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Senior Sap Sales & Distribution Project Manager Resume

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  • PMP Certified experienced SAP Project Manager with over 18 years of SAP specific experience including ECC 6.0, R3 including 4 SAP Full life Cycle implementations and 20+ partial SAP projects and International Organizations round the globe including solid SAP Manufacturing, Pharmaceuticals, Aerospace/Defense, Industrial Distribution, Retail, Consumer Goods and Military fields.
  • Operating as the PMO implemented the following governance items:
  • Weekly status reports from each functional team
  • Establish overall Project Plan
  • Balanced Score Cards
  • Establish operating and steering teams across the disciplines
  • Develop communication disciplines and reporting vehicles
  • Issues and action log
  • Risk register
  • Updated Project Plan using Microsoft Project
  • Routine updates with “off - shore” teams
  • These reporting items were maintained in a “common area” for all to view
  • Ability to managed and deliver projects on time, from Phase 0 through “go-live.” By performing tasks but not limited to:
  • Define the Statement of Work (SOW) and/or BRD (business requirements document)
  • Developed and maintain budgets and staff levels for the project as the process moves through all of the gates until project fruition
  • Using tracking tools such as RAID Logs (risks/actions issues/decisions), Fit-Gap Lists. Creating RICEFW (reports, interfaces, conversions, extensions, forms and workflow) documents used in the configuration phase
  • Working with the SME (subject matter experts) to create scripts that will be used during User Acceptance Testing (UAT)
  • Overseeing the data modelers to insure all legacy data is transported into the new SAP system and develop procedures to capture the data that is not resident in the legacy required by SAP. (SAP BODS)
  • Manage the BASIS group to insure timely updates to the Q&A, DEV, PROD databases
  • Supervise the User Acceptance Testing until its completion
  • Execute the “go-live” followed by support of the system through post go-live
  • Sold & delivered SAP projects ranging from $260K to $20 Million over project durations from 4 to 28 months.
  • Lead SAP teams and projects 10 to 60 team members, this included both internal and external staff, including “off-shore” developers
  • Experienced with Project Management tools including PMO, ITIL, ASAP, AGILE, PMBOK, using SharePoint and Lotus Team Room. SAP rapid deployment by developing processes like “Best Practices”, “center of Excellence” concepts
  • Managed and Delivered SAP projects for SAP Modules: SCM, FI, APO (dp, snp, ds), CO, SD, MM/ PP (PI), MES (CAMS), MII, WMS, PLC/PLM, PM, QM, HR, SRM, GTS, CRM (OM), APO-(PP/DS/DP), EDI, VISTEX, MDM, HCM/OCM, COPA, GTS, ServiceMax, FSCM EBS, Vertex, BI, BPC, and BW/Business Objects BOBJ Hana. Some using RDS.
  • Developed & presented 25+ proposals to regional & C-Level management CEOs, CFOs, COOs, CTO to secure funding and resource commitments for SAP projects


Sales & Distribution



APO (dp, snp, ds, spp)





Plant Maintenance



Service Max (FS)




Success Factors HCM/ESS-MSS Kronos




Business Intelligence

BW/Business Objects BOBJ/Hana


Senior SAP Sales & Distribution Project Manager



  • Developed a blue print that interfaces SAP WMS into a myriad of applications from BPICS and QAD for Manufacturing, SAP APO and Managistics for scheduling, SAP CRM, SAP Service Max (field service), SAP GTS, Salesforce.com and SAP CRM (for opportunity management and Demand forecasting) to the SAP foundation systems
  • Create a “large-scale” BI systems using S4 and SAP Business objects
  • Acting as the lead Designer, created a “large-scale” SAP I-HUB for interfacing with third-part locations (3PLS) that use Manhattan software system which handled order fulfillment
  • Developed a blue print for FICO, SD, MM, PP/QM, Engineering, Oversaw the data migration team which was converting legacy data into SAP using BODS. Created project governance process included but not limited status reports, issues log, risk register, and project plans. Worked with off-shore personnel with the realization phase
  • Developed a proof of concept for the use of APO a new SAP system to replace their custom - built scheduling systems. This system introduced the “planning board” concept of APO for both Supply Network Planning and PP/DS Production Planning/Detail Scheduling . Responsible for Process Integration (PI) for its VMI (Vendor Managed Inventory). The system will be used for their newly installed (Manufacturing Execution System) MES.
  • Completed Blueprinting, Managed the Configuration, in process of Test & Acceptance, and “Go-Live” a CAMS/MES/MII implementation for a large-scale government organizations (added an additional 10,000+ users to an environment of over 100,000 users operating in 20+ Army bases) Making it one of the largest SAP SFA installation ever.
  • Worked with end-users to develop BOM (RBOMS, MBOMS, ARBOMs, ASBOMS, etc.), Routings, and CAPP plans to operate in-concert with the SAP MPS
  • Expanded their internal BI system adding Hana as reporting tool
  • Interfaced the system with the existing SAP systems (FICO, MM, PM, HCM (ESS/MSS), EWM, & APO)
  • Designed a multi-level test environment for User Acceptance Testing (UAT)
  • Provide on-site support for testing and training and worked with Wi-Fi hand held devices along with the SAP Basis group to insure timely upgrades.


