Summary: Full Spectrum Logistics Consultant: MM, SM, LES, LE-IDW, WMS, WM, EWM, SM, LO-VC, CA-CL
SAP R3 Experience Highlights:
		14 years of MM planning, customising, implementation and support
		14 years of LES planning, customising, implementation and support
		8 years of WM and WMS planning, customising, implementation and support
		10 years of Variant Configuration planning, customising, implementation and support
		14 years of total integration of the SAP modular system from R/3 to ECC/SCM, now to HANA
		etc., etc.

		Industry Experience: 18 Years
		
		Additional experience:
		corrections and transport.
		Troubleshooting and debugging standard transaction programs
		location and activation of ABAP Includes and User Exits
		use and location and use of BAPIs and BADIs
		extensive knowledge of ALE-IDoc and ALE-IDoc-EDI
		security with full security implementations and profile generator with SOCKS
		troubleshooting functional problems including ABAP trace.
		installation and upgrade
		ALE
		EDI
		IDOC
		ABAP
		Forms
		Copy Control
		APO
		BW

Industry Solutions
IS-Beverages/IS-A&D/IS-Oil&Gas/Automotive
other manufacturing 	and service oriented product and process solutions.
 
Logistics Consultant : 
MM all submodules - expert
SD – pricing, account determination, Billing – very qualified
SD and MM and IM Factoring (FICO)/Pledging - expert
LE – implementor - expert
WMS, WM– expert – expert
Kanban – WM Pick to production – expert
Kanban – WM «event driven kanban » - expert
QM –implementor – very qualified
LO-VC - expert

Core functionality and ABAP integration of above with all other application layers

PROJECT TYPES: 
GREENFIELDS, LOCALZATIONS, INSTANCES, UPGRADES, INTERFACES.

INTEGRATION: 
IMPLEMENT/HARMONIZE/AUDIT/INTER-MODULAR

CONFIG: 
INTPUR, EXTPUR, INTER/INTRACOPUR, INV, PHYSINV, INVCTRL, MRP, PRICING, COCOPLNT-STRLOC-WHS, LE-IDW, LE*(all), OUTBDELS, INBDELS, CACLASSIF, RELSTRAT, VARCONG, CNFGBOMS, BTCHCONFIG, BTCHSTRAT, SPLVAL, PRICING, ACCTDETR, VARCNFG-PRICING, SPECSTOCK, STKTYPE, RLSSTRATS

LES/WM/Lean WM/IDW/Centralized: 
HUM (HNDLG-UNIT-MGT), SU, SRLIZATION-PRFILES (SER-#s), OUTBNDLOGIS, INBNDLOG, OUTPUTDETR, ERP/SAP-LEAD-SYSWM (STRATG-HRMONIZ), WMERP/SAPRECSYS, (STRATG-HRMONIZE-ACROS-SYS’S, TECH-REALIZATION), 3PL-WM-ERP, IDOCMON, IDOCSIMUL, IDOCBUILD/EXT, IDOCMAP, IDOCTYP, BASIS-STMS-CTRMON, SYSLNDSCAPESETUP-BOXES+CLIENTS, CUSTROUTES-BOXES+CLIENTS, SYSARCH, MDOBJECTS; SOLMAN, SHAREPOINT, LOTUS, OUTLOOK, XL, PPT, VISIO, WORD, PDF, MSPROJ.

Order-To-Cash: SD Pricing, SD Acct Determination, SD OTC Processes full
Designed and implemented (customized) item category determination, sales stock split valuation, revenue account determination, Inter and Intra company Sales Order and Stock Transport Order variants for direct sales, indirect sales, and distribution centers. Customized item category determination to fit this latter model viz. split valuated sales stock according to sales and materials management movement and material types including splitting of the account determination on the inventory management side of the sales and MM movements. Naturally this included SD account determination as well based not on valuation classes but on access sequences and account keys. Cf. pgs. 2, 4 (Philip Morris, SAP Miller)

I’ve operated in many capacities as an SAP and ERP Consultant: team member, team member as team lead, niche/specialized responsibilities and roles (self-guiding, self-organizing, self-reporting, self-initiative).

I am personable and serious and focused on my work, well-rounded, and possess a truly broad knowledge of multiple SAP modules and technical capacities, as well as roles and role specifications. I enjoy, where I can learn from others and others from me, to get the project done.

PROFESSIONAL WORK EXPERIENCE  -

Edwards Vacuum Ltd.
June 2013 – Present

-	SAP Business Optimization

-	Implemented SAP standard ‘Event Driven Kanban’ (RF, WIFI)
-	Maintained FIFO throughout the warehouse
-	WM Pick to production
-	QM Inspection types
-	Implemented Factoring / Pledging (SD, MM, IM, FI/CO) 

March – May 2013
Family business in US

September 2012 – March 2013
Time off

Eaton-Moeller Germany
December 2011 – August 2012 
-	Lead for Migration of Variant Configuration German Solution to Eastern European previously non existent system. Complex medium sized project.
-	Support for several al11 out files to a middleware
-	Repairs
-	Transportation
-	Maintained two idoc interfaces as functional 
-	Support: Tickets, Projects, Interfaces, SLA, User interaction, Documentation

RasGas, Qatar Petroleum - June – October 2011

	MM Consultant
	I have implemented / integreated the MM Module with the QM module for the full logistics cycle for the preservation of sensitive and hazerdous materials.
	I have built a extended (e-wm similar) pre-receipts process to accommodate early payment for delayed or ocean freight suppliers invoices.
	I have implemented contracts notification on value level.
	I have implemented Project Cost Tracking system via Purchasing Commitment Accounting. I modified to handle stock and not just consumables.
	I have written many upload programs for immediate master data creation.
	I have implemented a rare pricing configuration of passing contract pricing in the PR to the PO.
	I have run demos, workshops, and coordination meetings.
Etc.

