Bhupendra Mistry

acse51@r.postjobfree.com

M 614-***-****

SAP Finance & Controlling Solution Architect

SAP Skills:

Record-to-report(R2R) subject matter expert with concentration in Finance and

Controlling functional area and with business process skills in the sub-modules of New General Ledger (with

ability to transform to SAP Simple Finance), Parallel Statutory ledger, CO-Product Costing with Material Ledger

for Actual Costing, Profitability Analysis-integrated to Manufacturing and Retail Sales and Distribution, Revenue

Recognition for Subscription based products, IFRS Accounting, AP, Fixed Assets, Investment orders, Integration

with Project systems and Product Costing for Discrete and Process manufacturing, EPM, Finance integration to

MM, SD, COPA and Testing lifecycle.

Education/Training: MS in Management Accounting

BS in Financial Accounting

BS in Systems Analysis and Systems Design

ASAP SDLC Methodology

SAP Solution Manager 7.1

Certifications: SAP America Certified FICO Consultant, Member of the ASUG-Americas SAP

User Group

SUMMARY OF EXPERIENCE:

Trusted advisor with total 17 years as SAP Finance/Controlling process engineer and a proven lead for deploying

industry leading practices in SAP Finance and Analytics. Expert level solution designer for Process Industry,

Discrete and Repetitive Manufacturing process integrated to SAP Product Costing, Material Ledger and COPA .

Helped in a new design for moving to soft-close rather than period-end reviews. International deployment

experience on projects for global multinational, multicurrency organizations.

Configuration Acumen: SAP FICO Certified Consultant experienced in design and deployment of SAP core and

New dimension modules such as Simple Finance, New GL using One Leading and multiple parallel ledgers,

Multi-currencies for global companies, Accounts Payable Functional, Vendor Invoicing and Payment

processing, sales and use tax interface bolt-on like Vertex, Fixed Assets accounting, CO-overhead

accounting, and CO-budgeting for operating costs including Public Budget Formulation (PBF), CO-Profit

Center Accounting, CO-Product Costing interfaced with Production planning, Project Systems, Parallel

valuations to meet multiple accounting standards, CO-Material Ledger and CO-Profitability Analysis

Manage SAP ITIL Project using Solution Manager for the following phases

Discovery and Preparation, Build and Design, System Integration Testing, Change Management, Go-Live and

Cutover, Hyper-care and Support Applications

Service Transition Phase Change Management for Finance Process Areas

Configuration Management Collect Service Assets like Fit-Gap Analysis, BPDs, Configuration Rationale

Documents

Service Operations Event Management, Incident management, Request Fulfillment and Problem management

using Solution Manager

Release and Deployment Management- Solution Documents, Gate reviews, Issues database & Cutover Strategy

Knowledge Management Task Training group to get Job Aids and other training documentation

Experience with SAP Controlling related Master Data for Materials, BOM, Recipes/Routers, Profit Centers

etc

Experience with Order settlement processes and financial reporting for order related analysis

Experience with Cost Center Accounting, Profitability Analysis, Profit Center Accounting, Contribution

Margin Accounting, Product Cost Calculation & Internal Orders

Experience with end-user support for SAP CO, providing a high level of customer satisfaction

Systems Integration with Non Finance Functions: Extensive knowledge of Financial integration with core

logistical modules such as Inventory Control management, merging newly acquired company, manufacturing

plants and inventory locations into SAP-MM, SAP-SD and Project Systems. Integrated the Employee Mini

master from SAP HCM into the New Company and Home Cost Centers and transfer of time entry via CATS

transaction to the Controlling objects like Internal orders and Billable project orders