Senior SAP Sales & Distribution Project Manager


  • Responsible for Blueprinting and designing the RICEF’s for an APO PP/DS system to integrate into the corporate SNC environment for a medical manufacturing facility in People’s Republic Of China.
  • Performed major activities such as conducting the “AS-IS” workshops and performed the fit- gap analysis.
  • Designed all of the tracking and performance reporting and maintained a RAID (risk-actions-issues-decision) log.
  • Created the “Blueprint” document which delivered to the Realization team
  • Develop the WRICEF documents and created test scripts for UAT phase


Senior SAP Global Project Manager


  • Responsible for supporting Order-to-Cash (OTC), Procure-to-Pay (P2P), SD, etc.
  • Supported the installation of a GTS (Global Trade services) module through the following gates:
  • Oversaw the “end-user” workshops in order to produce the Blue Print document, which defined imports and exports. Along with “denied party services” and embargos.
  • Utilizing SAP Solutions Manager (SolMan) producing and monitoring a series of tracking instruments used to move through the rest of the process Realization, UAT, and “go live” .
  • Responsible for Process Description Document (PDD), Functional Design Document (FDS)
  • Managed the “cut-over” process which included WRICEF programming specifications, data migrations into Dev, “Q”, and Prod. Also the UAT testing, regression testing, VerVal testing, and “end-user” testing.
  • Maintained and monitored a project RAID risks, actions, issues, decisions for the project
  • Supported Hyper-Care for post “go-live
  • Provided the “on-boarding” for new employees, weekly time sheets, & invoices”

Confidential, NV

Senior SAP project Manager


  • This utilizes a total SAP solution beginning with CRM (SM, Syclo) incident tracking and field service, SAP Web Channel Management experience (3.0) for internet reporting, mobile data interface for both citizen reporting and supervisor tracking.
  • Managed the design for the RDF and redesigned the HCM module for tracking employee skill set and attendance, MM for SPP (service parts planning) depot and truck inventory tracking and replenishment, and FICO for all financial obligations and reporting.
  • Responsible for daily BI reporting (using BOBJ/Hana) showing incidents recorded, incidents scheduled, incidents completed, and incidents rescheduled to another timeframe.
  • All broken down by regions and districts, resulting in 50+ additional calls per day utilizing the same work force, reduced material costs, history to create and maintain “mean-time-to-repair”, better tracking of technicians’ certifications and licenses.
  • Blue-Printed a CRM/Web Channel business model for a distributor and manufacturer of automotive parts.
  • Designed all web interface screens and designing all CRM reporting for Opportunity Management, Sales/Distribution, and Sales Cycle.
  • Provided hardware/software and data comm. Requirements for both the Web Channel system and CRM 7.0 on the base ECC 6.0 system.
  • Defined the Afaria requirements in support of the SAP mobile applications interface.
  • Defined the migration to Office 10 with Outlook and Exchange 10 in support of CRM calendaring
  • Defined a VOIP solution in support of a 24X7 interactive customer support with Web Channel


Senior SAP Sales & Distribution Project Manager


  • Responsible for Project budget, personnel, and the implementation schedule using a requirements definition managed the configuration, testing and “go-live” of SAP FICO, MM, SD.

IT Director

Confidential, Cleveland, OH


  • Managed teams of 8 to 30 people consisting of FTEs and outside contractors, (IBM Contractors), and multi-million project budgets.
  • Developed a Global Template and brought to finished the implementation/consolidation of SAP ECC 6.0 back-office FICO, Vistex, MM, PP, PM, EBS, BI, & SD, project was over budget and behind schedule using ASAP approach to successfully complete the project.
  • Using a global template implemented SAP CRM 7.0 in a 17 countries using Apple IPADs, prior used SAP PI to integrate to SAGE CRM.
  • Managed secondary projects after the base implementation that include APO, ME, SCM, WM, HCM, BPC, GTS and COPA
  • Expanded the business intelligence/business objects using BOBJ along the CRM module improved order to cash time by 30%, and standardized pricing and rebates
  • Upgraded all remote locations to Windows 2008 r2 with active directory, this allowed for easy adds and contractions of various locations
  • Migrated the desktop environment to Windows 7 and Office 10 allowed for Outlook calendaring to sync to SAPCRM
  • Out-sourced the computer hardware in support of SAP, Exchange, and SharePoint to support a 24X7 operation and Basis support
  • Out-source the global data communications in support of the “cloud” applications to CRM
  • Consolidate three R3 (4.6, 4.7) SAP installations and one ECC 6.0 into a single ECC 6.0 site

IT Director of Mergers

Confidential, Dallas, TX


  • Developed a roadmap to integrate the acquired company’s information systems functions into company’s global supply chain system Integrated the newly acquired companies into a Data Warehouse/Business Intelligence system, FICO, SD, MM, Vistex Upgraded R3 to ECC 6.0
  • Represented the M & A division as a technical director in developing a strategic IT roadmap for the organization, participated in 6 acquisitions
  • Project managed the IT systems migration at the acquired customer’s site and managed the process as a part of the PMO, utilizing both SAP and Oracle.

