Jerome Gros

pra7mi@r.postjobfree.com: *** Lisa Ct., Thibodaux, LA 70301; cell 985-***-****

• Summary: Five SAP implementations: >14 years Functional work in multiple modules. FI, FM, CO, MM, PC, PS, EDI (interface), and SD. Delivered end-to-end solutions that successfully addressed particularly unique functional needs, through applying extensive experience of collecting, interpreting, and converting financial and operational requirements into effective and feasible ERP solutions. Provided: Requirements, functional designs, hands-on configuration, custom logic designs, data mapping, management of tasks among functional, ABAP, middleware, and operational teams, all levels of testing and test script design, cut-over, development and delivery of training courses and exercises, troubleshooting technical and process issues, and post roll out technical support. Upgrade work to migrate current functionality and configuration into ECC6.0. Worked data migration tasks for rollouts to new locations. Worked in domains of finance, logistics, operations, and integration with trading partners. Nine years private sector in manufacturing and services. More recently, five years public sector with governmental (DLA and Army) enterprise processes and transactions for Finance and Funds Management, Acquisition, and Distribution perspectives. Multiple disciplines exercised daily. Advised and supported client in solution designs, processes, identifying and correcting issues, defect corrections, and integration points with other SAP modules and with other systems. Delivered end-to-end SAP/ERP interface solutions for the Federal Government systems such as DAAS, GEX, ODS, SRD-1, CDS, BEIS, DCAS, DTS, SOMARDS, CARE, FAS, MOCAS, FLIS, DPACS, EMALL, and others to SAP/ ERP. Heavy interaction with DFAS and with DoD Command ERP representatives.

Entire SAP history: FI, CO, FM, MM, SD, PC, PS, AM, IM, PP, ALE/EDI-Interface, Security, training development and delivery

Security Level: Posses ADPI access (Public Trust). SSBI investigation for IT1 favorably completed.

U.S. Army Logistics Modernization Project (LMP) – Contractor to Computer Science Corporation

Marlton, NJ

October 2007 – present

Functional Consultant –Business Analyst : FI, FM, CO, PS, EDI

Solution Delivery Implementer – new functionality, ERP roll out, and SAP upgrade

Implemented new functionality to fulfill various U S Army initiatives related to logistical, financial, and funding transactions as well as integration with service depots and governmental trading partners. Delivered end-to-end SAP/ERP interface solutions (including data mapping, custom idoc processing, and hands-on SAP configuration) for interfacing to Federal Government systems DAAS, GEX, ODS, SRD-1, CDS, BEIS, DCAS, DTS, SOMARDS, CARE, FAS, and others. Heavy interaction with DFAS and with DoD Command ERP representatives. Created test scripts and executed end to end testing/analysis. Responsible for leading development teams and site support teams on specific functionality roll outs. Leadership included task accomplishments within critical work plans while delivering solutions successfully for government concurrence. Provided end user and DFAS personnel training.

• Provided functional designs, and worked with developers (pseudo code) during tech spec and build phases of new interfaces and posting processes.

• Performed FICO and FM configuration in fulfillment of DFAS accounting pro-formas compliant with US Office of Secretary of Defense standards and FFMIA compliant. Configured settings for AP invoice and disbursement, AR collection, commitment and obligation processes, general ledger, and budgetary ledger. Worked with BCS in ECC6.0.

• Derivation (including FM derivation rules and user exits) and FI SpGl indicator.

• Validation and substitution.

• OFBL (prior to ECC6 upgrade)

• Mapped data to/from trading partners to/from SAP processes.

• Directed to completion, tasks of functional team, technical team, middleware team, and trading partners.

• Coordinated, managed, and executed trading partner testing including processing, test results tracking, implementing emergency fixes, and daily hotwash conferences. Partner testing included point to point connectivity, middleware processing, and SAP functionality of idoc processing through FI, CO, FM, PS, MM, and SD posting for numerous complex scenarios with partner dependencies.

• Delivered interfaces such as Defense Travel System (821, 824, and 810 transactions), Interfund billing/collections Systems, and various other entitlement systems.

• Sample of work: DTS interfaces to/from GEX, SRD-1 and DFAS-ODS, included inbound/outbound data exchange with dependencies for posting SAP FM and FI transactions of obligation, invoicing, disbursement, Due-US accounts receivable and collection, as well as sending appropriately assigned outbound 824 messaging for acknowledgements. For DTS, configured SAP (4.6C OFBL, Special Ledger, derivations, validation rules, etc. then later upgraded to ECC6.0) and wrote pseudo code for customizing the three related interfaces. Was responsible for full life cycle accomplishments from requirements through design and build to cutover, training, and post production support.

