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Manager Sap

Dallas, Texas, 75248, United States
August 17, 2018

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PMP Certified experienced SAP Project Manager with over 17 years of SAP specific experience including ECC 6.0, R3 including 4 SAP Full life Cycle implementations and 20+ partial SAP projects for both U.S. and International Organizations round the globe including solid SAP Manufacturing, Pharmaceuticals, Aerospace/Defense, Industrial Distribution, Retail, Consumer Goods and Military fields.


Numerous SAP APO implementations including but not limited to Demand Planning, Production Planning- Detail Scheduling (in support of SFA system), Consignment Inventory, Service Parts Planning, Operations Planning, Global Available to Promise (GATP), Return Transport Packaging (RTP), Reverse Logistics of RMAs, Process Integration, Supply Network Planning (Procurement/Vendor Performance and Procure to Price, VMI, 3rd Party Suppliers). Also establishing Plant-to-plant stock transfers

For the OEM manufacturers need to factor in product life maintenance (PLM) into their scheduling routines in order to manage component effectivities

SNC (Supply Network Collaboration) in-concert with APO, CRM, MES, and MM using forms of KANBAN and JIT suppliers

Operating as the PMO implemented the following governance items:

oWeekly status reports from each functional team

Establish overall Project Plan

Establish operating and steering teams across the disciplines

Develop communication disciplines and reporting vehicles

oIssues and action log

oRisk register

Ability to managed and deliver projects on time, from Phase 0 through “go-live.” By performing tasks but not limited to:

oUpdated Project Plan using Microsoft Project

oRoutine updates with “off-shore” teams

oThese reporting items were maintained in a “common area” for all to view

oDefine the Statement of Work (SOW)

oDeveloped and maintain budgets and staff levels for the project as the process moves through all of the gates until project fruition

oUsing 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

oWorking with the SME (subject matter experts) to create scripts that will be used during User Acceptance Testing (UAT)

oOverseeing 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)

oManage the BASIS group to insure timely updates to the Q&A, DEV, PROD databases

oSupervise the User Acceptance Testing until its completion

oExecute the “go-live” followed by support of the system through post go-live

Managed and Delivered SAP projects for SAP Modules: SCM, FI, APO (dp, snp, ds), IBP, CO, SD, MM/ PP (PI), MES (CAMS), MII, WMS, PLC/PLM, PM, QM, HR, SRM, GTS, CRM (FS/SM), APO-(PP/DS/DP), EDI, VISTEX, MDM, HCM/OCM, COPA, GTS, FSCM [EBS], Vertex, BI, BPC, and BW/Business Objects BOBJ. 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



Years of Experience

SAP Project Manager


SAP APO (pp-ds, dp, scm, gatp)



Senior SAP Project Manager 1 to 9 Jun 2011 – Present

Project #1 Medtronic

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, 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

Create a “large-scale” SAP I-HUB for interfacing with third-part locations (3PLS) that use Manhattan software system

Project #2: Walker Trailer

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

Project # 3: Spirit Aerospace

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 (SAP Manufacturing Execution System) MES.

Project # 4: U.S. Army LMP

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

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.

Project # 5: Biomet

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

Managed the data mapping in support of the data conversion

Project # 6: AbbVie Pharma

Senior SAP Global Project Manager for a major SAP global implementation [97 countries single incident] for a large pharmaceutical company, project was implemented region by regions.

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”

Project # 7: Clark County, NV

Senior SAP project Manager responsible for designing, creating and managing a work flow process, and incident reporting / tracking system for a large county in Nevada.

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) depot and truck inventory tracking and replenishment, and FICO for all financial obligations and reporting.

Responsible for daily BI reporting (using BOBJ) 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.

