SUMMARY:

• Learn a business’s processes; which will allow me to help the business unlock the power of J.D. Edwards’s integrated, configurable software.
• Have managed and been a team member at many world class organizations.
• I know how to be a good team member; as well as lead successful implementations.
• Having been an Area Specialist in training, I know what it takes to truly “unlock” the power of an integrated system to the whole organization, not just the lucky few.
• Having been a Controller as well as other Financial Managers positions (General Accounting, Costing, Budgeting, Forecasting, and many other applications)
• I know all sides of the business from a process and systems perspective (i.e. Financial, Distribution, and Manufacturing).
• Having been involved in converting data and files from other ERP systems (SAP, PRMS) to JDE I have a working knowledge of how key this is to any business.
• In converting customers from legacy systems to JDE; especially E1; experience with fully utilizing the product takes time, experience, vision, and most important: the ability to work across departmental lines and finding improvements that JDE supports, that are difference makers to customers, suppliers, and the financial well - being of organizations.

EXPERIENCE:

Confidential

Responsibilities:

• Lead a team of 2 individuals (consultant and internal programmer) who returned the bar-coding product to inserting information that the ERP system required.
• Prior programmers had been using the bar-coding product to go into the JDE data base; and find data on its own as opposed to using the screen scrapping tool the way it was intended.
• Receiving software was turned off by manager prior to me, due to not knowing how it worked. 2nd example was the backflushing product that JDE had in World A7.3 (their current version of Oracle software) was not using the JDE software, but using calls to the JDE database to pull information.
• Misuse of third-party product was rampant. In A9.4 upgrade, was in the process of testing and rewriting the software.
• Along with an outside consultant we co-managed the A9.4 upgrade from A7.3.
• Once again the company fell behind upgrading the software for 10-12 years.

Confidential

Responsibilities:

• Utilizing the Z file process in JDE converted over 1,400 items for Branch Plants, Locations, Units of Measure, and Purchased Costs.
• For finished items loaded all saleable items (i.e Finished Goods) into Bills of Materials and Routings. Workcenters loaded using same Z-File process.
• End items costs were successfully simulated, Frozen, and inventory valued accurately.
• Legacy system was an Oracle EBS (Enterprise Business System) so mapping and cross education were a large part of the project.
• Worked with customer’s experts in the PDM & SFC area’s to allow them to successfully complete User Acceptance Testing.
• Customer utilized long running, batch quantity runs, in the sensor industry with customers in aviation, automotive, and many other industries which utilized sensors.

Confidential

Lead in Distribution

Responsibilities:

• One customer was in the Chocolate business and needed assistance in the 3PL arena.
• 2nd customer was industrial customer in tools.
• In both cases jobs started and were subsequently ended by a lack of agreement between the customers and the company relating to budget, plan, scope, etc..
• Nature of experience lead me back to the mark place.

Confidential

Project Manager OTC

Responsibilities:

• Worked with Sales Orders in Pharmaceutical Industry from an end-to-end perspective.
• Worked with all details of Sales Orders in JDE.
• This included but was not limited to: Interfaces from numerous and various customer sources, EDI Sales Orders, Change Orders, Advanced Shipping Notices, and many other transactions in both EDI and portions of the software affected: examples would be inventory, Purchasing, Sales, Finance, Manufacturing,.
• Managed Confidential technical resource, Customers Senior IT Manager and OTC expert, on creating an EDI Matrix Map analysis which reduced maps.
• That is a 90% reduction in maps. If the customer would reduce the number of older mapping versions supported, they could reduce this to under 15 or a 95% reduction in maps. Since this customer is in an industry where they are purchasing competitors this could be huge time savings as growth continues.
• Inventory - showed the customer how to use the units of measure tables in JDE properly.
• Replaced custom EDI process that used middleware (MS Access and others). This reduced processing EDI Orders by one day.
• In addition, customer since JDE not being used properly was going into intermediate files (i.e. system code 47) and converting incorrect customer units of measures. This created errors on the Outbound 856’s and fines were incurred by the customer.
• Procurement - looked at what they were doing in this area and recommended improvements and recommended and showed the customer how simple it would be to add an outbound 850; simple to do and easy to explain.
• Put a plan together on a job that in the Statement of Work was devoid of a plan for Electronic Data Interchange.
• Successfully implemented the customer on-time and on-budget.
• Worked with the financials lead to insure that the Confidential ’s (Distribution and Manufacturing Accounting Instructions) properly supported the customers’ business requirements.
• Consulted with the manufacturing consultants on the conversion programs on inventory, BOM’s, and Routings.
• Was on data conversions team which converted records from SAP to JDE in all files necessary: Inventory, Purchasing, Sales, Routings, Bills of Materials, and many other areas.
• Reported to Manager from Confidential and one of the Project Leads from the customer side.
• Extensive experience with conversions on Bills of Material, Routings, Work Centers, Items (Masters, Branch Plants, locations, costing, etc.
• Helped architect the Product Costing and Manufacturing Accounting approach on JDE for customer. This included but was not limited to PDM, SFC, and Requirements Planning.
• Lead for 2 Major EDI implementations one in New York, the other in Chicago. Spearheaded matrix mapping concept which reduced number of maps by 93%.
• Reengineered inbound - EDI process from a modified access data based rip-n-read system which took 24-48 hours just to edit and prepare 47 files for processing, to making it a seamless process using the JDE Base UBE with modifications for customer specific information necessary to store and return back to the customer on outbound documents. Tag files which have been a key part of my implementation since 1996 were the tool of choice.
• Work on inventory process improvement team relating to cycle counting, data collection and overall inventory accuracy at both locations.

Confidential

Contractor - Inventory

Responsibilities:

• In-depth analysis on Inventory Controls and Interfacing of all subsystems and detailed POC (Proof of Concept) and reconciliation proving my methodology built around Oracle E1 8.12 solutions. Numerous in-depth recommendations around tighter internal controls were documented and presented.
• Presented concepts to Upper Management (V.P. and Directors).
• Templates provided to client will allow them to pick up their inventory accuracy exponentially as programing and inventory experts are made available.
• Advised on upgrading of 8.12 JDE E1 to 9.1.
• Reviewed many of the external interfaces they were using to update inventory from their detailed warehouse control system.
• Came up with a plan to go back to basics in JDE and us the existing programs JDE delivers.
• Analyzed tables where these transactions were being written and found hundreds of “orphan” records that were never successfully updated and were still awaiting completion.

Confidential

Manager - JDE E1 8.12 Base Expert

Responsibilities:

• First customer who had failed two previous times.
• Extensive pharmaceutical requirements end-to-end using extensive 3PL and full JDE Manufacturing, Distribution and financial. Assisted inventory reconciliation team on As-Of processing and necessary custom modifications.
• Reported directly to the Deloitte and Touché project manager.
• Second customer Gathered data, analyzed, and created plan with RAR
• Adjustments and Allowances) team. Was on planning committee which successfully completed our task.
• 8.12 to 9.1 recommendations on 450 programs were reviewed and categorized as well as confirmation system created with employee coders to alleviate records being passed to Company Sales Dashboard subsystems and not being updated in third party system.
• Recommended and showed how base JDE files and programs could be used thus saving customer money; both in custom code, upgrade of that code, and issues with their code.
• Technical expertise and assisted programmers in writing conversion programs for master Records: Items, Item Branch and other setup records. Spanned many departments; as an example IT (barcoding, customizations), Receiving, Procurement, Manufacturing and Accounting (at a minimum) to support the Procure to Pay and Order to Produce processes within PeopleSoft/JDE. This included all planning, tracking, design, development, and implementation. Acted as the liaison between IT and all functional departments. Reduced the number of custom programs greatly thus pushing the cost for maintaining code and programs back to the vendor.
• Lent expertise in the Standard Product Costing and Manufacturing Accounting relating to setting up budgets and using cost extra’s to reflect overheads into smaller “pools” of costs
• Product support for departments across the Manufacturing and Distribution products as an off-site response line resource
• Assisted programmers in mapping numerous inbound and outbound transactions and did integration testing to insure that the environment would work correctly after go-live.