Linde - Munich, Inbound and Outbound Logistics Delivery Consultant July 2010 – January 2011
My Responsibilities in the Template:
Ship Product
Return Product (complaints, normal empties returns, etc.)
Back to Plant

SAP Know-How Documentation
Logistics Execution Consultant

Wipro – ABB	 November 2009 – February 2010
Switzerland
MM WM SAP Consultant
Wrote Business Process Template and Template SAP Configuration for Lean and Full WM for Five Divisions in ABB Switzerland (Semiconductors, et al) 
I did the same for:
Subcontracting Purchasing and Inventory
Third party Purchasing and Inventory
Reports and Z Programs in Logistics and Inventory systems
MM WM Org and Enterprise Structure
Storage Types
Storage Bins
MM : WM Movement Types
Some of the SAP Business scenarios I designed and implemented: 
	Make to Stock (PUR, PP)
	Make to Order (PUR, PP)
	Configure to order (PUR, PP)
	Engineer to Order (PUR, PP)
	Subcontracting process (PUR, INV)
	Rework order process (PUR, INV)

ESPRIT GmbH May 2009 – October 2009
Team Lead for Esprit’s Warehouse Implementation Start-Phase
Senior SAP WM/AFS/Retail Consultant

Jump-starting the 3PL – SAP implementation:
	Responsible for “jump-starting” the contractual terms with 3PL for an automated warehouse interface solution based on pick volumes, frequencies, storage space vs. manpower costs with relation to interface transactions, agreed business transaction functions on WM and SAP ERP side, AFS specific IDocs, for which I created a comprehensive requirements document for the architecture design and business-technical strategy of the architectural choices. 
	Chaired and organized work-shops on inbound logistics, internal warehouse logistics, and outbound logistics on the details of the interface down to movement type an Idoc level, with participants from business logistics, IT, SAP consultants, and the 3PL provider. 
	Lead the BBP solution documentation form the SAP side with business in relation to the WMS: Inbound logistics (handling units, EAN), warehouse operations – reconditioning, scanning, subcontracting, QI stock, Blocked stock, subcontracting stock, requirement categories for bonded and non-bonded free circulation stock / wholesale and retail, and batch management. Designed Quality and Customs process for Inbound import logistics and goods receipt. 
	Mapping of Idoc fields to WMS fields. 
	In the end a functional requirements document I created for the bid and tender for the sparring partner, including architectural strategy best for business operations world wide.

Esprit e-WM (e-Warehouse Management) evaluation:
	In addition, I had to evaluate the EWM functionality vs. the decentralized WM functionality, both as a strategic decision for the system landscape of roll-out and implementation and the actual man-hours required.
	I evaluated the functionality, technical, add-on and extensions, transaction, and configuration requirements of SAP EWM with respect to the requirement that SCM be installed with it. It was required that I estimate man hours down to very minute details for a constrained budget, on whether to implement EWM. 
	E-WM functionality issues around QM functionalities and cross-docking functionality un-present in the standard SAP WM system, whereas they are present in the EWM system. 
	Additional issues with respect to event-driven activities from APO also needed to be taken into consideration, certain ALE possibilities with respect to silo-like monitoring (E)WM consoles, and the question of whether it made sense to implement EWM-possible work centers, ASN corrections after GR, enhanced kitting functionality (visibility, like a special stock), batch-search strategy like functionality for physical inventory, etc. All of these come packaged in the EWM system. 
	I had to investigate deeply into the configuration and SAP documentation to implement in our SCM sandbox functionalities at a level where I could calculate the full process design required to implement them to the customer’s requirements.

Jump-starting the 3PL – SAP implementation:
	Responsible for “jump-starting” the contractual terms with 3PL for an automated warehouse interface solution based on pick volumes, frequencies, storage space vs. manpower costs with relation to interface transactions, agreed business transaction functions on WM and SAP ERP side, AFS specific IDocs, for which I created a comprehensive requirements document for the architecture design and business-technical strategy of the architectural choices. 
	Chaired and organized work-shops on inbound logistics, internal warehouse logistics, and outbound logistics on the details of the interface down to movement type an Idoc level, with participants from business logistics, IT, SAP consultants, and the 3PL provider. 
	Lead the BBP solution documentation form the SAP side with business in relation to the WMS: Inbound logistics (handling units, EAN), warehouse operations – reconditioning, scanning, subcontracting, QI stock, Blocked stock, subcontracting stock, requirement categories for bonded and non-bonded free circulation stock / wholesale and retail, and batch management. Designed Quality and Customs process for Inbound import logistics and goods receipt. 
	Mapping of Idoc fields to WMS fields. 
	In the end a functional requirements document I created for the bid and tender for the sparring partner, including architectural strategy best for business operations world wide.

