SUMMARY:

• 12 1/2Years pure marketing senior management Business experience in Automobile, FMCG and Industrial Marketing
• 23 years SAP project lead experience with 25 clients across Pharma, Computers, Utilities, Consultancy & IT services, High Tech, Manufacturing, Financial services, Health care, Defense, Aerospace, Public sector, Tobacco, Food and Steel.
• Delivered hands on 12 complete life cycle Implementation projects during all phases of implementation cycle from business requirement gathering, blueprint and design, configuration, functional / technical specs coordinating RICEF activities, testing and cutover plans.
• Experience in ASAP Methodology, SAP Solution Manager, Waterfall SDLC Methodology, ASAP methodology and Assemble to order / Activate Methodology and world template
• SAP S/4 HANA experience for past 3Years.1610 experience at Mallinkrodt Pharma
• Excellent Project and Resource management skills - having deployed large, small and medium projects.
• Examples: Large projects: Envision project at Avnet (Team size 26). Small Projects: Harland Clarke (1 Functional consultant and 2 developers): Medium Projects: Altria (Team size 5 functional consultants and 4 Technical consultants). Hands on Single resource project like in AM/NS Calvert
• Multi-Million Dollar Projects: Ex: First Solar and Confidential
• Collaborated and delivered offshore projects: Example RMB Project at Avnet. Data conversion team and development team in India, Hong Kong and Singapore. Configuration team at Singapore. User team at China.
• Implemented Global Projects: Example: GEIA - Global excess Inventory Automation - Alerted Asia users when purchasing from an external vendor, where and how much inventory is available across Europe (different SAP system) and US (Genesis system) by displaying in MD04 screen. Collaborated closely with Europe teams and US
• Extensive experience in Rollouts Ex: Compaq, Conversions Ex: Allergan Pharma, Interfaces (Care stream), Upgrades(Avnet) Greenfield development projects (Maxim Integrated project) Enhancement projects: AMCC San Diego (Bristlecone solution)
• Worked closely with IT and Business Groups Ex at Confidential interacting with client at different levels Coordinated User committee meetings. Managers and below were involved in Requirement gathering and prototyping
• Prioritization efforts at Avnet: Determining management weighting of Business objectives. Classifying and scoring projects according to projects with high future potential, projects for gaining competitive advantage, projects for core applications etc. Analyzing weighted average score and displaying in Cost - Value quadrants. Choosing low cost high value projects and rejecting high cost low value projects.
• 12 Years SD., 8 Years LE. Excellent Cross functional knowledge of Material Management (16 Years), Warehouse Management (8 Years), Manufacturing processes (10 Years), with AP and AR Integration. Integration with PM and PS. Rrb AT iid California. Integration of SD with GATP and SD/P2P with APO at Confidential and vertex at First Solar Ohio.
• Deployed SAP certification training at Sapient College, Singapore for Logistics Modules. Spearheaded Modular testing at Hoechst Integration at TUAS Power Regression at ECC 6.0 upgrade at AMCC, Negative testing at Abbot and Boston scientific demerger, Volume/stress testing at Universal studios. Mercury testing tool at Harland Clarke. Dry runs for data conversions at Avnet, interfaces testing at Altria, interfaces testing at 3PL WH at Confidential .

PROFESSIONAL EXPERIENCE:

Confidential, Detroit MI

OTC/LE Lead

Responsibilities:

• The LDO Project was implemented for Leather division operations of Confidential . The objective was to migrate all LDO locations to one Lear SAP system. The geographical scope included US, Mexico, China, Hungary and Thailand.
• Customer Scheduling Agreements with forecast delivery schedules, Release, Delivery, Delivery Pick, Shipment, PGI and billing cycles. Use of Planning delivery schedule instruction in call control parameter based on which calculated autofill demand will be populated in the forecast delivery schedule over and above EDI 830 forecast delivery schedule range received from customer.
• Interface with measuring bridge appending line items in delivery based on Max hides per HU and or Batch.
• Regular sales orders for produced Materials, Delivery, Delivery Pick, Shipment, PGI and billing cycles
• Intra company stock transport orders with delivery, delivery pick, shipment and PGI to receiving valuated in transit stock (Mvt 68C), inbound delivery, shipment and GR 109 to QI stock.
• Inter company stock transport orders with delivery, delivery pick, shipment and PGI to Rec Val CST - Movement 683. GR (109) in to QI stock.
• Outbound Sales flow with in transit ownership (687Mvt) and 601 PGI using VLPOD transaction upon customer collecting the product from ROAH WH.
• Customer returns with integration to QM. Misc. Orders for sale of production and non-production materials with manual pricing. Lear advance cash sales and other scrap sales order types. Free of charge delivery and subsequent free of charge delivery order types.
• EDI 830 and EDI 856. Toyota and Nissan IDOC split functionality.
• Retro Billing Functionality.
• Interfaces to and from legacy Quote system for Customer Material information records and customer/material price.
• LE aspects of vendor returns and subcontract orders with delivery and shipments.
• Customer specific Labels. BOL Pick list and Prisma outputs (Mexico)
• Conversions and security design for the project

Confidential

Logistics Integration & Hypercare Lead

Responsibilities:

• Inventory Management: Inventory movements involving stock types, intra plant stock transfers, intercompany stock transfers. Physical inventory processes. Internal movements between stock type. Vendor consignments Sub contracting and customer returns stock management. Handling unit management and serialized parts management. Physical inventory using handling units, production picking process for HU, Unpack and repack serial numbers from HU, transfer of serial numbers from one HU to another, Scrap Engine component and full HU, Material to Material conversion using VLMOVE, move engines to Quality, transfer from one storage location to another using VLMOVE/HUMO.
• Warehouse Management: Tool crib warehouse management processes of receiving from external vendor PO’s, Issue of non-serialized materials for production and internal orders, Cycle counting, material movements involving scrap and stock types, Scope included consignment receipts and subcontracting issues/receipts.
• Logistics to Transportation Processes: Stock transport scheduling agreement process of creating outbound delivery (VL10B), Outbound deliveries for picking VL06O, packing HU and picking in delivery, creating shipment (shipment type based on packaging material) assigning deliveries, loading shipment when trailer is ready, physically load pallets in to the trailer, printing BOL and packing slip, and marking shipment completion which triggers PGI from sending plant.
• Inbound receiving monitoring using VL06I and receiving in to the Inventory managed torage location using VL32N. Outbound shipments monitoring via VL06O.
• Outbound Shipments include collect (Paid by customers) with 3PL shipments created by FEDEX EDI interface, International shipments created via JAS interface, Manual shipments for certain shipping conditions. Inbound shipments created via Century interface.
• Extended Warehouse Management: Outbound shipments to customers: from EWM - Delivery in ECC - release for distribution to EWM- Dly output to 3PL - sent back to ECC to create shipment with deliveries added - SEWM output upon shipment planning creates TU - Activate TU- Assign doors- Arrival at door- Picking by WH Order-Loading by TU-PGI to customer updates shipment confirmation.
• Inbound receiving for Stock transport orders and External PO’s - Unloading to GR-ZONE using RF transaction - receive HU by ASN- GrWT and confirmation. Putaway to actual storage bin in RF - Putaway by HU.
• EWM to IM movements: STO plant to plant: Custom transaction to create STO,delivery (Distributed in EWM) with an output to 3PL, shipment created from 3PL feed and inbound delivery in ECC.for receiving plant to receive via SPED output, Oytbound shipments i.e. Picking, Packing, Loading and PGI (641) to receiving plant happens from sending EWM Plant. Receiving IM plants receives via VL32N.
• IM to EWM: Storage location to storage location: Custom transaction to create delivery of type HOD (Not Distributed in EWM) in IM location, a 313 movement to transfer to EWM location with SPED output creating an inbound delivery. EWM receives by ASN in GR ZONE and does putaway (315 movement), Plant to Plant: Custom transaction to create STO and delivery of type HOD (Not Distributed in EWM) with output to 3PL in IM location, shipment created on a feed from 3PL, a 641 movement to transfer to EWM location of the other plant with SPED output creating an inbound delivery for the receiving plant, received by EWM location of receiving plant by ASN in GR ZONE and putaway.
• EWM to IM movements: VLMOVE between storage location to storage location- Delivery - ODO in EWM- Release Wave to create WT-Warehouse order-RF - Pick by Warehouse order-scan HU-confirm actual qty-scan serial numbers (From and to)-scan to GI ZONE. PGI ODO. This creates a 313 movement in SAP and SPED output creates inbound delivery for the IM storage location to receive via VL32N-PGR.
• Discrete Production order processes: Production versions, Production orders, Scheduling planned orders, identify component shortages, reschedule lines, sequencing of production orders on line using COOIS, Order splitting, Scheduling and Scheduling production orders, Assembly line capacity, Sequence components in routing, serial number labels and linking them to a HU, capturing weight of handling unit, converting planned orders to production orders, Release of production orders, Goods issue for production orders, Pick lists, Order confirmation, Goods receipts and TECO. ADSI interface to report production. With automated capture process.
• Purchase to pay cycles: Stock transport scheduling agreements, source list creation and conversion of assigned purchase requisitions to STO, Advance Vendor returns Management. External purchasing involving ASN’s. Stock transport agreements using SSTA process using special procurement key: Creation of scheduling agreements with confirmation control key, maintaining source lists, MRP run, schedule lines created by MRP.
• Order to cash processes: Sales Orders, Customer returns - QM and Non QM, Power distributors are the major customers who in turn see Engines to end customers.