Relationship Management: Influence and partner with business leaders (Director, Sr. Director level) to manage

and align the unit IT portfolio. Helped in close collaboration with parts of BU IT, adjacent business operating

departments, and external partners (vendors) to ensure on-time and adequate timely delivery of agreed services, in

line with agreed service levels (SLA). Collaborate with Functional Architects and Business Analysts to ensure end

to end process integration and consistency; Mentor business and functional team members to increase their

competency in SAP

Collaboration: Provides functional support and leadership to SAP Business Process owners including:

interaction with Third-Party Support Providers, definition of SOPs, gathering business requirements, documenting

functional designs and specifications, and evaluating / directing enhancements. Partnered with active collaboration

with key IT staff of SBU business divisions in order to support cross divisional business initiatives, and explore IT

synergies and efficiencies

Compliance: Have been responsible for helping achieve compliance with applicable Group and Divisional

policies and standard operating procedures. Responsible for assessing the compliance of system solutions with

Pharma/Healthcare regulatory requirements, inclusive of validation and risk identification and mitigation

Other Highlights of Experience

Experienced in designing and scoping business processes and blueprint deliverables using the SDLC Phased

approach using the ASAP and Solution Manager toolkit

Expertise in solution configuration, testing and implementation in FICO, Helped build with BW consultant-

BW Info Areas(logical db) and Annual operating costs budgeting (AOP) exercise

Helped clients in loading, review and analyzing of Personnel cost and Operating annual budgets in SAP

Integrated Capital and operating budget data to support comprehensive reporting and analysis

SUMMARY OF EXPERIENCE (CONTINUED):

For Corporate Finance, helped copying historical expenditure data into base budget estimates, personnel

expenditure projection, base budget changes, new capital request decision packages, analysis and reporting,

recommended ways of budget publishing, review and adoption, adopted budget publishing and budget

execution

Designed and implemented Operating cost control and analysis with Periodic allocations of indirect, SG&A

and shared service costs collected at the indirect cost centers to the operations/production cost Centers and

product lines or families

Experienced with System Integration test (SIT) and User Acceptance (UAT) test planning and execution

Team leadership and people management skills combined with cross-module integration, project management

skills, PMO updates for risks and mitigation

Optimal Utilization of diversified global resources including outsourced resources, in international teams

utilizing the award winning outsourcing model at Cognizant

Recognized by clients as a solution architect in helping to achieve a quantum leap in the improvement of

processes in the areas of procurement, Inventory Management, financial accounting and cost containment

using an ERP application

DETAILS OF EXPERIENCE

May 2015- September 2015

SAP Controlling Lead

CSM Bakery Solutions Inc, North America

Designed and deployed Product Costing by Phases of Operations and also Material Ledger for a global

Bakery group having operations in Iberia, EMEA/Europe and USA.

Implemented Periodic Revaluation of Inventory Consumption at Actual Cost at multilevel and single level

Ensured in configuration that the purchasing price variances & exchange differences from lower level are

rolled over to the inventories for finished products (Periodic Valuation at period end)

Added Distribution of Usage variances functionality to supplement back-flushed posting of components

consumption to the process orders

Designed a new cost component breakdown for Actual costs and mapped costs to flow correctly into

costing based CO-PA

Helped Business process owners to analyze all the process orders for Direct and Indirect/Overheads costs,

Allocations/Distributions of Indirect cost to Product Families and customer groups. Implemented Period end

allocation cycles for Variances, Shared service/SG&A costs to families of products.

January 2013 April 2015

Transformation Lead for the Finance and Controlling work stream

Enable Midstream LLP

Design and build New General Ledger (one leading ledger, one secondary for statutory) by Profit

Center(SEC segments) and multiple legal entities with different currencies

Integrated the Employees with HCM home cost centers to the company for Payroll and ensured that the time

reported via CATS transaction is posted to correct cost object of WBS element and/or Internal order

Design Project definition templates, project budgeting and updates, project cost collection including interface with

HCM for employee capture, project inventory valuation and analysis and reporting of project performance reports

Facilitate budgeting for dimensions such as cost centers, fund centers, funds, funded programs, grants by cost

elements

Interface with Vertex tax software package for sales and use taxes

Integrate project budgeting and project costs into General Ledger for US GAAP compliance and management

reporting

Developed Requirements gathering documentation and processes for Costing and Account-based Profitability

management including analysis of Direct and Indirect/Overheads costs, Allocations/Distributions of cost to

Product Families and customers. Implemented Period end allocation cycles for Variances, Shared

service/SG&A costs.