Esprit e-WM (e-Warehouse Management) evaluation:
	In addition, I had to evaluate the EWM functionality vs. the decentralized WM functionality, both as a strategic decision for the system landscape of roll-out and implementation and the actual man-hours required.
	I evaluated the functionality, technical, add-on and extensions, transaction, and configuration requirements of SAP EWM with respect to the requirement that SCM be installed with it. It was required that I estimate man hours down to very minute details for a constrained budget, on whether to implement EWM. 
	E-WM functionality issues around QM functionalities and cross-docking functionality un-present in the standard SAP WM system, whereas they are present in the EWM system. 
	Additional issues with respect to event-driven activities from APO also needed to be taken into consideration, certain ALE possibilities with respect to silo-like monitoring (E)WM consoles, and the question of whether it made sense to implement EWM-possible work centers, ASN corrections after GR, enhanced kitting functionality (visibility, like a special stock), batch-search strategy like functionality for physical inventory, etc. All of these come packaged in the EWM system. 
	I had to investigate deeply into the configuration and SAP documentation to implement in our SCM sandbox functionalities at a level where I could calculate the full process design required to implement them to the customer’s requirements.

PHILIP MORIS INTERNATIONAL
Senior SAP Logistics Consultant				September 2008 – November 2008   
SAP ECC 6.0
Support Trouble Shooting for Internal SAP Team Order-To-Cash

Logistics and Logistics Interface Support
	Engaged to support the global implementation in European countries in the modules MM, WM, LE, SD, and IDOC handling. The object was to test international business process scripts in the logistics and supply and demand modules in order to fix configuration issues and master data updates.
	Specific objects and processes included Pricing Configuration, IDOC master data transfer testing, simulation, and field corrections, System-to-System testing in SAP/ERP-to-WM, Purchase-to-Pay and Direct Sales Processes, SD Pricing configuration and testing, non-valuated Subcontracting Flow testing between different company codes and plants, Stock Transfers between countries, Enterprise customizing, Replenishment flow with logistics processes. ALE/IDOC interfaces.
	Supported Tickets fulfillment; configuration fixes; development fixes with teams in India/Switzerland.
	The Processes that I dealt with were Back-to-back sales/purchasing, etc.
	Countries tested for: Czech Republic, Slovak Republic, Romania, Switzerland, Hungary

Business processes tested and/or developed/configured:
	Simulation testing UU-QI-B_MBGMCR Idoc postings for transfer postings with WMS
	Simulation testing UU-QI-B_MBGMCR Idoc postings for transfer postings without WMS
	Testing/Simulation Testing of multiple Purchase-To-Pay scenarios
	Testing Stock Count without WMS
	Testing Logistics Goods Receipt
	Testing Stock taking inventory without WMS
	Implemented user exit for purchasing table for goods receipts event for stock transfer replenishment
	Simulation Testing IDoc type SHP_IBDLV_CONFIRM_DECENTRAL TRFC PORT for WE OTC Simple
	Simulation Testing Stock Transfer with Configuration bug fixes in DWM (transfer simulation by manual field entry IDoc)
	Configuration bug fixes in Subcontracting-Stock flow for nonvaluated taxtamps movement to other production location
	Configuration bug fixes Subcontracting-Stock flow for nonvaluated taxstamps movement to other storage location
	Bug fixes in Direct Sales Prepaid
	Configuration bug fixes in SD Pricing
	Configuration bug fixes in Enterprise Customizing

LUFTHANSA TECHNICS                                                                                             		 
Senior SAP Logistics Consultant / Temp Integration Manager	May 2008 – August 2008   
SAP ECC 6.0
	Role: Support Internal Lufthansa Technics Consultants for then-upcoming rollout site.
	Duties: Transport management and release planning – managed BASIS STMS collective and individual transports to clients and boxes. Managed and wrote unit test scripts and integration test scripts.
	Processes included: Defect orders, Defect management, Service Notification, PM Service Orders with originating Sales Orders, A/C types, serial numbers, Rotables management goods receipt/goods issue with reference to sales order/service order/personnel number, initial provisioning, movement types goods issue, goods issue reversal (receipt)  (A&D customer stock B, sales order specific customer stock)
	Rotables: Removal from A/C, transfer movement to storage locations, material re-installed on aircraft
	Rotables: Monitoring and component exchanges.

FUJIFILM INTERNATIONAL GERMANY				
Senior SAP MM/WM/LO-VC Consultant 			December 2007 – April 2008 
SAP ECC 6.0

Variant Configuration:
	Designed and configured variant configuration Sales and Universal BOM functionalities to work inside the SAP Lead system interface with the WM Decentral system for Make to Order process (MTO). This transpired via an independent MTO (more precisely Assemble to Order) portal that I also interfaced to the variant configuration functionalities of the sales BOM. I built the SD variant pricing for those configurable materials. All of this naturally filtered into my WM system with success.

