Sap Management

Dr. Conrad Lohutko

Senior EH&S Consultant/Manager

PROFESSIONAL SUMMARY

* Expert in both SAP and Oracle ERPs with 30 of experience as a Program

Manager, ERP Module Architect, Configurator, and Strategic Planner for

the world's largest computer systems.

* Is an expert in supply chain planning, blueprinting, configuring, and

deploying the world's largest and most complex ERP systems for

national defense. The Army systems included the Commodity Command

Standard System (CCSS), the Standard Depot System (SDS), the Area-

Oriented Depot Modernization System (AOD MOD), the Logistics

Modernization Program (LMP) of SAP, and the Air Force Expeditionary

Combat Support System (ECSS) of Oracle EBS.

* Served as the Strategic Planner and Architect of CCSS after the future

founders of SAP left the Army CCSS Program and IBM to form SAP in

Germany. The logistics experience includes all Supply Chain Modules

with Material Management, Production Planning, Warehouse Management

(inter and intra-warehouse transfers for the Standard Depot

System), Inventory Management including Environmental Compliance,

Asset Management, Packaging, Labels, Transportation, Maintenance, SAP

EH&S (Dangerous Goods, Hazardous Materiel Management, Product Safety,

Waste Management, Global Safety Labels or GLM, and all other sub-

modules), Planning, and RPM which became Product Life-Cycle Management

(PLM).

* As the Deputy PM, architected and planned the modifications

transforming CCSS from a peacetime logistics system into a wartime

system supporting all military services. CCSS in Desert Shield/Desert

Storm planned, programmed, and transported equipment equivalent to

moving a city the size of Atlanta to the Middle East in less than 6

months.

* As the primary Architect of the SAP R-3 Industrial Base modules for

the Army's Logistics Modernization Program (LMP), made all of the

configuration decisions for EH&S, PLM, PP, MM, WM, IM, PM, BOM, and

APO. In addition, team lead HR with OM and Security leading to the

partial fielding of the Army LMP's SAP R/3 implementation which is the

largest SAP implementation. Used SAP PPM in the management of the

modules.

* Planned for hardware systems architecture for the alternate and COOP

site for the Army's LMP, and the primary site for the Air Force's

ECSS.

* Participated in the deployment at the first two LMP implementation (go-

live) sites for Tobyhanna and the Soldier's System Command Office co-

located at the Defense Logistics Agency (DLA depot) in Philadelphia.

* As a senior Architect for the Program Management Office of the Air

Force Expeditionary Combat Support System (ECSS), reviewed the

wholesale and retail logistics requirements for the replacement of the

1600 legacy systems. Reduced the number of systems to be retained to

650. Provided the application architecture for the Air Force

implementation of Oracle EBS and a SOA architecture.

* As a SAP EH&S Consultant for the nuclear production and power industry

working at Babcock and Wilcox, wrote specification documents for the

SAP ECC 6.0 implementation which included GLM, Waste Management,

Industrial Safety, Product Safety, and Warehouse Management. Also,

made the configuration decisions for IM and WM including

transportation, shipping labels (GLM), packaging, and inter and intra-

warehouse and shop transfers, and EH&S for dangerous nuclear material.

This included five universal algorithms for the nuclear power,

production, and environmental safety and three special algorithms for

Recipe Management. Assured that all international standards and US

Federal, state, and local laws, rules, and regulations were complied

with (EC).

ACHIEVEMENTS

* Is the expert's expert on both SAP and Oracle ERPs

* Program-managed or architected unclassified ERP and classified IT

projects ranging from $1.1 to $500 million dollars.

* Program-managed the Advanced Turbine System, which is the only true

clean and cost effective energy solution, producing electricity at a

cost of .015 cents per KWH.

* Managed teams or programs from 7-100 professionals.

* Rewrote The AMC Strategy for the 1990's in 1988 to include such

concepts as Service Oriented Architecture (SOA), Cloud Technology,

Artificially Intelligent Technology, etc. This seminal document served

as the foundation for the next 30 years of computing.

* Created Knowledge-Based Systems Technology in 1985-1986.