Integrate Finance with Manufacturing, Sales cycle, Profitability Analysis, Operations Planning, Supply

Chain Management and General accounting

March 2012 December 2012

SAP COPA Platinum Consultant

Eby-Brown

After implementing SAP SD processes along with integrated Controlling Profitability Analysis, client had

slippage in Contribution Margin which needed to be analyzed with recommendation for leading practices

Analyzed and documented business processes of sales and returns, credit issuance, rebates and incentives,

inventory write down and slippages

Documented the business case for achievement of close collaboration between operations, sales and

accounting

Set up process for review of analytics data reports from BW reporting on performance of operations, sales and

finance departments

EXPERIENCE (CONTINUED)

January 2011 February 2012

Team Lead for Controlling and Profitability Analysis

IHS Inc

Implemented New General Ledger, Fixed Assets and Profit Center Accounting

Helped develop standard cost estimates including application of production and sales overheads

Built and tested all Controlling/management accounting functions

Managed the solution requirements and build for the following:

Profitability and Cost Controlling design for collection of Direct & indirect Operating costs and

Departmental spend analysis and control. Helped in Driver-based cost allocations of shared costs

Business Unit/Profit Center analytical reporting

Product Cost Controlling

Account based Profitability Analysis

January 2008 December 2010

Sr Business Analyst SAP Center of Excellence

ABB Inc

Served as Senior business analyst for IT department and helped key stakeholders from the business unit to adapt

requirements to the leading financial processes in SAP

Supported the following budget formulation activities:

Base and Incremental budgeting for both expenditures and revenues

Multi-year enterprise and internal service budgeting

Capital budgeting

Operating Expense Budgeting

Create Cost Models for forecasting

Helped Business Unit customers to learn usage of SAP Financials and Reporting. Helped them to adapt screens

based on changes to the BI-IP queries that were defined

January 2005 December 2007

Team Lead for Controlling and Profitability Analysis

The Home Depot Creative Touch Interiors

Managed a team of 7 members

Built and tested all CO modules including: Cost Center Accounting, Profit Center Accounting, Product Cost

Controlling and Profitability Analysis

May 2004 December 2004

Team Lead Controlling

Novartis Consumer Health

Methodologies: ASAP Implementation, Solution Manager

Analyzed, blueprinted and implemented the Controlling module functionalities of overheads control, Product

Costing, brand reporting, management consolidation and cost based Profitability Analysis

Analyzed the business case for EC-CS considering the time and cost budget constraints

Innovated in-house solution for management consolidation for SBUs with custom development and reporting

Implemented all the major functions of Controlling

Mentored and trained 6 team members to effectively implement and continue supporting the business, post-

implementation

EXPERIENCE (CONTINUED)

August 2003 March 2004

SAP Controlling Lead Consultant

Pepsico

Methodologies: ASAP Implementation

Responsible for scoping, design, blueprint and project work plan for multiple valuations, Material Ledger and

Profit Center Accounting with transfer prices

Designed and implemented Product Cost Planning (PCP) for discrete manufacturing and Product Costing for

multiple valuations for international legal entities

Utilized parallel valuations for the group, legal and Profit Centers using multiple currencies with Material Ledger

and transfer prices (EC-PCA)

Designed and installed an organization structure of legal entities and Profit Centers to best suit the needs of

corporate tax and SEC compliance and configured inter-company transactions for inventory movement and

valuation

Designed standard cost estimate with a quantity structure, using costing variant and a cost component split

Configured and implemented currency and valuation profiles for the multiple valuations in controlling as well as

in FI, using Valuation Method 31

Configured costing and valuation variants for group, legal and Profit Center valuations for the interplant and

intercompany transfers of semi-finished materials

Configured partner cost component split at the costing variant level to analyze and breakdown the group cost of

goods manufactured at each participating plant level

Validated the use of actual costing by documenting business objectives and the merits and demerits of usage of

actual costing on the top of Material Ledger functionality

Developed high level work plan for the implementation of Material Ledger, Profit Center Accounting with transfer

pricing and EC-PCA with a future provision for considering consolidations by Profit Centers in the module EC-