Materials Management/Warehouse Management/Logistics Execution
	Designed, configured, and documented the Decentralized WMS Interface, functionalities, processes, with standard IDOC/Message types and function modules, Coordinate closely with PI consultant for the external WMS.
	SAP Transaction and Master Data Objects included: Master Data IDOC, Distribution Rules, Customer Master, Vendor Master, Inbound Deliveries, Outbound Deliveries, Inventory Postings, Stock Category Postings, Subcontracting, Customer Sales Order, Stock Transfer Order, Return to Vendor Order, Goods Issue Outbound Deliveries, Goods Receipt Inbound Deliveries, Distribution Mode of Delivery, Stock Comparison Report between Central and Decentralized System, Physical Inventory on Bin and Storage Type levels in WM and valuated in SAP IM.
	Responsible for the SAP LES IM execution transactions and objects to enable the SAP Decentralized WM system.
	Responsible for and Built and Documented Pan-European WMS Blueprint for central and regional warehouse operations with regards to integration with sales, FI/CO, SCM, WMS, MM-PUR, MM-IM, and LES
	Integrated SAP ERP Sales Driven MRP functionality with the WM interface for procurement to stock for indirect sales, procurement to statistical goods receipt, for regular purchase order, subcontracting purchase order, and stock transport order purchase order, third party purchase orders. I have been responsible for requirements collecting, design, configuration and master data determination, the Interface Documentation, integration testing, demoing, and supporting the business in script preparation and execution.
	Logistics Execution: Item category determination, Delivery type configuration, shipping point determination, much more.
	Implemented fully integrated processes from sales to MRP demand to procurement and invoice verification to delivery to billing.
	Batch management aspects of the SAP interface with the decentralized WM, batch classification Lot number, Min. shelf life, etc. and determination for the MM-IM to WMS Decentral inventory system. FIFO, FEFO batch classification.
	Use of various IDOC transactions to solve problems with the interface, and designed developments as well for this. 
	Coordinate from the SAP functional MM side the integration points with PI for all necessary IDoc message types.
	Designed and implemented all necessary WMS movements for stock category changes to interface with the ERP IM and ERP movement types to interface with the WMS.
	Several different IDOC message types were chosen to accommodate the business requirements for transactional processes and data migration.
	Physical Inventory: Cycle counting, 0-counts. Differences and clearing postings in WMS bins interfaced to IM storage locations. Account determination.
	Conducted many workshops for the business to compile the requirements, fix design, facilitate various actions, e.g. stock load and -warehouse connection cutover timing, etc.

SABBATICAL

ACCENTURE GmbH: TRIUMPH INTERNATIONAL GmbH
Senior SAP MM AFS/Retail Consultant						April 2006 – October 2006

I wrote and implemented new developments, and designed and customized and implemented solutions in these areas during my time on this project:

	HUM Implementation (MM-WM)
	AFS MRP
	AFS Valuation (split valuation)
	AFS BOM structure (wrote query for LSMW load), AFS BOM allocation
	AFS Production External Vendor Processing for Subcontracting and Inter-company
	AFS Color Matching
	Multi-packs
	Sewing, Cutting
	Single styles
	Integration of Classification system with grid dimension in material master
	Coverage strategies and its dependencies
	SKU Grid Data and Stock Category Functionality for raw materials, semi-finished, finished
	Integration with APO
	MM/WM/QM GR integration with WM and QM
	MM/WM/SD Integration for outbound deliveries
	Central WHS supply, local production plant sourcing and MRP
	Dual production orders for external services processing – components find SC Vendor Monitoring

LINDE CORPORATION CZECH REPUBLIC				October 2004 – March 2005
Senior SAP MM/WM Consultant
Materials Management, Supply Chain, and Warehouse Management
	Evaluated and blueprinted the supply chain with a pull production system based on Kanban cards across the SAP system and the third party WMS system. The supply chain included: Transfer Requirements and Transfer Orders and the DWMS interfaced to the central SAP ERP system; FIFO, Pull Consumption, Storage areas, storage types, high racks and low racks, posting changes; LE module, IM module, Vendor managed consignment inventory in WM, Backflush of usage quantity and value usage to from VMCI WM to SAP PP (Warehouse grids to Production line); Confirmation orders with goods receipts for external processing of subcontracted goods as a unique functionality of the Interface.
	I did a series of proposal workshops for Linde Corporation for their 3rd party warehouse system (provided by a vendor different from SAP). This meant determining the material movements that would be relevant in Inventory Management that would be processed through IDocs so that 3rd party warehouse be able to process and manage all material handling warehouse management and staging. The idea was to keep the SAP box as clean as possible for its four production lines since the client wanted a pure kan-ban system to move the goods from the GR area to pre-assembly to assembly to the outbound staging area without WM, and with just Inventory Management. They wanted a minimum of transactions in SAP, meaning no TOs from work center to work center. As well, GR and QM was made in the 3rd party warehouse via a simulated Advanced Shipping Notification with SSCC codes and all. Therefore the interface structure was built on information passing between the two systems via IDocs. The idea was that such a separation of duties would facilitate, among other things: the enablement of immediate back flushing on a make-to-order basis of exact quantities ordered, allowing for an independent kan-ban system to operate through SAP Inventory Management only, of course with production.