* Created the man-machine user-friendly interface for the ARPANET from

1980-1983. The ARPANET later became the INTERNET when made public. My

interface allows any four year old to use the INTERNET.

* Created relational database technology and the first application at

St. Louis University in 1970-1971 for my Ph.D.

PROFESSIONAL EXPERIENCE:

Program Manager and President August 2011-

present

Sterling Enterprises, Inc. partnered with Agile Logistics Technology and

other companies

* Responding to various RFP's for a variety of DoD projects including

salvaging the Air Force's ECSS, creating vastly improved Cyber

Security using knowledge-based technology, and improving the security

and searchability of government documents and records.

SAP EH&S + Recipe Management Tech Lead

May 2012-July 2011

Client: Ashland Chemicals

* Researched and prepared a list of EH&S related training courses for

various existing and new roles resulting from the merger of Ashland

Chemicals with another chemical company. The courses included

simulations, exercise work books, user manuals, and leader manuals.

Estimated the conversion costs for the merger of Ashland with another

chemical company for it's EH&S processes.

Program Manager

Client: Agile Logistics Technology, LLC

November 2011-April 2012

Project: Advanced Turbine System

* Program-managed the life-cycle, supply chain, and

assembly/manufacturing capability for the Advanced Turbine System.

* Presented proposals to fund this transformational electricity

generating system. The revolutionary system generates environmentally

clean electricity at the incredibly low cost of .015 cents per KWH.

This beats the per KWH hour cost of all other sources of energy.

Basically, electricity can be made to generate even more electricity

up to a factor of 4X without any dams.

EH&S Business Process Lead August

2011-November 2011,

Client: IBM under contract with US Army

Project: Army Environmental Compliance and Cleanup Program

* Served as EH&S Business Process Lead over a team of 7 people in the

interim as the prior team leader took another position as did 3 other

employees. Reconstructed the team and trained new members.

* Established work priorities and schedules.

* Accomplished all configurations.

* Redesigned and properly architected the Army Environmental Cleanup

Program to accomplish Army's SAP EH&S waste disposal, environmental

clean-up, and management goals.

* The Program involved three phases for the clean-up of 1600

contaminated sites around the world in three phases.

* Dangerous and hazardous materials were identified and means of

recovery, transportation, and waste disposal were identified and

actions were planned and programmed.

SAP ERP Program Manager

July 2010 - August 2011

Sterling Enterprises, Inc., St. Louis, MO

* Established a local office in St. Louis to support Air Force Oracle

and SAP ERP contracts at Scott AFB that included an LS module for

USATRANSCOM.

* Trained employees in knowledge-based technology to support an

expansion of the existing contract. The contract was not expanded due

to the Congressional Continuing Resolution.

* Served as a key person while waiting for the contract to be expanded.

* Accomplished SAP APO Supply Network Planning and SAP PLM for the

Advanced Turbine System. The PLM included Product Design Cost

Estimating (PDCE), engineering drawings, engineering change proposals

(ECPs), test records, and PPM. PPM was formerly SAP RPM. When a new

product, which has many major components (assemblies and sub-

assemblies), is being created, PPM is used in management of the

program.

SAP ECC 6.0 EH&S Consultant October

2009 - June 2010

Client: Babcock & Wilcox

Project: Implementation of SAP EH&S 6.0

* Completed work on a classified EH&S SAP ECC 6.0 project for Babcock &

Wilcox that included a universal set of five algorithms applicable to

the safety of the nuclear production and power industry.

* Configured several classified and unclassified warehouses as part of

EH&S for storage of nuclear materials and hazardous chemicals using

SAP WM.

* Organized inventory management processes using LE.

* Wrote specifications and configured global label management (GLM.)

* Configured plant workflow processes that included transfers between

shops and temporary and permanent storage areas.

* Segregated material in the warehouses according to properties.

* Configured inventory management processes using MM.

* Re-engineered several of B&Ws nuclear safety processes.

* Utilized Expert Choice to determine risks.

* Provided several recommended changes to improve immediate worker

safety.

* Recommended changing procedures and equipment to improve worker long-

term health in handling nuclear material. The safety issues ranged

from nuclear material handling to inventory control and storage

warehousing.

* Wrote and tested a new set of nuclear safety algorithms which are the

new international standard.

