Andrew Moore Email & Phone Number

Durban

Architect for global material master data projectDesigned and implemented regional master data workflow, which was then extended into a global master data management solution for Unilever’s SAP ECC systems. This solution is successfully deployed across Unilever worldwide. It tailor makes material masters to four dissimilar SAP ECC systems and is integrated with R&D's global PLM specification system. Effectively the global material master data domain SAP BPM system acts as the glue system linking PLM specification to ECC materials in a bidirectional flow of data.Currently a key contributor and influencer in the second-generation process for material and related master data domain. Is a trusted internal consultant which includes contributing as an SME, gathering and translation to functional and technical solution. As the architect is responsible for migration and integration across multiple systems and technology including platforms such as PEGA, MuleSoft, SAP PLM, PO, ECC, APO, BW and multiple ECC systems. Works closely with teams and on a one to one basis, including the business, developers, stakeholders and other contributors using his multiple skills to structure a logical solution through to providing guidance and detailed technical design inputs to the IT team, while exposing risks and aligning understanding of the solution across teams.

Durban

Andrew has moved to the role of a global Solution architect in the Global Master data management space. In this project the previous regional solution is being used as the base for a global solution.Andrew has since joining the project been working with the business design team to translate their requirements into a form suitable for the 3rd party development team. He has played a significant role both the workflow design and reporting. The team are particularly pleased with the design work done in creating a practical solution for the collaborative project definition phase, in which multiple countries are able to collaborate in the launch of new products. This project definition component allows for a package of materials needed for finished products launch to be defined, both quickly and reliably by the participating teams.In reporting, Andrew is working to better align the functional report requirements, with the strengths of SAP BW

Durban

The solution is live for eleven countries. While the journey to the go live was made extremely difficult by many SAP BPM and MDM issues that have been progressively eliminated by patches or workaround rework of the solution. The system is stable and has demonstrated that a comprehensive workflow ensures on time and correct master data.The team had focused on scalebility and demonstrated capacity for a global roll out.Andrews role was regional solution design but with an implementation focus. During initial solution delivery where Andrew was fully responsible for all aspects of solution design and requirement definition. The solution is characterized by the management of the full set of materials needed to support the launch of new finished goods, across multiple operating companies. As such it reduces the lead time to complete the project of materials to days. this will be achieved by automated orchestration and parallel task execution. This is made possible by the innovative use of BPMN and the rules engine to issue the right task, to the right person, at a time when the prerequisites for the task are complete.Initially Andrew was responsible for solution design, but in addition he covered requirements gathering, preparing training material, facilitation of integration with the ERP system. In this he worked extensively with both the 3rd party developer as well as the business.Subsequently, and as the project matured Andrews role changed with the hand over of requirements gathering to one of the process analysts. Andrew continued to play a pivotal role in the follow on releases, but increasingly as the solution architect and focused on IT delivery of these releases.During the last year in this position Andrew has worked extensively with the 3rd party development team focusing on improved delivery through establishing clearer ways of working and entrenching a significantly more effective test methodology.

South Africa

Andrew performed the role of senior business analyst (Infrastructure) on the South African implementation of Regional (Asia, Middle East and Africa Regional) system. As such, Andrew was involved such activities as:1. The determination of network requirements and upgrades2. Identification of the interfaces to be migrated, documenting the requirements and acting as the key contact for interface build.3. Rolling out the correct GUI version.4. Load testing lead.5. Other activities to numerous to documentIn addition:1. Andrew architected and built an in-house extract and transform tool that was fundamental in ensuring that master data from the three legacy R/3 systems was manipulated into the correct form for loading into the ECC’06 regional system.2. He provided direct support to the local master data team who entered the project with little knowledge and understanding of the requirements of master data loads.