• Designed and implemented new Army Interfund Interface to pull and translate from trading partner, interfund billing and disbursement data then execute SAP scenario specific postings for PO, Invoice, and clearing (all FM and FI settings).

• Worked on Army’s deployment II successful data migration efforts for bringing AMCOM sites on to LMP’s ERP program.

• Solution design and delivery concurrences accomplished at various levels from Army and DFAS (Defense Financial Accounting Service).

• Worked with team on re-design solution for Profit Center re-structuring for one owner / one manager materials to represent correct ownership of materials while maintaining logistic visibility.

• Designed vendor partnering solution for FM funding checks with updates to scheduling agreements for consignment and collaborative inventory business processes used in government furnished material (GFM) production processes.

• Designed and implemented middleware and SAP interface conversions from legacy MILS format to EDI ANSI X12 format.

• Mapped critical business processes and designed related data specific scenario test plans for testing SAP functionality on converted legacy data loads.

• Data migration and functionality changes for LMP ERP implementation to AMCOM.

• Provided FI (AP), FM, MM, and PS workshop training to AMCOM end users and to DFAS (Defense Financial Accounting Service). Training included process changes integrated with government legacy systems (DTS, ODS, etc.)

Defense Logistics Agency SAP- BSM Project, Accenture/PSS Sub-contractor Columbus, OH

November 2004 – September 2007

Solution Delivery and Sustainment-Functional focuses: FI, CO, FM, MM-Procurement, SD custom pricing, Kitting and Assembly, GFE and GFM

Custom logic design, configuration, data mapping, tests design, conversion, post go-live sustainment, and gap resolution. Requirements analysis and solution designs to fulfill DLA’s initiatives in dealing with governmental and non-governmental partners in a customer facing approach. The primary focuses of this position were 1) FI, FM, CO (Nov. ’04 – Jan. ‘07), and 2) MM and Procurement (Jan/07-September07). Worked with functionality at integration points in adjacent module Sales/Distribution such as condition pricing, automated PR-PO creation from Sales Order, and kitting and assembly solutions (Bill of Material and GFM). Worked closely with DLA process owners and partners in all phases of conversions and functional rollouts, and provided weekly knowledge transfers to end users. Prepared and delivered formal training presentations (processes and transactional) along with staged data for interactive teaching.

• FI, CO objects: Proprietary Ledger account assignment, Accounts Payable processes and reports, posting logic, idoc processing, modifications for Fast Pay and Partial Pay governmental initiatives, annual pricing, and standard valuation, internal order and reimbursable order objects; Cost Center organizational realignment tasks and hierarchy structure maintenance.

• FM objects: Budgetary Ledger- Commitment Item mapping, SGL posting (Special Purpose Ledger and Funds Management document posting by Value Type), Fund Center derivation tool, funds distribution, and payment by funds for reimbursable orders solution.

• MM and procurement areas and objects including EMALL: Master data conversion, custom logic and settings for various automated procurement program extensions and batch jobs, idoc processing, Kitting extensions (including procurement of asset reclamation parts from DoD Services, as kit components), workload assignment configuration, troubleshooting function modules for WEBCATS to EMALL, and interfacing with DPACS contract system, vendors, assembly sites, Manugistics, and Pricing-DAPA system. Set up for special program initiatives such s guaranteed minimum purchase outline agreements.

• Cross Functional on several initiatives having multiple touch points and objects: System changes as well as problem fixes such as: *Conversion/close SAMMS procurement system, *FI, MM, and SD objects for Kitting solution, *Inter-System Unit of Measure conflict solutions, *Outbound to middle-ware interface data configuration, *New material type stream rollouts such as medical with new accompanying processes (Army Single Stock Fund, Tailored Vendor Relationships, purchase card system), new Work Flows for Procurement processes, MM-FI-FM-CO objects and touch points for DLA Organizational Realignment .

• Pricing: Designed and worked with developers in implementing several pricing related custom programs.

o (Standard Price) Update program with specialized conversions and logic for resolving problems associated with insignificant (>.01) base unit pricing.

o (Annual Sales Price update-Condition Type PR00) annual pricing calculation and condition record writing program for very diverse supply stream , along with an interface program to transmit the prices to legacy system, FLIS for catalog publication. Where performance and speed were issues with the prior program, the new program produced and transmitted in one week, 3.8 million Condition records. Due to the better design, this program ran 80% faster than the prior program enabling the FLIS deadline to be met, once HQ approved budgeted cost recovery rates. The program also greatly increased pricing flexibility among material pricing groups and DLA custom fields.

o (Kit assembly annual Sales Price) logic and reporting that establishes annual selling prices for kit assemblies within clothing and textile, food and subsistence, hardware, and medical operations based on component specific pricing and DLA depot assembly cost.