IBM: A.P. Møller - Mærsk A/S DENMARK				December 2004 – July 2005  
SAP ECC 5.0
Senior SAP MM/LO-VC Variant Configuration (LO-VC) Consultant
Variant Configuration/Variant Pricing
	I Designed, configured, and Implemented the freight Logistics-based (as opposed to the fright Liner-based) variant configuration pricing set up for contracts based on expert knowledge of variant configuration and the classification system in SAP. I performed
o	The Configuration of the Material Master and the maintenance of referencing pricing tables to work correctly in relation to the variant dependencies set up in the material master. 
o	(He) Implemented supplemental pricing for certain pricing requirements in purchasing. 
o	Configured and implemented a standard SAP email notification system that notified relevant users of expiration of contracts based on consumption percentages and validity periods. 
o	(His) solid knowledge of the output determination system, contracts, and dynamic business requirements were very obvious here. Set up the variant configuration of the material masters. 
o	On the basis of this I set up our variant pricing, transparency reporting, sales BOM links, etc.
o	Set up total pricing configuration for variant (material classification and material configuration) pricing for contracts, including supplement condition for pricing materials dependent on pricing calculation of other materials. 
o	Responsible for configuring materials in all senses including the relationship coding (relations and dependencies) relating to the background tables. 
o	Set up Multiple Account Assignment configuration for proper Sales Order flow including automatic account assignment of PR-SO delivery schedule tab items moved to multiple account assignment tab in the purchase order. 
o	Set up with FICO revenue recognition for non valuated Multiple Account Assigned PO s based on deltas between GRs and IRs. 
o	Set up release strategies in SAP for contracts to harmonize with an interface to an external workflow approval system, which included contracts and PO s, but which also integrated with workflow in external web tool for data maintenance. 
o	Set up Contract Expiry Notification email system to responsible for contracts (Internet Mail, CONM condition type). This was standard SAP from one query enhanced the implementation of a standard SAP enhancement by a standard output configuration based on percentage consumption of contract, but also on non standard expiry date logic. 
o	Both revenue recognition and cost recognition were extremely demanding in the MM module on this project because of the non valuated (Multiply Account Assigned) PO s. I was responsible for bringing this to a successful outcome. 

Multiple Sales Order Account Assignment in Purchasing
	Key IBM designer and configurator for the MM solution for our Sales Order Multiple Account Assignment Solution for non-valuated Purchase Orders. He was deeply involved in evaluating the technical constraints that the SAP system has in this area and in the analysis thereof to make this happen. This was one of his most important accomplishments on the project. Key IBM designer and configurator for GR-based and IR-based Revenue Recognition for Non-Valuated Purchase Orders.

CAP GEMINI: SAB MILLER CZECH REPBLIC			June 2004 – December 2004
Senior Consultant MM F2S Forecast to Stock /SD OTC Order-To-Cash
SAP 4.7
My main Forecast to Stock (F2S) process at the initial stage was often the following:
Packaging of all required brands according the planned orders on plant 1011
DESCRIPTION: 
Our Tank beer transport went through the following steps:
1.	Create process orders 
2.	Release process order (create pi-sheet)
3.	Update PI-sheet (as in “real life”) – enter volumes of chambers as produced quantity and corresponding issued volumes of beer from BBT’s
4.	Sent messages
5.	Complete the PI-sheet
6.	Technical complete the process order.
7.	Check stocks for consumed and produced materials

...for resources, BOM Components, Recipe, and Finished Product.

Logistical Follow-On Scenerios I implemented:
 1.	Intercompany FERT, SUBEMPTY, PALLET
 2.	Intercompany Return: Finished Good, sub empty, Pallet, emptes (crate or keg)
 3.	Tank Beer Delivery to Customer
 4.	Delivery to customer – Returns Bad Beer with and without BOM: Finished Goods, subempty, Pallet.
 5.	Delivery to customer – Returns Good Beer with and without BOM: Finished Goods, subempty, Pallet.

Each of these configured and designed and tested processes I configured with their integration to: Item Cat Grp Mat, Stock Transfers, Copy Control, Delivfery Types, Batches, Scheduling Line cats, MIGO movment types GI (qty and value, qty and no value) with movment types 671 and 161.

Stock transfers were handled for OVLP Pack accumulated batches with the same integration.

All with updates or lack of updates for Invoice IV and FICO Postings and Customer Empties Balance updates.

I configured by Commodity (Material Type) the application of scheduling agreements, MRP Requests (y/n), individual manual requisitions, Reorder Poing, Planned Orders, MRP Type (PD), Lot Sizes (WB, HB, none), GR Tolerances (%) and the Release Strategies that I configured and designed and tested for the Purchaisng Functionaqlity.

The following materials I set up for the above integration: 
Raw Materials: Barley, Hops at consignment, Gieselhuhr at consignment in PP, CO2, Perlit, Stabilzing materials, Sugar
Semi finished Malt
Packaging: Kegs, crates, pallets, bottles (with sales BOM), Labels, baskets, crowns, Al. foil, cans, bottles (new and production)
Chemicals
Pipeline
Spare Parts: Spare Parts – production, Spare Parts – Tap equipment
POS
Trading Goods: Beer, Spirits
Non strategic Material
Overhead Material

Set up split valuation  for Secondary and Primary Material Distribution by four valutiion types for FERT with copies of configured Z-copies of standard item categories for Delivery Item Category Determination for 1. Poland, 2. Czech Republic, 3. Neutral: 
ZAWA, ZFBA, ZFBR, ZNLC, ZNLN, ZREB, ZRWA, ZTAN, ZTEX.  I integrated with the use of the negative stock functionality, permitting defaulting Sales Stock Valuation Type into Standard, Inter-and-Intra Company Deliveries (VL02N, VT01N).

