SUMMARY:

• Successful Project Manager, Business Analyst and IT liaison for global ERP implementations, Supply Chain projects and Business Process Reengineering environments since 1998. Working experience with both the Waterfall and Agile PM methodologies. Lead roles in more than ten end - to-end SAP R/3 ERP implementations at multiple global organizations, with eighteen years of demonstrated leadership in all aspects of ERP and IT project phase activities, including management of project schedules, budgets, risks/issues, costs and quality. Ten + years of SAP super-user experience with Supply Chain Master Planning, Production Planning and Supply Chain Master Data. Excellent verbal and written communication skills; OCM and Training lead expertise.
• MBA in Supply Chain Management
• Global IT, ERP and COTS Project Management
• Certified Project Management Professional (PMP awarded, 2004)
• Global Architecture & Infrastructure (A&I) project management
• Certified in Production and Inventory Management (CPIM, 1993)
• SAP R/3 Production Planning and Materials Management modules
• Management of IT project schedules, costs and quality of project output
• Requirements Gathering, Flowcharting and Business Process Mapping
• Business Process Reengineering
• SAP R/3 Master data for Supply Chain and Manufacturing
• Proficient with Microsoft Office Suite applications: Excel, PowerPoint, Visio, Word, Outlook, etc.
• SharePoint application for document collaboration, storage and project management

PROFESSIONAL EXPERIENCE:

Confidential

Project Manager

• IT liaison with TRW business operations to identify and prioritize Purchasing “Vendor Information Network” (VIN) requests for possible inclusion into the VIN project pipeline
• Project Manager for a pipeline of 30+ VIN projects, initiated to enhance the existing Java, HTML and XML code used in the original VIN releases
• Purchasing IT Project Manager for multiple global Systems Integration and Security compliance initiatives between TRW and ZF
• Lead Purchasing IT Project Manager for a major TRW divestiture, the scope which included project Infrastructure and Security task design of a VIN domain accessible only by the divested TRW division

Business Analyst

Confidential

• Analyzed ZF corporate Purchasing processes to identify Regional best practices for implementation in the North America operations

Confidential

Senior IT Project Manager

• Project Manager for the Chrysler “PentaSAP” SAP implementation, which involved conversion of over 100 legacy mainframe applications to the PentaSAP platform
• Developed detailed implementation plans for the legacy conversion and cutover phase of the PentaSAP project, including tasks, timing, milestones, choke-points, and project status check-points.
• Developed and maintained metrics to track and report progress for each application
• Facilitated discussions with application teams to develop and refine cutover plans, while defining the project objectives, approach, integrated schedules, communication strategies and conversion methodologies
• Coordinated cutover plan tasks and timing with all IT technical functions outside of the application teams
• Established deviation processes for release management, change management and incident management
• Staffed and supported a 24x7 Cutover PM war room for eight full weeks, where application conversion tasks for PentaSAP were tracked and progress reported on an ongoing basis, and issues were documented, escalated and pursued to resolution

Confidential

Project Manager

• “Lean Ordering” Project at Delphi - responsible for negotiation of project scope for each phase; managed the corresponding project plan and schedule; developed and maintained Resource Plans and associated Cost Models, managed all project Change Control activities; documented and addressed project Risks and Issues
• Managed remote and on-site teams assigned to modify and enhance SAP “ABAP” code, convert other languages to ABAP, and write or convert databases and reports into more robust “XML” and similar formats

Business Analyst

• Managed all General Motors “GFIMS” (Global Finance and Indirect Materials Solution) SAP implementation program schedules in MS Project format for Plan & Define and Prototyping phases; maintained task, milestone and tollgate deliverable status; identified and resolved project issues and risks based upon supplier project schedule and integrated project schedule (IPS) status
• Analyzed and documented GFIMS System Requirements Specifications for functional and non-functional requirements, in support of defined project Requirements Traceability Matrix (RTM), GM global and local business processes and in compliance with HP’s Software Development Process (SDP) guidelines
• Lead supply chain deployment analyst with EDS/HP for Delphi divisional SAP R/3 implementation, including system integration test, training, master data and on-site system cutover and post go-live support roles

Confidential

Senior IT Supply Chain Consultant

• Production Planning, Organization Change Management (OCM), training and project integration leadership role with Confidential for automotive chassis assembly supplier in Toledo, OH

Confidential

SAP R/3 Senior Analyst and Project Lead

• Team lead role in the design, analysis and implementation of all major ERP Supply Chain business processes in the Production Planning, Purchasing and Materials Management functions
• Managed contract consultants responsible for R/3 technical system development, customization and deployment
• Designed, developed and maintained high-level project plans (milestones, deliverables) and detailed project plans by functional area, including system integration test plans, system cutover plans, and end-user security authorization plans and training curriculums
• Lead OCM and Training roles for business process reengineering, value stream mapping, and “Kaizen” continuous improvement activities for the plant post go-live, based upon R/3 system generated metrics and reporting tools

Confidential, Troy, MI

SAP R/3 Senior Analyst

• Partnered with Delphi SAP R/3 system development teams to review and approve functional specifications, Business Process Procedures (BPP’s), configuration and customization for nearly 100 supply chain transactions
• Team member for the analysis, deployment and implementation of the SAP R/3 Production Planning module in the automotive repetitive manufacturing environment, including all planning, scheduling and production execution functions and related R/3 master data
• Lead super-user trainer for the full SAP “Manufacturing” curriculum at plant level
• Selected to manage the design, development and deployment of customized R/3 applications and training materials to address plant level post go-live optimization, including SAP R/3 system development in “Level Scheduling” and “Super Backflush”
• Managed RWD contract consultants assigned to the development and delivery of end user training materials in the SAP R/3 Production Planning and Master Data functions

Confidential, Auburn Hills, MI

Senior Business Analyst

• Lead the implementation of SAP R/3 Production Planning module in a high-volume, complex repetitive manufacturing environment. Customized SAP master scheduling and production planning processes applicable to eight different Jabil customer workcell environments
• Developed and delivered six SAP R/3 Production Planning training courses for over 100 planners and buyers at four Jabil plants, encompassing 120 SAP R/3 transaction codes and addressing all production planning, production scheduling and related master data functions in R/3.

Confidential, Auburn Hills, MI plant

Business Analyst

• Designed and successfully implemented five major system enhancements for business processes utilized daily by 30 buyers and planners on the Jabil MRPII legacy system
• Consolidated and updated over 70 Materials department procedures, and trained all users as part of a 1997 plantwide QS9000 certification program
• Designed and implemented a methodology to capture and explain 25 key plant operations metrics on a weekly basis, satisfying QS9000 “continuous improvement” requirements as well as internal corporate objectives