• Implemented dual channel kit component acquisition through automated procurement custom logic integrated with custom SD logic.

• Performance testing on program extensions.

• SAMMS conversion project: Gov’t Furnished Material (GFM) assemblies, conversion to subcontract POs, shipped components status, and Work In Process and FM accounting. Conducted requirements meetings and supplied functional designs and test plans. Executed testing and validation.

• Provided on-call support (pager-tracker) for FI and Procurement batch jobs and interfaces.

• Satisfied mandated requirements with special reporting products design/implementation.

• Trained Procurement cycle, FI, CO, MM, Kitting, GFE/GFM, and SD pricing courses to end users and to production support team members.

Rohm and Haas Company, Advanced Materials, Weeks Island, LA and Woburn, MA

Manufacturing and fabrication for infrared imaging and semi conductor applications

SAP implementation process lead: - for Louisiana and Massachusetts plants

April 2003 – October 2004

Designed costing model and performed associated data mapping, costing variant configuration, testing and cutover. In design, converted special order (job-shop) style structure to standardized hierarchies of intermediate products with activity based costing. Partnered closely with MOE team to establish effective configuration standards for costing at desired valuation points--established production version phase separation points, proper resource grouping, cost drivers, and material master settings. Assigned activity types to resources for capturing required levels of costs rollup-up. Resources included labor pools and critical customizing equipment including chemical vapor deposition furnaces, conditioning cells, and optical lens generators. Some resources required design for costing of fixed production phases, such as lens generating machine programming and testing for variable lot sizes, and fixed furnace set-up with consumption preceding 300-500 hour bulk manufacturing runs with variable yields. Constructed, loaded, and validated data including output volume planning with intermediate and bulk level back-explosion, resource masters, and cost center/element budgeting. Set up assessment cycles, cost splitting, order settlement, account determinations, mapped activity types and resources. Created test case scenarios and tested integration. Performed cost estimate/ cost rollup- costing variant. Troubleshot and resolved costing run errors related to data issues with Recipes, BOMs, Purchasing Information Records, and Material Master Records. Partnered on Sales and Delivery transaction support. Provided system sustainment during month end close activities of: Material revaluation through estimate-mark-release, execution of assessments and splitting, actual activity rate calculation and distribution/absorption, settlement execution, Work in Process calculation, operating costs validation, manufacturing variance analysis, operations statistical analyses, and profitability analyses at material, plant, and company code levels. Provided quoting support and proposed new material cost estimates under different production process scenarios. Provided management and system sustainment for procurement cycle transactions and MM/MOE transactions dealing with movements and order confirmation.

Developed costing model for research projects. Developed special product hierarchies and costing models for Department of Defense R&D programs that included direct settlement of process orders to internal orders with multi-subcontracted production steps (tollers) within recipes.

Lead in project planning and management. PS process lead for: WBS structure, project approval in workflow, and funding through Investment Management module, release, execution, and settlement. Provided training to all plant personnel in the areas of MM, PC, PP, PM, PS, AM, FI (AP), and SD.

Resolution Performance Products (formerly Shell Epoxy Resins), Norco, LA

Financial Support of Operations - Business / Technical

September 2002 – March 2003

SAP post go-live project management specializing in problem resolution and technical support for modules: FI, CO, PM, MM, and back up for PP entry and support. Functioned as liaison to departments: Financial, Information Technology, and Operations Management. Worked with management on documenting further business requirements specific to Epoxy plant, after implementation of version SAP 4.6. Supported Plant Maintenance module users with planning, notifications, scheduling, and order execution. Analyst for post-implementation clean up for issues in the following: procurement cycle, goods movements, and settlements. Ex: Discovered and resolved data problems involving material master records and BOMs associated with equipment profiles. Designed reports for reconciling Goods Receipts accrual account. Supervised departments: Materials and Logistics, Purchasing, and Accounts Payable. Trained new users of MM transactions in procurement cycle and inventory management. Provided back-up support for Production Order processing of raw material, finished product movements, and distribution. Budgeted cost centers and constructed annual business plan. Performed monthly Finance and Control analysis of results and provided variance and budget analysis to the Corporate Controller along with monthly forecast. Designed reports for staging data in selected format for testing internal controls.