Program Manager

July 2008 - October 2009

Client: Agile Logistics Technology, LLC

Project: Advanced Hydroelectric Turbine and Power Generation System Program

* Program-managed the test model of the transformational system in the

proof-of-concept.

* Made a great scientific achievement by producing 20% more electricity.

Large hydro-electric dams will no longer be required. The test

engineering staff is currently refining test model 16 to eventually

produce a production quality system capable of producing 4X the amount

of electricity.

* Utilized SAP APO for planning purposes with failure factors, QC,

unique algorithms, push and pull supply principals and processes. This

included Supply Network Planning (SNP), DP and Logistics Execution

(LE).

* Configured and used SAP PPM for management of the program.

* Planned the product life cycle management using SAP PLM for the future

electrical systems that will replace the need for fossil fuels except

for powering aircraft.

Oracle ERP Architect January 2005 - June

2008

Oasis Systems, Inc., Wright-Patterson Air Force Base

Project: Air Force Expeditionary Combat Support System (ECSS)

* Planned the new ERP system requirements and capabilities that included

new systems architecture, analysis of and planning for the retirement

of Air Force legacy logistics systems, and planning for the new

logistics and supply chain processes using ERP capabilities while SAP

was being considered before the final selection of Oracle R-12 ERP

implementation.

* Provided advice and assistance on the resolution of issues faced by

ECSS, and lessons learned in prior ERP implementation efforts.

* Served as a Consultant for one year to the Systems Integrator Change

Management Evaluation Team.

* Provided advice and assistance to the ECSS Program Office on change

management and acquisition decisions regarding the selection of a

systems integration vendor.

* Gave advice and assistance to management and executives on the

resolution of issues faced by ECSS based on extensive experience.

* Participated in planning the new system requirements for ECSS that

included new systems architecture and analysis, and planning for the

retirement of Air Force legacy systems.

* Planned the requirements for use in SAP APO before the political

decision was made to buy the Oracle Business Suite instead of SAP.

* Participated in planning for new processes using the ERP capabilities

of the Oracle Product Suite that originally included Oracle PLM and

PIM and later the newly acquired Oracle Agile PLM.

* Worked with the Oracle team to study the integration of processes and

capabilities into ECSS.

* Led the ECSS PLM team in comparing Oracle PLM to Oracle Agile PLM.

Oracle Agile PLM was selected to be used for PLM.

* Participated in the enterprise blueprinting sessions at CSC

representing the PMO on the Enable team.

* Analyzed and provided input to the CDRLs developed by CSC, led teams

in legacy deconstruction, assisted in data areas, and provided

engineering technical advice and studies to the PMO on ERP

architectural issues with an overall architectural plan for ECSS using

the Oracle Business Suite.

* Researched and provided cost and benefit analysis metrics, AF

logistics metrics, and other methods of comparative analysis, and

defended estimated systems benefits to the Air Force and DoD staff of

cost analysts.

* Provided key provisions to the task descriptions, technical

parameters, SOO, and ITV to ensure provided data assured that the Air

Force will have the best ERP system capabilities and processes in the

11 Air Force functional areas.

* Researched and worked on ways to integrate legacy and future systems

that included DEAMS Financials and Joint Service Systems with ECSS.

President

February 2004 - December 2005

Sterling Enterprises, Inc.

Project: Redevelopment of hydroelectric site

* Program-managed the redevelopment of a 360 KW hydroelectric dam. Lead

basic and applied research into the feasibility of significantly

increasing hydropower production capacity. The goal was to reduce the

cost of electricity per kilowatt through the development of an

advanced turbine which combined existing technologies. Advocates of

non-renewable energy have persistently attempted to block this new

alternate power technology because it can replace all fossil fuel for

the production of electricity.

Team Lead, Computer Systems Analyst Principal June 2000 - January

2004

Computer Sciences Corp.

Project: Army Logistics Modernization Program (LMP)

* Served initially as the staff planner for CSC operations in the St.

Louis area, and performed a variety of tasks related to transitioning

from sustaining the current wholesale logistics system, CCSS, to

blueprinting the new the SAP ERP R/3 version 4.6C.