CS

Project was for a market leader in the food industry in the mid-west corridor; the organization had initiated a

major restructuring exercise for the re-organization of legal entities for optimization of corporate economies of

scale

Advised on the best possible method of restructuring entities and the usage of multiple valuation of inventories

(legal, group and Profit Center) with a view to determine the most profitable controlling areas, plants, product

lines and market segments

Designed and reviewed material master settings with a view to enable multiple (3) valuation views

Set up and configured currency and valuation profile and activated/assigned the same in FI and CO to ensure

consistency between base operating ledger and subsidiary Material Ledger

Set up transfer prices in Profit Center Accounting using the condition technique a-k-a SD-Billing procedures and

implemented the same

Designed and blueprinted a group costing strategy to accurately analyze the cost of goods manufactured and

thereby to eliminate inter-group profits in inventory valuation

Designed partner cost component split to analyze the proper breakdown of the costing results for intercompany

transfer of costs at a group valuation; this also helped in analyzing the share of participating entities

Helped the client decide which cost components should be a part of the standard price for HALB and FERT

materials

Helped design a separate cost component structure for semi-finished products transferred to a partner plant and

company code

EXPERIENCE (CONTINUED)

November 2002 July 2003

Financial and COPA Consultant

Great West Life & Annuity

Methodologies: IS-Insurance (CA), ASAP Implementation and Test Director 2.1

Implementation Partner: SAP America

Responsible for consulting, support, reports configuration, testing and training in Special Purpose Ledger and

Costing based Profitability Analysis

Developed drilldown reports for summary and line items based data, using characteristics groups, key figures

schema, form-based layouts, Formula Editor and SAP List viewer

Mentored and trained super business analysts for usage of PA module and Report Writer, Painter tools and Special

Purpose Ledger to achieve Financial reporting meeting US GAAP, Canadian GAAP and statutory accounting

bases

Configured Special Purpose Ledger for contract (insurance) accounting and reporting by 4 accounting standards,

viz. Canadian GAAP (operational), pre-FASB, US GAAP and statutory

Designed, coded, tested and implemented user exits in COPA using CMOD to enhance the derivation strategy to

derive Profit Centers (strategic business units) at the line items of billing documents; this was implemented for

postings out of SD billing documents and credit memos

Activated enhancement projects COPA_001 and COPA_002 after programming, which included ZXKKEU03 and

ZXKKEU04

Set up and tested overheads cost allocation cycles to correctly accumulate costs from the service Cost Centers to

product lines

Scheduled them in period-end closing using schedule monitor

Designed specifications for various custom reports in the area of reconciliation with FI-GL and also reported

various levels of contribution margins by product lines and segments

Designed and implemented various financial analysis reports in the functional areas of operational reporting,

management analysis, Cost Controlling and Profitability Analysis

Generated user business transactions for all the reports for ease of end user navigation

First full Insurance packaged implementation in US went live on January 1, 2003 on time and within the budget

spending; Profitability Analysis module went live May 1, 2003

Developed and conducted power user training sessions for the subject of Report Writer/Report Painter and

Profitability Analysis reporting

May 2002 September, 2002

Lead Functional Consultant Controlling

Celanese Chemicals

Implementation Partner: Bearing Point, KPMG

Methodologies: Value ASAP Implementation, SAP Enterprise

Involved in successful upgrade to SAP R/3 Release 4.7 (Enterprise) and revamped the business processes in the

areas of Demand Planning, Production Control, Financials and Controlling and SD for this Chemicals giant

Analyzed current practices in product cost controlling and cost collection, and indirect cost computation with

costing sheets and load on the product cost with multi-stage production scenario

Led team of 6 power users in helping understand new business processes and SAP transactions in Enterprise

Release 4.7

Resolved unit and integration test issues during upgrade to SAP Enterprise Release (4.7)

Designed new business process procedures for the operational business transactions, per newer navigation, in the

area of Controlling

EXPERIENCE (CONTINUED)