As SAP Technical Architecture team lead Andrew has been responsible for application aspects basis operations and projects. A team of software engineers is responsible for the hardware, OS, database and SAP software installations. Andrew and his team are responsible for coordinating between this team and the Business systems teams to ensure smooth implementation and problem resolution. During this time the architecture team has been involved in numerous implementations which included SAP SCM/APO, SEM, Solution manager, Virsa Firefighter, Virsa Compliance calibrator. and Solution manager.Numerous SAP related upgrades and migrations were completed including SAP R/3, SCM, BW systems. Roles and responsibilities include.1. Provides guidance and problem resolution on a diverse portfolio of operational issues, effectively forming the last point of internal support before calls are escalated to SAP and hardware vendors. 2. Managing authorization access manager for SAP basis.3. Application performance, optimization, incident, issue and planned outage management. In this regard he provides guidance and problem resolution on a diverse portfolio of operational issues, effectively forming the last point of internal support before calls are escalated to SAP and hardware vendors. 4. Remediation of operational controls under Operational controls assessment and Sarbanes-Oxley.5. Technical supporting the mass of initiatives delivered by the Business systems department.6. SAP version management.7. Technical change control such as development standards, upgrade methodology etc.8. Interface design

This role involved delivery of a number of projects that includeswere projects included• Segregation of duty cleanups.• Evaluation of group project software.• Guiding the restructuring of authorizations to better sustainability and risk management.• Ongoing support of SAP BW, as well as three other SAP R/3 production systems.• Sap Server hardware rationalization.• Motivation for and rollout of SAP Installation manager.• Upgrades from 4.5b to 4.7, which were technically completd and abandoned due to business concerns about their current knowledge and capacity to deal with an upgrade

As technology and integration team lead, responsibilities were those of integration manager and included:• Change control.• Ensuring that the Global Infrastructure Organization (a division of Unilever) put in place the necessary components of infrastructure needed to support the project. This included network links, software upgrades, server upgrades etc.• Ensuring that SAP Basis issues were resolve in a timely manner.• Stress testing of the new servers.• Integration testing.• Resolving SAP Basis issues associated with the implementation of SAP Business Warehouse and associated GUI and Cytrix server rollout• Authorization and access control.

This included migration of the system from HP equipment to Compaq Alpha hardware. The upgrade and migration was completed successfully in December 2000. Responsibilities included technical issue resolution, stress testing, systems change management, development team management, dress rehearsal co-ordination, authorizations and management of other technical issues. At the time of this move Andrew effectively became primary contact person for dealing with issues in the area of operations between Business systems and the basis and infrastructure teams.

1996-1999 – Unilever (Unifoods) – Team lead plant maintenance Employed by Unilever to fill the role of IT Team leader in the implementation of the SAP Plant Maintenance module for Unifoods. This was completed by a core project team of two people in under a year across four sites.Andrew was involved in all aspects of the implementation but played lead roles in data take-on and planned maintenance. Project was delivered on time and 40% under budget. During this period Andrew moved back from Durban, after having lived in Johannesburg for two and a half years.Andrew provided support for the plant maintenance module in this role for three years. During this time he also took on the role of Production planning team leader. Other responsibilities included the resolution of response time and system performance issues as part of an ad-hoc team of individuals with appropriate technical skills.

General IT consulting for a period of about 18 months in Durban.• Scoping and documenting systems requirements.• Factory simulation for Huletts Refinery to explore and schedule production based on the capacity of production plants• Selection of replacement hardware and software for clients.• The implementation of computer systems is previously disadvantaged municipalities.This was followed by a year of SAP consulting at Spoornet in Johannesburg for the SPACE project. The project delivered activity based costing to Spoornet on an SAP R/3 system. As such it activity based costing with a significant amount of interfacing from a variety of systems. During this project I was the technical lead for the interfacing, which collected data from numerous feeder systems. An innovative rules based approach, together with early adoption of 64 bit SAP with Oracle and custom parallel processing dramatically reduced processing time and cost of hardware.

Andrew was involved in a number of Oracle development projects, which included• Three projects for GKN Chep. This included design and build activities.• Sappi, supporting and assisting development teams with resolving performance issues.• The Building Industry Federation of South Africa. During this project Andrew used the Oracle CASE tool. He was responsible for all development and technical design. In addition he took responsibility for the role of database administrator. This system was unusual in the compounded interest implementation, which allowed corrections and adjustments to be calculated retrospectively at any time.• New Republic Bank migration of banking applications from RPG to Oracle. This was an eighteen month project in which Andrew performed the roles of o Database architecto Enhancements to Oracle forms to create standard controls, such as before and after change imaging, and thereby ensure that developers adhered to stringent policies required in the banking industry.o Developer of the General ledger, Automatic Clearing Bureau Funds transfer and validation routines.o Application performance tuner• COSATU. Evaluation and assistance in rescuing a failing Oracle development project for union membership management.

Bcomm (Hons), Information Technology Management

B.Comm (Business Data Processing)