* Wrote or participated in writing the acceptance, test, and

implementation plans for the new LMP SAP implementation of Product

Life-Cycle Management (PLM) of the R/3 system.

* Configured the PLM module in areas such as engineering drawings, ECPs,

work orders, and PDCE.

* Developed and validated "to-be" business processes, and assisted the

SAP implementation team in documenting process changes and impact on

current jobs.

* Wrote the disaster recovery and continuity of operations plans.

* Engaged in systems architecture, configuration, and implementation of

the new Army SAP LMP system for the PP, MM/WM, SD, APO, and

transportation, now LE (logistics execution).

* Configured warehousing process and control procedures for all Army

depots and re-manufacturing facilities using SAP Logistics Execution

(LE) to control the Warehouse Management System (WMS).

* Utilized the SAP Logistics Execution (LE) module as the integration

module for other SAP modules that included MM-PUR (purchasing), MM-IM

(inventory management), LE-SHP (shipping), LE-TRP (transportation),

and SD (sales and distribution), and WM.

* Reviewed and selected master data for applicable use in the LE and

EH&S modules, and functional integration of the SAP R/3 HR module with

the industrial base modules.

* Led the HR, MM, WM, PP, APO, Ammunition, Transportation, and EH&S

teams during blueprinting.

* Directed the EH&S blueprinting team in unclassified meetings regarding

special handling, marking, transportation, and disposal.

* Made all of the configuration decisions for the assigned modules

including all of the sub-modules of SAP EH&S including Dangerous

Goods, Product Safety, and Occupational Health and Safety (MSDS), etc.

* Configured and used SAP PPM, at that time it was RPM, to manage the

assigned modules.

* Made configuration decisions, and provided algorithms for the EH&S

module, and relationships with other interfacing SAP modules.

* Applied ten prior years of HR and benefits experience gained in the

Federal Government, and fifteen years of half-time experience through

the private sector to learn the SAP HR module, and corrected what

would have been a flawed implementation in the movement of data from

other systems to SAP.

* Served as Team Leader of the HR module of the Army Logistics

Modernization Program for three years.

* Migrated data for 35,000 employees from legacy systems to the new SAP

OM, HR, and Security modules.

* Led a team of five experts to accomplish the configuration, data

migration, and testing of the HR module, and established the roles for

the Security module.

* Interacted with the highest levels of the integrated architecture down

to the data element, object levels, and screens.

* Led classified blueprinting sessions and configured the EH&S module

for dangerous goods, hazardous materials, transportation, marking,

packaging, storage, and disposal methods ranging from routine hazmat

with industrial chemicals to nuclear warheads and conventional bombs

and explosives.

* Followed the DoD architectural standards (DODAF models) that are more

stringent than commercial standards, and gained familiarity with US

Federal, state, and international hazmat codes.

* Performed data validation processes, cleansed data, reviewed training

scenarios, and developed test scripts.

* Architected and configured 45 % of the LMP implementation of SAP R/3,

including the six industrial base modules replacing the Standard Depot

System. Led the teams for the implementation and deployment of nine

of the eighteen planned SAP modules. This effort for LMP was larger

than all prior SAP implementations.

* Developed schema for password origination and authentication, and

defined basic roles for positions and duties.

* Drafted a pamphlet with 65 implementation checklists that included

those pertaining to systems security for all phases. Structured

course material and conducted training classes for super-users on the

use of specific SAP modules including SAP PLM, MM/WM, Bill of

Materials (BOM), EH&S, PM, and MRO.

* Taught or coached training classes for both management and super-users

in several SAP modules such as PP, WM.

* EH&S, Master Data, etc. My team members prepared most of the training

manuals under my supervision.

* Validated the checklists by being onsite for the first deployment at

the Army Soldiers' Systems Command Office located at DLA in

Philadelphia.

Strategic Planning Specialist, U.S. Army Materiel Command and Army LSSC

June 1980 - June 2000

Projects: The Commodity Command Standard System (CCSS), Standard Depot

System (SDS), and Area-Oriented Depot System Modernization (AODMOD)

* As the Strategic Planner and Architect for all phases of life-cycle

management for the Commodity Command Standard System (CCSS) for twenty

years and the Standard Depot System (SDS) for 12 years maintained the

defense capability of these systems. These systems provide supplies

to all U.S. services and allies.

