PROJECTS:SD&MM Process Owner / Smart Güneş Teknolojileri (March 2023 - Current)

I was recruited to manage the project of carve out from Yıldız Holding and merge other subsidiaries on a single operational SAP environment. The vision of success was to establish a corporate e-regulation platform on a standalone SAP carved out system.Reported to the CFO with a team of 3 direct reports and led 6 IT infrastructure professionals during the carve out process with 12M TL budget.* The initial phase of the project was to handover frozen plant to Yıldız Holding with a running SAP system by carving out DFU database from commonly used SAP system by copying database on a clone server and then removing unrelated data with all external system integrations running successfully.* Finally SAP systems of the two subsidiaries merged on the main system to provide a unique business management system which resulted a clear visibility on the group profitability.Once the system is centralized, the following enhancements are developed to tighten system strength, reliability and control:• Developed a secure cash collection system by replacing cash collection done on site by placier by a system of electronic collection via credit card which resulted as a 8% growth on collection and 20% decrease on the money lost due to leaving placiers.• Implemented a new solution on SAP for quality inspection system which was managed on excel tables that was transitioned to an automated reporting by designing new screens where master data extracted from running production system resulting in a reliable quality inspection.• Integrated an online order system on SAP to remove extra workload from sales support teams to transform manual operations into an automated process through webservices to achieve a live data as an input for production and logistics planning. • Ensured data security of the main business management tool of the company by establishing a disaster database which replicates the system instantaneously resulting in the assurance of business continuity.

I was promoted to manage business applications used in the company. The vision of the success was to provide an up-to-date system and make it compliant with group rules local legal requirements as well as add new functionalities.The strategy was achieved 3 major stages:* To provide an up-to-date system:Transformed an out of support version of SAP to the latest version by managing operations of several multinational stakeholders in order to have an up and live ERP system where all business flows were automated.* Comply to group standards and local legal requirementsFulfilled the legal requirement of "e-fatura" and developed a project to incorporate SAP system with the Ministry of Finance by using the interface of legal integrator and using web services to send customer invoices electronically stamped which resulted in the reduction of warehouse cost and related stationary costs of 40.000 Euro annually.* Developing & designing new functionalities in the system• Designed and developed a project for warehouse automation and management to reduce the cost of wrong and manual transactions in the warehouse where previously managed by excel culture through developing a code for categorization of shelves and materials resulting a in the cost of operation by 5% decrease as well as managed dead stock for cash improvement.• Developed a project to have an online data flow between SAP and fuel trucks by using two way web services which transfers customer and price data from SAP to truck and the sales quantity data from truck to SAP which resulted in a real time end-to-end account management and invoice processing.• Carved out fuel business from Total's global SAP system to handover to Demiroren by getting a client copy of the live system and eliminating Total data to provide fresh business data for Demiroren group and integrated with their IT systems whilst managed total project budget of 300.000 Eur and finalized the project in 6 months.

I was promoted to support Total SAP and integrated systems. The vision of success was to help Elf staff to be in line with the new system constraints and carry the system to upper levels.• Implemented the first LPG bottle sales and follow-up business in Total group SAP system by developing new templates to provide data integrity and parallel processing of sales and stock information which carried Totalgaz to a new era of technology and resulted as a reduction on reporting duration.• Updated system structure to accompany legal inflation accounting rules by modifying master data structure and calculation steps.• Managed local currency valuation project to remove extra zeros from Turkish lira in order to align legal and market rules by transforming all value based data to new currency by the help of SAP customizing capabilities.• Transformed an out of support version of SAP to the latest version by managing operations of several multinational stakeholders in order to have an up and live ERP system which resulted as a technically up-to-date system for the company where all business flows are automated.• Led reorganization of SAP user authorizations project to remove conflicts on users which makes SAP data eligible to fraud by creating a compliance matrix and advising company for the required re-organizing, as a result user authorization reached to high compliance to SOX rules.

• Implemented a new ERP program for lodging industry to provide a locally managed accounting system• Extended ERP programs capability by adding new calculation rules which resulted a globally IFRS compliance of the affiliate.