Confidential

Senior Lead Consultant

Responsibilities:

• Worked in the energy business with a company who was into various products
• Reported directly to Vice President.
• Recommended Advanced Stock Valuation as a solution for the fact agreements were made with different vendors at different prices (supplier price - their cost) and those layers of cost need to be applied to cost of goods sold on a consistent basis.
• Designed along with BA (Business Analyst) an inbound transaction which created a sales order and then also a Purchase Order.
• Used base JDE files with custom tag files for customer specific data which had to be maintained. This interfaced with a customer front end that allowed the customers to select the agreement they wished to use for pricing purposes. If no customer selection, process ran through a custom JDE allocation (i.e. commitment) process which used logic specific to the customer.
• Gathered all requirements for all processes relating to the customer: This included: Agreements, Items and all related records, Customer quoting process, BOL (Bill of Lading - electronic and manual), Customer facing front end to allow assignment of agreements to order, Sales Orders, Purchase Orders, Ship Confirm, Invoicing, Receiving, Three-way matching.
• Custom system built for accounting to allow matching up of sales order agreements to purchasing agreements for purposes of matching which costs applied to which sales orders to produce month-end revenue. This was a three day manual matching process that we designed a solution which would allow automatic assignment based on rules relating to the dates the two documents were created. Application developed in case specific assignment of costs to a sales order was necessary.
• Worked with Traders, Buyer’s, Sales analysts, Pricing persons to understand the non-item related transactions (Swaps, Options, Buyouts, extensions) that affected both forecasting and invoicing. These processes were all manual prior to implementation.
• Replaced over 50 custom processes written by programmers with custom code with base JDE software processes. This was an education issue as the client was never properly trained in the full functionality of the software.
• Used work orders to allow capture of custom costs related to the manufacturing process.
• Crafted solutions which supported the financial side of JDE and reduced manual recording of data to spreadsheets and manual journal entries.

Training Developer

Confidential

Responsibilities:

• Reported directly to the Land “O” Lakes Manager for implementation.
• Developed training materials based on processes and scripts in EnterpriseOne 8.12.
• Tested all processes (included custom code UBE’s and programs) and reviewed any JDE base discrepancies with Content Owners (company employee’s) in the Quality Management area of JDE.
• Provided JDE support to team of training developers relating to individual modules and integration in areas such as Inventory, Purchasing, and Sales.
• Trained and supported base JDE EDI and interfaces as resident in the base package. This replaced custom code and processes not supported by the software vendor (J.D. Edwards (i.e. PeopleSoft or Oracle)

J.D. Edwards Business Partner

Confidential

Responsibilities:

• Assisted in Sales Opportunities and planning webinars to procure more business for the organization.
• Worked with Report Writer Tool that is a proprietary product of AMX. It has cubes, data warehouses, etc.
• Brush-up on new functionality in 8.12. Compare file structures and test new functionality as well as improvements in existing functionality.
• Bio-Tech Company in California who was upgrading from XE to 8.12. Many interface issues where the General Accounting was not reconciling to the perpetual. Had to develop reconciliation processes to facilitate this process. Worked with Controller and Managers of General and Cost Accounting as well as Sales Personnel and technical personnel who developed custom processes which had commitment issues relating to Kits (double commitments)
• Worked with UPK while at client.
• Aviation Company partnered with Boeing. Did Purchasing, Inventory Management, and a lot of conversion work and correction of records created in World and having integrity issues. Client had not used JDE integrities for the seven years they had used world software. Also had to go through a cost level conversion process. Also utilized interoperability (interfaces JDE provides) for modifying cost records and also adding locations.

Confidential

Senior Consultant and EDI Business Development Director

Responsibilities:

• Developed/Tuned/Tested/Trained all pertinent personnel on the “Header and Detail Tag Files” for all inbound and outbound processing. This automated processes in JDE that relied on multiple UBE’s and keyed value’s which could be subject to customer change and therefore invalid values. This type of system made full analysis of the Inbound 850 orders possible on line using the Data Browser as well as custom forms created for the client.
• Worked in cross functional capacity with the Manufacturing person at Corning Data Systems and the client to insure costing reflected what the client required, and that JDE was maximized to its full potential.
• Assisted extensively in the conversion process relating to BOM’s (Bill of Materials), Routings, Costing, and Sales Orders from History, and Open Sales Orders. Used base JDE functionality (47 files and UBE processes) where practical, modified (was the design person on modifications not the programmer)
• Encouraged the client to start a more active dialog with their customers to utilize and capitalize on the systems that had been developed for the client.
• Encouraged the client to fully integrate the Production Schedules from the customers (Inbound 830’s) into their procurement and fulfillment process.
• Product Costing and Manufacturing Accounting Consulting advisory role. Reconciliation of legacy inventory to JDE first time inventory. Development of Product Costing cost components. Worked closely with manufacturing consultant and client to insure smooth process.
• In-Charge for the costing discussions and trouble shooter when the Senior Manufacturing person did not understand the integration and the GAAP concepts necessary to do the job.
• Reviewed all the setup they had for their Kanban situation they were using. Issue was a custom UBE (Batch Job) that was passing corrupt data to a file that was being used in the integration process.
• Worked extensively to upgrade the customers’ knowledge as it related to Setup in Inventory, Purchasing, Sales, Product Data Management, Costing, and many other fields to allow maximum usage of the total end-to-end integration of the product.
• Tested many of the manufacturing processes along with the Manufacturing lead whom I had worked with previously to allow a double resource in multiple area’s: (Manufacturing, Product Costing, Manufacturing Accounting, Sales, Purchasing, Inventory, EDI, and all journal entries created to the General Ledger from these integrated processes)
• Worked extensively with their bar-coding process and sales order entry to give a full-proof shipping process utilizing the tying together of Manufacturing, Work Orders, Sales, Bar Coding, and numerous other processes.

Confidential

Senior Consultant

Responsibilities:

• Reengineered the Distribution process (Sales Orders, Purchasing, and Inventory Management) to follow the JDE standard order activity rules.
• Utilized Interoperability processes and the import process within JDE to automate conversion processes such as product cost methods and dollars, physical inventory at go-live. Physical was done on client old system, a file was generated and imported to the standard JDE inventory file with a physical inventory document type. Had an EDI sales order process also to load legacy sales orders, however, this was not used so users could practice by loading the go-live orders.
• Assisted with the conversions of the BOM’s (Bills of Materials) and Routings. This was a huge undertaking as the organization had moved from BOM’s and Routings that were huge and 1 level deep to a parent/child that allowed lead times on the subassemblies that had to be made to complete the product.
• Lead the Product Costing and Manufacturing Accounting implementation. With the issue’s mentioned on the master files (BOM’s and Routings), this was not a simple matter as we were constantly assisting the engineer’s and the Production Inventory Control personnel in this process by using the cost roll’s to analyze whether the BOM’s and Routing’s appeared accurate (using cost as a gauge)
• Assisted President of the company in utilizing the JDE flexible cost method’s to allow analysis of multiple cost methods. Client was changing from an actual cost system to a standard system and using the different and multiple cost methods (standard 01-19) and non-standard (20 and above), we were able to allow analysis on a part-by-part basis.
• Utilized the cost extra’s (X cost components) to add cost’s that were not in any master files (freight-in, packaging, etc.) to be added to the purchased as well as end products. Also used the tables in costing to allow a change to cost to be rolled through many products; this related to the
• Reviewed the interface of existing new product introduction custom software and how this would be interfaced to JDE Engineering Change Order Process.
• Lead the client in implementing Kanban for the small inexpensive items they used to manufacture their product.
• Reviewed integrating the Kanban with a third party software to allow B to B full integration. This included EDI in JDE and using a translator to send the data directly to the Supplier.

Confidential

Senior Supply Chain Consultant

Responsibilities:

• Wrote and researched technical spec for Toyota for Inbound and Outbound documents for Release Accounting on 8.12 of EnterpriseOne..
• Reviewed and rewrote a Honda document lacking in technical detail
• Advised PeopleSoft to maintain the file structure that was started in World Software relating to secondary files such as the Addresses file.
• Reviewed and learned release accounting process and wrote an implementation plan for this new module, created in 8.10 and modified in 8.12 to make the programs ANSI ASCX-12 complaint and AIAG complaint (Automotive arm of EDI)
• Worked with client in Cincinnati on setting up and debugging the Kanban application in JDE and integrating it fully.
• Implemented Lot/Serialization (i.e. Lot Control) in XE. Also talked about the myriad of changes in 8.9 of the software and listed reasons for the client to consider moving to 8.12.
• Assisted technical staff in how to convert files from World to OneWorld and the key fields that had changed and how these fields would be key’s to increased software efficiency in EnterpriseOne (also called One World).
• Lead planning project for Manufacturing including Inventory Management, Product Data Management (Bills, Routings, Work centers, Labor Rates, Engineering Change Orders) Advanced Configuration Interface, Product Costing and Manufacturing Accounting. This included:
• Planning - Single Facility and Molt-Plant; included third-party finite planning software.
• Requirements Gathering and Documentation
• Gap Analysis
• Design process
• Build process
• Deployment
• Conference Room Pilot
• Item Master, Item Branch, Item Location, Item Costs, Item Locations.
• Lot Control and Costing at the Lot Level.
• Wrote a proposal and reviewed with the Vice-President of Manufacturing why they should use a rate schedule approach to their manufacturing which consisted of high volume of the same product. Client later purchased the product (prior only used Distribution)
• Worked with the Controller to teach and show the full integration and how to utilize and reconcile this included but was not limited to Integrities with Inventory, Journal Entries being produced for Purchasing, Inventory, and those that would be created if and when they went to Manufacturing (see proposal above)
• Conversions of existing item masters on many different systems (spreadsheets, databases, other ERP systems) using Interoperability (F4101Z and F4105Z processes) Purchasing including all setup, and programs (interactive and batch) to perform full process: Enter the Order, Print the Order, Print the Purchased Receiver, Receive the Item, Voucher Match the Item, all inquiries and reports using:
• Planning:
• Requirements Gathering and Documentation
• Gap Analysis
• Design process
• Build process
• Deployment
• Conference Room Pilot
• Integrated Conference Room Pilot
• Go-Live
• Inventory transactions including Issues, Adjustments, Transfers, Cycle Counts, Physical Inventory, Interoperability transferred costs.

Confidential

Project Manager

Responsibilities:

• Managed conversions from legacy systems to EnterpriseOne for Customer Master, Supplier Master, Item Master, Item Branch, Item Location’s, and Item Costs. Conversion performed with creation of flat file from legacy system and using interoperability in EnterpriseOne. Customer liked excel, plan was in excel and managed by myself with Director of IT.
• Lent JDE expertise to manage review of fields for Item Master and Item Master (and associated files conversion). This was a comparison of fields on legacy system and comparing to EnterpriseOne. Literally 25 or more fields not being used were educated to the conversion team and accuracy and additional functionality provided from this.
• Performed 9 Conference Room Pilots for Business specific Procurement, Sales orders, Shipping, Inventory Availability processes, and all associated journal entries from these applications. This included interfaces and journal entries created from Inventory, Purchasing and Sales.
• Utilized Advanced Pricing to reduce the number of prices necessary from over 15,000 to 300 by utilizing category codes.
• Converted and reconciled 7200 physical inventory locations in three separate facilities. This included interviewing receiving, shipping and other warehouse personnel (managers and hourly persons)
• Completed over 15 improvements to production processes that were inconsistent with “world class” EnterpriseOne setup. One example was having requisitions (long process at this client) as part of what EnterpriseOne considers available. This created shortages due to the timing (dates of the requisitions)
• Completed conversion plan to move inventory quantities, costs, and locations from the legacy system to EnterpriseOne. This would have included new physical to stock status variance analysis they previously took 3-4 days to complete. We estimated 1 day to complete in EnterpriseOne
• Reviewed all distribution process flows and recommended over 30 improvements in Distribution area’s such as: Processing options for Inventory, Purchasing, and Sales Orders. Setup for Item Master, Item Branch, Item Locations. Changing of the Supply/Demand rules to remove requisitions from being considered available.
• Worked extensively with lot processing. Lots are imperative in the Pharmaceutical and Automotive industry regarding: recalls, warranty, analysis, etc.
• Worked closely on all integration issues where setup in the inventory module was imperative to the final workings in the Sales Order and Procurement areas. Lack of integration would have caused long term issues for the client due to faulty configuration setup. This all relates to functionality setup and integrated package knowledge.
• Managed reviewed of interface process from their Enterprise (i.e. World system) to EnterpriseOne (i.e. OneWorld) Issue’s with specific fields on Item Master and Item Branch was causing downstream integrated testing scenario’s to fail. Revised inbound conversion process being used in ENTERPRISEONE to allow maxim efficiency. Supervised revamping of integrated testing to be end-to-end as opposed to siloed. This means portions of software were not being tested in a “real-world daily scenario.
• Teamed up with clients Sales Order entry design team to tune, train, and test process in EnterpriseOne. The FDA processes that this client lives with require extensive documentation and process mapping to insure consistency in compliance with the Federally mandated Pharmaceutical processes
• Created process analysis allowing client to utilize EnterpriseOne cross-reference capability for customers, suppliers, Alcon employees. This included developing a program that would verify the sending in of a new customer part number and automatically add the customer’s new part number to the table along with the EnterpriseOne customer supplied part number.
• Needs analysis to cover all client requirements regarding, sales order, shipping, inquiries and reports.
• Gap analysis to identify EnterpriseOne deficiencies as they related to the Pharmaceutical and the FDA requirements.
• Assisted Business Analyst in charge at Alcon for Electronic Interfacing Process. This included documenting the current flow; as well as improvements to the J.D. Edwards flow. There were four other major processes that integrated with systems other than EnterpriseOne; middleware was written by client which necessitated multiple interfaces.
• Inbound Sales Order This included detailed analysis of existing processes of all current trading partners down to the data element. This allows the usage of a minimum number of maps. \
• Outbound Invoicing - this included compliance with multiple customer requirements relating to formatting, content, and delivery and timing.
• Outbound Advanced Shipping Notice - Process analyzed to determine compliance with Retail (Wal-Mart, K-Mart, and other major suppliers to the public of OTC (Over-the-Counter segment of drug industry)
• Successfully added new functionality to Enterprise software (i.e. World) by utilizing configuration (versions, processing options) and as a last resort when necessary program changes, to achieve functionality client had required but not been capable of delivering over a 2 year process. Client wanted to develop custom Sales Order, Picking and Shipping documents, convinced client that “configurability of Enterprise - processing options, category codes, and data dictionary would allow using standard Enterprise files. This was important to the client as they had many “false moves” from Enterprise (i.e. World) to EnterpriseOne (i.e. OneWorld) (XE), due to modifications previously programmed.
• Assisted expert level client with enhancements to the Distribution process in the Consignment industry. Supply Chain for Distribution Drug Industry, relies on utilizing “world class” techniques to identify ownership, movement, shrinks, and gains of inventory. Lead CFO and programmer with decisions about which programs to modify to achieve success.
• Interviewed clients Sales Order Processing team on Drug-Industry requirements and ability to support the consignment process not supported in base Enterprise.
• Reviewed Item Masters, Item Branch, Item Location records for “world class” compliance with integrated software. Numerous recommendations made regarding fields that impacted downstream application in Enterprise Software. These improvements were necessary regardless of version of software utilized.
• Reviewed and recommended process improvements to client’s project team on applications such as Inventory, Sales Order Processing, Procurement, Inventory, Product Data Management, Shop Floor, and Materials Requirements Planning.
• Assisted CFO with expertise in Inventory, Distribution, and Manufacturing to successfully implement the Consigned transaction set series. The Consigned series has many of the same features as Inbound electronic Sales Orders and Outbound Invoices and Advanced Shipping Notices. Utilizing base files with field functionality and processing options saved client from making multiple modifications.
• Business process improvement and realignment of practices (custom) not consistent with ENTERPRISEONE flexibility and configuration. Whole custom processes were written in B732 that would have had to be ported to XE. By teaching base EnterpriseOne functionality and following clients business process and making recommendations client was able to cut customizations by some 50% prior to upgrading to EnterpriseOne XE.
• Upgrade from B732 EnterpriseOne to EnterpriseOne XE. Roundtable discussions with client lead teams to gather information on modification of existing programs as well as where improvements could be realized in the future.
• Introduced concept of “matrix mapping” to the EDI department relating to Inbound EDI Orders (e.g. Sales Orders) and Outbound Documents (Invoices and Advanced Shipping Notices). Utilizes a “super-map” based on analysis of the different trading partners requirements to minimize maintenance.
• Signed Business Partner agreement to move client from Gentran to Trusted Link. Long term intent to develop training source of revenue for Confidential to offer clients.
• Wrote proposal for Confidential owner on custom detailed education with more integration, more exercises and more functionality than ENTERPRISEONE courses.