Stewart Enterprises

Financial Project Analyst

March 2002 – August 2002

Created new information research products for CFO by designing AS400 queries and reports to consolidate and cleanse inconsistent data from nine databases. Reports produced were useful in discovering profit-improving opportunities. Provided for reduction of bad debt allowance/expense by designing AS400 queries that revealed unpaid balances for cancelled contracts or for deceased contract owners. Alerted to recover substantial amounts of trust fund deposits through AS400 queries created. The results revealed duplicate contract processing when upgrades were sold. Initiated enforcement of policy regarding interest charged on sales. Designed queries that exposed low interest or interest free sales strategies against policy, on contracts extended as much as thirty years. Performed monthly maintenance to report-writer set up. Departed for SAP opportunity.

Citizens Communications-Public Services, New Orleans, LA and Stamford, CT

SAP R/3 Implementation & post Implementation Support

Functional, support, and training FI, CO, MM, PS, AM, IM, Workflow, Security

Citizens provided gas, electric, and water utilities in heavily regulated environments.

February 1999 – February 2002

Configured and maintained release strategies in SAP for procurement authorization hierarchy, and maintained associations to cost center groups and user Ids. Set up and maintained Cost Center organizational hierarchies. Performed FI/CO configuration to comply with regulations in the utility company environment by setting up G/L customized regulatory function fields in Chart of Accounts for mapping to Federal Energy Regulatory Commission’s adopted accounting codes. Set up and updated Workflow review paths and set up IM positions for distribution to PS WBS elements. Led bottom-up capital budgeting initiative and maintained planning activities in PS, while providing project life-cycle technical support to project managers. Troubleshot and resolved daily Workflow batch errors related to PS / IM WBS budget distribution. Successfully executed emergency mass changes including complete hierarchal change with cost center / company code changes / configurations on short notice due to divestiture activities. These events included conversion from a legacy internal billing system and divestiture related changes to the organization, where I made simultaneously changes to cost center structures, procurement release strategy configurations, SAP Workflow review path maintenance for PS and IM, business process and account assignment design and publication, and changes to hundreds of selected users’ security profiles. The events also included my coordinating the cost center change events with management groups, user community, Human Resources departments, and Payroll departments for critical timing with People Soft and ADP maintenance. Documented business requirements, worked on business design, and worked with ABAP team in implementing SAP customized logic. Conducted integration testing. Performed and provided training on FI analysis and assembling of detail information from all document types (settlements, cross-company documents, and documents integrated through CO, MM, AM, PS, and PM). As SAP Security administrator, was responsible for set up and maintenance to >400 users’ profiles. Coordinated internal tasks during implementation and achieved critical objectives in concert with those performed by consulting teams. Supported all procurement and inventory processes. During two years of divestiture, was sole support to thirty-six accounting managers, procurement personnel, twenty-one operations managers, ten project managers, and upper level management. Developed courses/exercises and trained MM, FI, CO, PS, and AM. Post roll out support of FI (A/P, G/L), PS, and AM accounting processes.

Browning Ferris Industries, Inc., New Orleans

Manager of Financial Services, Operations

February 1995 – February 1999

Provided project management, support, and assistance to implementation consultants. Provided business requirements for waste industry company with heavy inter-company activity and extraordinary accounting and construction aspects (such as amortizing landfill airspace assets in AM module by utilizing rates derived from aerial flyover mapping data); Planned SAP profit center and partner associations for BFI’s inter-company revenue streams. Worked on master data projects: Material Master, Vendor Master, Equipment Master, and Cost Center hierarchy. Trained SAP and supervised A/P, A/R, P/R, G/L, Projects, and Credit /Collections departments in business center. Trained management on usage of FI and CO reports and review and release procedures in Workflow with Release Strategies. Reconciled legacy data to new SAP formatting in FI and AM. Supported maintenance and purchasing personnel with MM and PM processing. Liaison to ABAP programmers for further business requirement resolutions. Customized business processes and communicated internal process changes. Made large formal presentations on implementation inspired business process changes. Provided mentoring for change management issues and for apprehensive user communities. I left BFI for an opportunity to work on SAP implementation with Citizens Utilities.

Contours Unlimited, Inc., Thibodaux, La

Accountant

June 1992 – February 1995

Set up software, Construction Link for municipal projects of water, sewer, gas and road construction. Used critical path analysis for equipment and materials. Performed accounting close and post-project analysis.

Prince Service, Labadieville, LA

Accountant

March 1983 – May 1992

Managed family’s heavy equipment maintenance business while attending college.

Avondale Shipyards, Morgan City, LA (now Northrop Grumman)

Accountant

February 1981 – February 1983

Cost analysis for construction of offshore drilling structures.

Education: B.S. in Accounting, Nicholls State University, Thibodaux, LA

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