Project # 8: Autozone

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

Project # 9 : Bell Helicopter

Completed the configuration, testing and go-live of an SAP MES/MII [CAMS}, APO, SCM, & HCM for a government contractor, this includes the project budget, personnel, and the implementation schedule

IT Director Jan 2010 – Jun 2011

Jason Finishing Group – 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 Dec 07 – Jan 10

Essilor of America – Dallas, TX

A multi-billion European conglomerate as leader in the maker of eyeglasses worldwide

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 Jul 06 – Dec 07

Fairfield, Ct

(Clients include Harlem Furniture, Alcan Mattress, etc)

As a part of the initial sales cycle, developed an IT “roadmap” defining a more up-to-date environment. This roadmap details what systems need to upgrade, the costs of the upgrades, personnel required, and project time tables, these projects usually are multi-million in nature.

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 Manager Jan 00 – Jun 06

Honeywell / Novar PLC – Cleveland, Ohio

Project: Intelligent Building Systems (IBS)

Managed shared service Information Technology organization in support of Americas operations. As a member of the Americas Key Leadership Team, was responsible for multi-million annual IT budget [expense, capital, and depreciation] and department of in-house and contract professionals located at multiple sites. Created an environment which build to order, build to stock products + an extensive installation and Service organization.

SAP Delivery Manager

Managed teams in North and South America for the SAP migration and working with the Gartner 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, 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

Information Systems Director Feb 98 – Jan 00

Anchor Tool & Die – Cleveland, OH

Tier 1 supplier of dies, special fixtures, and production parts to the automotive industry.

This system has heavy EDI ties with automotive companies & their T1 suppliers

Implemented a large-scale manufacturing execution system with a “wireless” shop floor control system to capture production counts, track work-in-process, and record time and attendance using bar coding.

With the need to produce high quality parts in a high inventory turn environment while meeting the customers shipping needs, there is need to track production of parts in a real-time manner. This system recorded the production of parts as the orders were made at the different work centers.

Created Executive Information Systems to provide senior managers with the information needed to run the business, including ability to drill down to lowest level of detail.

Built an OLAP BI-based reporting system created numerous reports for all forms of management to retrieve information from the ERP system.

Implemented interactive advanced planning system to analyze in real time all production planning variables and allow for “what-if” modeling.

In a repetitive manufacturing implemented an advanced planning & scheduling system that the manufacturing managers to move around various orders to different machines within the different work centers. This would allow for preventative maintenance, breakdowns, and unit smoothing when loading the individual work stations.

SAP Delivery Manager Oct 94 – Feb 98

Goodrich – Landing Gear Division – Cleveland, OH

Upgraded to new SAP system to support the division’s business. Including FICO, SD, MM, PM, ME, SCM, PP, and BI.

Implemented a full cycle SAP ERP system used to build to order commercial and military landing gears. There was a need to have this system functioning 24X7 so a high-availability system was required. Using a warehouse management system these gears were made and assembled in six different locations across the U.S.A.

A sophisticated Product Data Management, CAD, CAM operating on Catia was interfaced to these systems.

Being an OEM required large-scale engineered products to the customer’s requirements

Information Systems Manager Jan 85 – Oct 94

LTV Steel – Cleveland, OH

Developed and maintained systems for a homogenous maker of high carbon flat-rolled steel for use in automotive and appliances. These systems tracked the processes, move and queue times, and materials using in making flat-rolled steel, from the melt process to the finished coils.

SAP Skills

APO (dp, snp, ds, spp, gatp)

Integrated Business Planning IBP) which includes: Sales and operations planning (S&OP), Forecasting and demand, Supply planning, Inventory optimization, Response planning


Sales & Distribution






Plant Maintenance










Business Intelligence

BW/Business Objects BOBJ

Education / Certifications / Trainings

PMP Certified – PMI

Masters of Business Administration Degree (MBA) Cleveland State University, Cleveland, Ohio, Bachelor of Science Business Administration Degree (BSBA), Lake Erie College, Painesville, Ohio

Six Sigma (yellow belt)

Total Quality Management (TQM)

Strategic Planning

ISO9000/QS9000 training

Finance Solutions support

Global Supply Chain, and Sarbanes – Oxley

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