Conducted blueprint workshops at various international regional offices and suggested alternative methods of

Product Cost collection via direct activity types and indirect cost collection with the help of assessments and

distribution periodic cycles

Documented the to-be processes using Value SAP implementation tool

Mentored business super users in explaining the fallacies in current practices and proposed the new solution of

efficient method of cost collection and distribution to lines of businesses and products in a multi-stage

manufacturing scenario

Configured Cost Center and Profit Center Accounting to optimally satisfy the assessment and distributions and

ease operational efficiency reporting

Suggested a new valuation of inventories at periodic unit price, using the Material Ledger functionality, to

accurately reflect the procurement prices of raw materials and MRO in the carried inventories; this need was more

pronounced for plants located in Mexico and Brazil which had significant inflationary trends in Chemicals and

also carried higher inventories

Prepared important white papers for the major functional issues for the cost calculations and analysis arena, faced

by the organization

December 2001 April 2002

Lead Functional Consultant FI and Consolidations

Degussa Master Builder Chemicals

Implementation Partner: KPMG

Methodologies: ASAP Implementation and Mercury Test Director

Involved in SAP Upgrade Project from Release 3.1H to 4.6C

Helped client to train and develop internal super users in FICO team to achieve more functionalities from SAP

Upgraded Release 4.6C

Resolved all functional issues related to upgrade for speedier go-live

Configured and brought newly acquired company codes in FI-GL and EC-CS as consolidation units

Added new dimension for Profit Center consolidations

Modified the Profit Center hierarchy

Assisted in the setup of 2 ODS for PCA and PA in Business Warehouse Ver2.0

Helped in construction of update and transfer rules for the same

Configured and tested intercompany transfer of Fixed Assets

May 2001 November 2001

Lead Functional Consultant Financial Accounting and COPA

Immunex Pharmaceuticals

Implementation Partner: KPMG

Methodologies: ASAP Implementation, Win Runner Test tool

Involved in SAP Upgrade Project from Release 3.1I to 4.6B, both functional and technical

Led upgrade discussions and meetings on the various roadblocks faced during the upgrade in terms of navigation,

transaction codes and newer functionalities offered by SAP in Release 4.6B

Designed, tested and implemented the sales and Operations Planning of revenues, cost of goods sold and

operating expenses

Combined S&OP planning with the indirect cost planning in CCA

Proposed and configured the correct account assignments for various material movement and Stock Transport

Order transactions from MM and SD

EXPERIENCE (CONTINUED)

Mapped business transactions of delivery, sales invoicing and markdowns and rebates to Profitability Analysis

data flows

Streamlined the integration touchpoint of Product Costing with the cost based COPA to accurately reflect the

standard cost of goods sold and production variances by reason codes; this ensured correct reporting of

contribution margins for various product lines

January 2001 April 2001

Functional Consultant Product Cost Controlling and PA

Degussa Goldschmidt Chemicals

Implementation Partner: KPMG

Methodologies: ASAP Implementation

Involved in SAP Production Support Rel. 3.1H

Proposed and configured a detailed 5-step business process for executing Results Analysis/WIP Calculation and

Settlement of Production Orders for a repetitive manufacturing scenario

Held discussions for production cost collection via newer activity types

Set up costing sheets to load production cost with manufacturing overheads of tanks and purification plants to the

organic chemicals costs

Configured new reports in Controlling to reconcile Work-in-Process between CO and FI-GL

Developed report on Shop Floor Information System in ABAP to analyze the deviations between planned (order)

and delivered quantities of finished products

Recommended additional usage of account-based Profitability Analysis for month-end reconciliation of actual

cost flows from FI-GL and CO - assessments and distribution of indirect costs

Proposed and automated month-end closing jobs for minimal human intervention and ensured freeing up

resources on OLAP (SAP transactions) server

September 2000 December 2000

Functional Controlling CCA and Profitability Analysis

Siemens Westinghouse Power

Implementation Partner: KPMG

Methodologies: ASAP Implementation

Involved in SAP Production Support Rel. 3.1I

Re-engineered various reports for the executive board in the areas of cash flows, profitability analysis by business

division and product groups

Led workshops to design product hierarchy and customer hierarchy for usage in PA

Proposed new Cost Center hierarchy for better organizational reflection of operating costs