Defaulting Sales Stock Valuation Type into Standard, Inter-and-Intra Company Deliveries For Slovakia and Czech Republic, and Implementing FIFO Delivery determination for SK.

Via:
A) Incompleteness Procedure for Deliveries – OVA2
B) Auxiliary Account Det. – COA, Account Key RMK, Transaction Type GBB, Valuation Modifier Area, General Modifier VAX, Valuation Class, Db/Cr. Accounts, GI – OMWB
C) Split Valuation Global Types – OMSK, OMWC
OMSK links material type (FERT) used for 123457 linked to acct cat ref 0009 Ref. for finished products whereas in OMWC Global Valuation Types 02 Products and 01 Manufacturing are linked to 0001 Ref. for Raw Materials. Changed: RXDK902762. This change addresses the Auxiliary MM Account Determination – OMWB made for valuation class E002/E001.

Designed and configured SD Account Determination (access sequences, tables, condition types, etc.) for the split valuation I configured, for: Beer Own, Beer outsourcing, Beer imported in company group, Beer imported 3rd Party, Malt, Byproducts, Scrap, Water, Soft drinks, Other Distribution Beverages, Fixed assets, Bottles, Kegs, Creates, POS, Recoveries, Rental Cars, Sales or cars.

Customer processes included: Domestic revenue, Affiliate Company Revenue, Employees, Foreign Revenue Group, Foreign Revenue NonGroup
More generally speaking, I set up the following:
	Designed and implemented (customized) item category determination, sales stock split valuation, revenue account determination.
	Inter and Intra company Sales Order and Stock Transport Order variants for direct sales, indirect sales, and distribution centers. 
	Customized item category determination to fit this latter model viz. split valuated sales stock according to sales and materials management movement and material types including splitting of the account determination on the inventory management side of the sales and MM movements. Naturally this included SD account determination as well based not on valuation classes but on access sequences and account keys.
	Designed and implemented (customized) release strategies for spare part Purchase orders: Classification, characteristics, release strategies for Purchasing.  
	Main designer for reverse logistics in the inventory management area. 
	Logistics Invoice Verification customization messages and tolerance values.

TENNECO AUTOMOTIVE CZECH REPUBLIC				February 2004 – June 2004
SAP MM Team Lead/Senior Consultant MM / LO-VC (Variant Configuration)
SAP 4.7
Lead MM on-site consultant, Czech language

Variant Configuration
	Built and configured a standard variant configuration Sales Order Assembly functionality with use of Super BOMs with class item assigned for full flexibility of variants and eliminate the need for more items for the individual variant parts. It also eliminated the possibility for the need to put the BOM into change mode temporarily. 
	I set up the Super BOM VC not only for values in component variants in the sales order, but also in quantity variants where I received information from the PP to assign the corresponding routing operations for the materials before ATP of the Sales Component BOM is performed.
	As there was no SD consultant available for the task, I also designed and configured and trained the users in variant pricing.
Data Migration
	Data migration (vendors, materials, source lists, info-records, contracts). 
	Coordinated and configured MM-FI stock load requirements. 
Release Strategies
	Built and implemented purchasing release strategies according to business requirements and number of users.
	Configured all Purchase Requisition and Purchase Order release strategies based on classification values (cost center, value, creation indicator, purchasing group, plant, account assignment category, etc.) 
Account Determination
	Responsible for all configuration in Account Determination and Assignment, MRP, Purchasing, Logistics Invoice Verification that included customization messages and tolerance values.
Split Valuation
	Set up the tooling inventory management and purchasing system based on split valuation. 
Trainer
	Train the trainer in all MM modules and integration areas for indirect materials related to production, non-production, and fixed assets purchasing (with internal project orders for budgeting functions).

ATOS ORIGIN MIDDLE EAST: 
SAUDI ARABIAN BASIC INDUSTRIES CORP. (SABIC)	
November 2003 – February 2004
Senior SAP MM Consultant
SAP 4.6D

Materials Management, Plant Maintenance, and ALE
	I was responsible for and performed the integration of Materials Management Services and Stock Procurement with Plant Maintenance and the Project System for stock, direct charge, and services procurement. This involved taking Routing/External Affiliates in the already running SAP SRV functionality and integrating the new implementation of planned PM and PS functionality to the systems and managing this process with the users. 
	I was the functional responsible for an ALE Interface between two SAP systems which integrated their PM, PS, MM, and FICO systems through a number of IDoc message types with regards to the above mentioned procurement methods. Activities included working with ABAP personnel on the Data Distribution Model, setting up configuration and master data, IDoc analysis and monitoring, and testing. 
	I built the release strategies.
	I set up the transactional business flow between the two systems that went from PM / PS work orders – PR’s – Release Strategy – Sales Order Second system – PR in second system – PO in second system – GR in both systems for both service entry sheets and materials. 
	On this project I was integral to setting up the logistical components of SAP JVA (Joint Venture Accounting) for the Upstream Oil and Gas environment. This included the standard and variant relationships between ‘Operator plants’ and ‘Non-operator plants’ (both ‘On-Line’ and ‘Off-Line’), MRP, multiple pull and push stock transport orders inter-and-intra-company, purchase orders, ‘entitlement’ and ‘operational’ costs through ‘material revaluation plants’ integrated with internal orders.