Senior SAP / IT Project Manager

Confidential, Fairfield, CT


  • Revamped and re-staff an IT department for a major door manufacturer after the sale of the company into a SAP solution which included FICO, PP, MM, ME, and SCM.
  • Implemented a SAP system for a large-scale retail furniture company, including sales cycle, delivery schedules, and replenishment
  • Formed a team to begin evaluating a new Enterprise Management system to replace an out-dated system with SAP with a specific need to implement APO system into global supply chain.
  • Developed a needs analysis for a “Roll-up” company to integrate numerous small companies into a large-scale company to a SAP solution that includes CO/FI, MM, HCM, SCM WMS, Master data analysis (MD) APO, and PM

IT Project Manager

Confidential, Cleveland, Ohio


  • Managed shared service Information Technology organization in support of Americas operations.
  • Created an environment which build to order, build to stock products + an extensive installation and Service organization.
  • Managed teams in North and South America for the SAP migration and working with the Confidential Group in establishing the long-term implementation strategy for the global organization by introducing ASAP defined a Project Presentation, Business Blueprint, Business Requirements, the final preparation testing, user training, and cutovers and Go Live and support for a global implementation template and this global project had a $30M budget.
  • Implemented and managed a full cycle SAP system within a matrixed environment in North/South/Latin America with a result of multiple acquisitions converted 10 different ERP systems.
  • Implemented/managed a full cycle SAP system in Eastern Europe, Asia/PAC, and U.A.E
  • These systems included FICO, PP, GTS, SD, Vistex, MM, PM, QM, WMS, PLC, APO, SCM, HR, SRM, CRM, SP/SM, EDI, and BW systems.
  • Implemented Vertex into all states in order to capture taxes for parts and labor.
  • Developed Business intelligence reporting systems using various OLAP tools (Hyperion, OutlookSoft, Cognos/ TM1, etc. prior to (BOBJ) These tools reported such items as daily sales, back orders, cash in, RMAs, aged receivables, new orders, sales-to-date.
  • These reports were available using web-based applications on an internal web site.
  • Developed an external web site to allow customers to order product via the web E-commerce, CRM .
  • Implemented SAP Field Service (SM) began a process where the installed were sold, this module was used to perform project management and capture costs at the job sites. It tracked labor, all material costs manufactured & factored, and 3rd party labor. This was used to determine the actual installation costs vs. the budgeted cost thus increasing margins. Using VOIP in conjunction CO was able to tie the entry screens to the customer’s in-bound telephone number & have that information ready for the customer service rep. Upon successful completion of this system we had increased our margins to 70%
  • Implemented JIT/Lean manufacturing system following consolidation of manufacturing sites. As a part of a global implementation team, integrated various ERP systems into a final single ERP solution.
  • Implemented a Just-in-time manufacturing and warehouse management philosophy. This approach utilized a 3rd party distribution company. All raw-material stores were eliminated and the inventory was moved onto the production floor. Based on the daily production schedule, the daily raw materials were brought down to the manufacturing lines from this distribution center. At the end of the day the finished goods was sent back to the distribution center. Orders were processed through the SAP system and using EDI transactions were sent to the distribution center’s ERP system to process. As orders were filled the results were sent EDI back into SAP in order to manage the order process. This process handled back orders and short shipments. All tracking information was made available to the customer on our web site.
  • This processed allowed the company to sell and ship “factored” products and products from other of the company’s divisions.
  • Implemented web-based Customer Resource Management and Opportunity Management systems to support the sales management processes
  • Implemented CRM, Opportunity Management part of CRM, and Revenue Forecast systems. Prior to the migration to a SAP solution, SalesForce.com was implemented as an interim solution. These systems allowed the organization to manage the sales process
  • Operating in the role of CIO
  • Provided strong information technology foundation to support and facilitate sales growth by 85% over a five year period (CAGR of 17% vs. industry average of 3%), while maintaining exceptional margins. Was an active member of the America’s executive team. This team met once a month across Americas and once a year with the rest of the global KLTs
  • Implemented a large-scale Hyperion Financial reporting whereby all financial reporting was rolled - up into this reporting tool
  • Performed IT due diligence on prospective candidates for two acquisitions. Integrated acquired companies M&A into company’s business model, including common ERP system SAP, e-mail, desktop, hardware, resulting in a reduction of operating costs.
  • Some of these cost reductions included desktop standardization hardware/software, equipment leasing, tech refresh volume purchasing, and reduction of manpower

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