Created financial statement account sets, Cost Center and Profit Center sets and variables in Report Writer for

convenient use in all the Controlling reports

Configured all 32 reports using SAP tools of Report Writer and Painter

Assigned them in a Custom Report tree for ease of navigation and enhanced the comfort level in end user

training sessions

EXPERIENCE (CONTINUED)

January 2000 August 2000

Lead Consultant Controlling Product Costing, PP-PI and COPA

Rust-Oleum Corporation

Implementation Partner: KPMG

Methodologies: ASAP Implementation

Involved in SAP Production Support Rel. 4.6B

Implemented Costing based Profitability Analysis for discrete manufacturing scenario

Integrated PA with PP-PI and product cost calculations and FI-GL for the COGS, indirect overheads via costing

sheets

Integrated the Flexible Planning in PP (LIS) with the sales and Operations Planning and also to PA planning the

plan also generated a demand plan on the manufacturing resources in PP-PI

Held brainstorming workshops with partners in PP and SD teams and power users for optimum use of PA to

analytically report results

Defined summarization levels and segment level characteristics for efficiency in real time processing and

reporting in COPA

August 1998 December 1999

Team Lead FICO GL, Asset Management and PCA

The Scotts Manufacturing Company

Implementation Partner: Ernst & Young LLC

Methodologies: ASAP Implementation

Involved in SAP New Phase I Implementation Rel 3.1I to replace mainframe systems

Led process workshops for power users to analyze the current practices for FI-General Ledger and Asset

Management

Integrated PA with PC and FI-GL for the standard cost and actual cost data flows

Converted Legacy Chart of Account to a new Corporate Chart of Account to correctly account for the global

operations of the corporation spanning Europe and Australia (Phase 3 and 4)

Defined account groups and field status groups for various GL accounts to reflect the business validations

during accounting

Defined asset classes and depreciation areas and keys for book and tax depreciation

Developed accounting interfaces for the integration touchpoints between MM and SD for the processes of

Goods Receipts, Issues and deliveries to customers and inter-plants

Set up organization structures in SAP for Cost Centers and Profit Centers to ensure a robust coding block with

least maintenance

Documented business processes using ASAP

Held workshops for unit and integration testing of all accounting business processes

Conducted training sessions for power users in the team, numbering 16

September 1997 September 1998

Functional FICO Consultant

Lucent Technologies

Implementation Partner: Price Waterhouse Coopers

Served as lead consultant for team of 8 super users responsible for the FI modules of Accounts Payable, Asset

Management and GL for 1 project in a communication equipment major

EXPERIENCE (CONTINUED)

Led design discussions on the design aspects of Special Purpose Ledger, multi-currency and multiple valuation

approaches for Financial reporting

Studied interfaces for initial data from legacy systems to ensure data correctness and completeness

Designed Cost Center assessment and distribution cycles for 800 indirect and shared Cost Centers and unit tested

the same

Enabled the cutover of validations and substitutions in Special Ledger for determination of Profit Centers and

functional areas to ensure accurate US GAAP reporting of the operating expenses

1991 1997

Manager Financial Applications and ERP Implementation SAP R/3

Siemens Ltd.

Converted Financial Accounting and Controlling applications using SAP R/3 and led team of system professionals

Prepared, validated and monitored the total implementation plan

Gained detailed understanding of functionalities and customization of FI-GL, AP-AR, Asset Management, CCA,

IO, PCA and PA

Gained detailed understanding of integration of FI with MM and SD modules for correct accounting of revenue,

sales expenses and inventory valuations

Prepared detailed process specification of the business model

Designed and customized SAP R/3 FICO sub-modules

Performed integration testing of all the modules of SAP R/3 for complete production cycle

Implemented SAP R/3 (all modules) in Siemens Ltd at the corporate office for 2 business divisions with a central

database (single server)

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