ATOS ORIGIN MIDDLE EAST: ARAMCO, SAUDI ARABIA
Team Leader MM Consultant
e-Invoicing Consultant							June 2003 – November 2003
SAP 4.6C to SAP 4.7									
Team/Project Manager and Technical/Functional Designer

SAP MM Service Entry Sheet e-Invoicing Workflow
	I implemented the SAP Service Entry Sheet and built the custom Workflow development that utilized XML file format for transacting SAP data on the Intranet and an Extranet. 
The benefits allowed Service Entry data to be manipulated and transacted by site personnel and suppliers on the Intra and Extranet with a ‘real-time’ link to the SAP back office. 
Benefited by reduced backlog and manual paperwork. 

e-Invoicing MM - CS
	I implemented and developed the MM, CS, SES Workflow Development (e-Invoicing)
	I was responsible for the integration with CS integration of MM services. Benefits and outline of this Service Entry Sheet Acceptance Workflow: The Development of it: 
(1) This development eliminated the physical paper routing of the Contractor draft invoice, including its supporting documentation such as work tickets etc., to invoice certifiers, verifiers, initiators, and approvers through on-line workflow signatories facilitated by email notifications. 
(2) For the Aramco proponent employee the benefits include eliminating invoice processing backlog, eliminating the accruals process, and eliminating physical routing of invoices and associated documentation. 
(3) The benefits to the Accounts Payables Methods Division included being able to review and process the invoice one time only, eliminating the re-routing that was previously required; subsequently invoices will no longer be need to be parked. 
(4) The benefits to Accounts Payables Methods and Audit Division included built in validation rules that follow the internal control segregation of duties from the Saudi Aramco Contracting Manual. As well the review process became flexible so that any of the proponent signatories can delegate review, but not signatory status, to any person, in possession of a valid SAP logon id, of their choosing. In addition, audit trails are left so that reports can be run to review these aspects. 
5) Technical Realization: Technically this was achieved by uploading from R/3 into XML format Contract data to the Extranet (SAP-to-Net), which then facilitated the initiation of the above Workflow descriptions into the Intranet where the data was, after full approval cycle, then downloaded to R/3 (Net-to-SAP) which was coded to immediately trigger release and acceptance of the Service Entry Sheet.

MM Service Master, Contracts, MM Upgrade Coordinator
	As well I was responsible for enhancing functionality in the areas of the Service Master Database, Services Purchase Orders and Contract types (Short Forms, Long Forms, Change Orders, Negative Orders), Services Integration with PM and PS, and integration of CIC/CS with Services in MM. During the upgrade to 4.7 I was designated the MM Services Module Coordinator. I managed the testing phases of the upgrade to successful implementation with a high level of cooperation with the other modular teams.

TETRA PACK GMBH GERMANY					February 2003 – June 2003
Senior Consultant
4.5B
Technical Sales Functionality in PS and MM. Support Tetra Pak’s user community and look for improvements in the functionality of the overall solution.  SAP R/3 vs. 4.6C – 4.7. Some key points include: Support the monthly transactional processes and the timely reporting thereof; develop and implement business planning concepts; localization of the Global IT Solution (Germany, France and Switzerland) through Projects; work with senior management and operational personnel to identify and analyze gaps in the system; create and pilot concepts to bridge the gaps between business and system processes; involvement in  implementation of CS /  CIC (Customer Interaction Centre) – an extension of SAP CRM functionality and a Call Centre Tool; Assist in the 4.7 upgrade.

PWC/IBM: BAYER A/G GERMANY				April 2001 – January 2002
Senior Consultant
SAP 4.5B
Responsible MM project coordinator data migration from the legacy systems to several SAP R/3 Instances. This job included maintaining the MS Access Database for all MM data migration objects with their status for the activities of mapping, cleansing, upload, download, harmonization box, etc. Coordinated through meetings and technical objectives the LSMW stages from harmonization box to live R/3 Instances. Use of flat files and more complex data entry files with coordination with Basis LSMW consultants and end-users. Responsible to ensure that the end-user site managers were in line with quality standards and critical paths. MM Technical and Functional Lead Consultant Polymer Rollout Bayer, KA AG and PU N.V. Industrial divisions implemented for included Productive Pipeline, Polymer, and Business Unit Integration. Worked directly on the development of a SAP B2B Direct Charge Interface. Heavy involvement with Data Migration project including mapping, cleansing, harmonization, LSMW. Responsible for Inter-Intra company design, configuration, and testing from the Logistics point of view, tight integration with FI/CO. As MM Consultant I was responsible with the WM Consultant at the time for the LES – WM – MM design, configuration, and testing. This involved a complex business decision as to whether to replicate current warehouse setups or to utilize the SAP WM functionality for organizationally optimum workload efficiencies. Transfer orders and Goods Receipts to receiving points for inbound deliveries for put away and storage. Goods issues based on both deliveries and inventory postings. Transfers to quality stock for with QM integration (inspection lots). Replenishment transfer orders, interim storage WMS transfers from Inventory management transfer orders.