* Planned and project-managed all of the war and mobilization changes to

the ERP systems over two implementations. These systems ran on IBM

mainframes. The major changes were larger than most other very

complex computer systems.

* Planned the logistics and modernization changes that included updates

to the EH&S processes for handling nuclear waste, warhead

demilitarization and disposal, and all transportation, packaging,

labeling, and storage of hazardous materials and dangerous goods.

* Optimized processes at Tobyhanna, Savanna, and Red River Army Depots,

and Rock Island and Picatinny Arsenals under the SDS system.

* Prepared the decision briefing that approved LMP to replace the CCSS

and SDS systems.

* Served as the sole Strategic Planner for the systems integration of

CCSS and SDS with other Army and DOD systems. Used RPM to manage the

world's largest ERP systems.

* Oversaw and updated the EH&S, warehouse management, and inventory

modules in the Army Standard Depot System (SDS).

* Conceptualized, planned, and cost estimated future information

technology and logistics systems projects worth several hundred

million to almost a billion dollars.

* Rewrote the AMC Strategy for the 90's document in 1989 to meet the

information needs of the Army and DOD in the future. This was the

seminal plan for Army IT for that decade.

* Utilized IEF modeling techniques to data model the part of CCSS that

dealt with wartime logistics.

* Planned and managed changes to the processes for the CCSS maintenance

module that included thirteen million lines of code. Put a wrapper or

the first SOA architecture around it.

* Planned the equivalent of the SAP TSW for Army oil, gasoline, and

aviation fuel.

* Reviewed staff-maintained release management schedules, monitored

releases to keep tight system integration, and ensured the highest

system quality.

* Established a system of regular releases, special releases, and

special processing requests for major modifications and minor

modifications to sustain CCSS and SDS to bring order to a previously

chaotic process.

* Institutionalized the emergency, urgent, and routine system change

request, now ECP processes. This was a major accomplishment

considering the scope of CCSS with twenty business process (basic ERP)

functional modules, 250 application modules, 2800 application

programs, and over 45 million lines of integrated code.

* Wrote the Continuity of Operations Plan (COOP) that got a real-world

test during Desert Shield/Desert Storm, and all of the risk analysis

documents and disaster recovery plans for CCSS and SDS.

VP and COO, Vice President of Planning and Resources for 7 years/later the

CIO and COO for 8 years

November 1985 - June 2000

Conversion Technologies, Inc. (CTI)

* Managed technology and product development, sales and marketing, and

provided HR for a staff of up to twelve employees and contractors.

* Handled the $600,000 R&D effort that was the forerunner of another

development effort for the automated re-engineering and regeneration

of COBOL code.

* Managed the change of the Resource/Regenerator software into an

automated Y2K conversion toolkit that was sold internationally.

* Conceptualized a smart automated information controller for Internet

or data recovery. This project was in the basic research phase, but

had to be cancelled due to lack of funding.

* Worked with rule-based systems through proprietary smart systems,

especially the universal development matrix from CTI. The matrix,

which was first used in the Resource/Regenerator Toolkit, is

controversial because it produced near perfect systems, antiquating

all existing application development methodologies due to its

knowledge base.

* Managed the human and financial resources for the company while

raising private and venture capital.

* Worked as a part-time Consultant in SAP HR in the areas of

compensation and benefits, time and attendance, training and career

management, and recruiting.

EDUCATION:

* Ph.D., St. Louis University

* M.A., St. Louis University

* B.A., Dickinson College

MOST RECENT TRAINING:

* Certified in Integrated SAP R/3 4.6C and 4.7 Supply Chain Planning

(Three Weeks)

* Certified in SAP HR, OM, and FI (Two Weeks)

* Certified in Oracle 12 Supply Chain (Three Weeks)

* Certified in ARIS Modeling Techniques (One Week)

* Certified in IDEF 0-3 Methodologies (Four Weeks)

* Rational Training by IBM (One Week)

* Certified Project and Program Manager by the US Army Management

Engineering College (6 weeks)

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