Confidential

Logistics Delivery Lead

Responsibilities:

• Full cycle INOMAX Decrete Production Process with three stage production orders (Make to stock)
• Procure to pay cycles with Coupa and Dolphin interfaces for stock and Non stock items
• Inventory management of customer/Vendor consignment, stock types and physical inventory processes
• Service order processes for Therakos - Service notification-service order--inspection lot--usage decision
• INOMAX Service order processes: Distribution order-Service Notification-Service order from Service Notification-Inspection lot- Results recording/UD-Components in service order-confirmation.

Confidential

Solution Architect and P2P Lead

Responsibilities:

• Process Modeling, Design and Realization for:
• Procurement Contract
• Vendor scheduling agreements
• Consumption based planning
• Hog Procurement
• Procurement for Stock
• External Procurement of Services
• Procurement for Consumption
• Procurement and Consumption of consigned Inventory
• Stock Handling: Receipts, Issues and Adjustments
• Stock Transfer with Delivery
• Stock Transfer without Delivery
• Intercompany stock transfer orders
• Return to Vendor
• Physical Inventory / Inventory Count and Adjustment
• Vendor Evaluation

Confidential, AL

Logistics Lead

Responsibilities:

• Complex Enhancements: Purchasing dashboard. Entire Purchase requisition, RFQ, Quote and PO process in a single dashboard with all decision parameters for purchasing activities.
• Barge shipments. New shipment type. Shipment outputs. Routes determination
• Repair and Rework processes.: Under a subcontracting scenario account assigned to a sales order
• Custom compliance module: Comparison of outbound PO specification from SAP to vendor with inbound ASN (Material message) from vendor. Comparison of physical criteria, Casting events criteria and chemical criteria. Executive exception report on tolerance (contractually agreed with supplier) deviation for weight, width, thickness, short slab, long slab, Exposed with casting, API with casting, Off chemistry.
• PO Load program with batch characteristics.: Grade book enhancement in SAP. Grade book used for finding the internal steel grade from supplier steel grade. Also used for Off chemistry compliance. Upload of complex steel characteristics received from suppliers based on logic for each supplier and ASN generation. After performing GR against the ASN to trace the correct material based on what was sent by supplier and perform a 309 movement transfer from recorded material to received material.

Confidential, PA

Logistics Lead

Responsibilities:

• PO communication with OHL(3PL)- EDI 943. OHL(3PL) communication with SAP - EDI 944.
• EDI 856 - ASN from CH Robinson (freight provider) to SAP
• EDI 850 - PO Output to vendor
• Vendor evaluation: Price: Price Level and Price History: Delivery: On Time Delivery, Quantity Reliability, Shipping instructions and adherence to confirmation date
• Master and open PO Data conversion