PWC: SWISS AIR TECHNICS SWITZERLAND			January 2000 – January 2001
Senior Consultant
SAP 4.5B
Inventory Management Consultant Lead Consultant for a full life cycle. Highly complex and technically rigorous role. Configuration and development of Rotables Procurement and Inventory system. Demanding functional and technical specifications, intensive testing of developments. Highly complex and technically rigorous role. Responsible for SM (services management module) procurement integration with MM. Configured and developed Rotables Procurement and Inventory system. Full exposure to Materials Management and integration issues of the MRO and A&D industry solutions and sectors. Heavy MM-PM-PS-SM integration. Organizationally complex European rollout. Procurement, Inventory, Intra/Inter company configuration and testing. Design, configuration, technical specs for MM and SD interfaces. Designed, developed, and configured Buchbestand for "customer" and "own" stock for Inventory financials and inventory valuations and ownership structures: split valuation, configuring material types and valuation areas, MPN’s with serial profiles etc. Incorporating as well assembly and subassembly stock through split valuation. Wrote technical ABAP and Functional Specs and monitored and tested development. Responsible for inventory cutover of stocks and their values under these complex inventory requirements, including WBS stock. WM responsible for bin specific output determination for maintenance and spare orders (print orders for shop floor interfaces).

DELOITTE AND TOUCH ICS: SIEMENS A/S NORWAY		July 1998 – January 2000
Senior Consultant
SAP 4.0B
MM Team Lead for complex systems integration SAP project. Full cycle from interview As-Is documents to Gap-analysis to prototyping, testing, go-live, hypercare. Industries integrated were Telecom, Medical, Oil&Gas, Facility Construction, Components Production. 

Implemented MM Services with PS activity types in HR. Heavy MM-PM-PS-SM integration. Very complex systems landscape that involved analysis legacy systems and their replication or interfacing in SAP. Configured and designed MM-SM/PS integration with HR activity types. Was one of the principal architects of a complex functional integration of very different industry requirements for five different industries standing under one company code and one chart of accounts. Consolidation of MRP and a Reference Purchasing organization, logistical aspects of intra-company transfer pricing were all a part of this complex configuration landscape. Configured the EDI purchase order confirmation system and master data, designing the segment structures with the ABAP consultants – IDoc monitoring and analysis.

Implemented cross-company and cross-industry sector Lean WM across all business units. Managed and implemented innovative developments in Lean WM to carry SM virtual data and PS stock data, while not being obliged to implement Full WM (Centralized IDocs or Decentralized Delivery IDocs). Full Life Cycle Implementation of Lean WM and MM.

DELOITTE AND TOUCHE ICS: COLGATE PALMOLIVE BEGLIUM		May 1998 – July 1998
Consultant
3.1H
European rollout, training delivery for Colgate Palmolive users in Belgium. SAP R/3 vs. 3.1H. CO-Product Costing Training Consultant. Creation and delivery of CO-Product Costing training materials to users. Created separate SAP training client, prepared master data and tested configuration, in conjunction with training documentation, then delivery. Excellent user-trainee feedback.

DELOITTE AND TOUCH ICS: TRW AUTOMOTIVE GERMANY/FRANCE	March 1998 – May 1998
Consultant
SAP 3.1H
European rollout, in testing phase. Brought in as integration tester in the MM module for the period of final integration testing to just prior to go-live. Substituted for absent MM Lead Consultant who was on leave.

DELPHI AUTOMOTIVE EUROPE						December 1996 – March 1998
Internal Controls Coordinator
SAP 3.0C
SAP Super User. Internal Controls Coordinator for Delphi Automotive Czech Republic. Also responsible for procurement services setup in SAP and the whole process of doing physical inventories in the SAP system from shop floor data. As well: Calculate key inventory and purchasing ratios in SAP, Gross margin reporting and costing analysis (Product Costing sub-module) and reporting thereof to the CFO,  interpretation, analysis and review of monthly inventory and purchasing information in SAP via Pareto analyses and other methods in SAP, establish and maintain internal controls in SAP.

SAP Education:
	
Certification by APP Prague IT Systems 1997: MM organizational structure: MM Master Records, MM-PUR, Batch    determination, classification, valuation, Serialization (profiles, numbers), Inventory Management, Valuation, Invoice Verification, MRP, MM Integration with FI, CO, SD, PP, Basis overview training., MM LO5 Courses, AC SAP Product Costing Course, BC SAP IDoc Interface Course, AP SAP APO SNP (Supply Network Planning) Course, BW SAP Business Information Warehouse Course, ASAP Certification

Education: 
B.A. Degree in English Literature 4 years full time, University of California Berkeley 1993.
Languages: 
German: fluent
Czech: fluent
Slovak: fair
Polish: passable
Arabic: basic customary and ceremonial (greetings, some communicative phrases)