Project / Program management for SAP projects.Specialized developments in SAP SD/MMBusiness support (transition, training, GAP definition...) for SAP projects

Responsible to assist the Customer Service department in the transition program to a new Global integrated SAP system with following assignements:Organize acceptance tests during the implementation waves. Perform specialized training sessions to clarify the new processes for key users and assist in defining the GAPs for the next waves.In addition I realized following improvements and took responsibilty for:Setup of the data-take-over processes and initial loading of the system for the first roll out.Redesign of the ATP configuration and alignment of the business processes between Customer Service, Planning and Logistics to improve the quality and reliability of the confirmation process.Setup a new delivery process to introduce automation, bring stability and support for international sea shipmentsAutomated transfers between the production and the distribution centersEnhancements in searches for customers, products, free stock ....Setup of reservation contracts to block batches & work stock for key usersSeveral improvements

Responsible to integrate organizations acquired by the M&A team into the 2 SAP systems of VWR. EMEA integrations supported by team in Leuven (Belgium) and integrations in the Americas supported by the team in Radnor (USA).Integrations executed according to strict implementation scenario: scope definition and setup of project team (IS and business)knowledge transfer and GAP definitionconfiguration and developments to close GAPsfull integration test of new environmentconvert master data, close old system, load open documents (sales, purchasing finance) and stock positionsverify conversion, go live, post go live support and transfer to operate and run organization

As IS Director NA ERP implementations, I lead the team to replace a suite of best of bread legacy systems. The business was not eager to lose the advantages of best of bread systems in favor of better streamlined processes based on a single more integrated system. With the team I was successful in getting the business key users involved in a pragmatic, interactive approach based on prototyping to setup a new environment, which was accepted by the business. Via configuration and development the capabilities of the SAP system were stretched to the limits to compete with the best of bread capabilities.The project was run with a lean internal team for a budget which was less than 50% of the cheapest offer by an implementation partner. Each of the 3 sales organizations was implemented following a big bang approach and they went live on the expected day without major issues. The implementation of the US sales organization with more than 1000 users, more than 30k orderliness distributed out of 6 major distribution centers was definitely the biggest start in the VWR organization and the defined KPI’s for the system were achieved during the first week of going live.

In 1999 I joined Merck Eurolab to create the IS support for a new European organization, which would group the distribution activities of Merck KgaA in 15 European countries. Via a central European BW system, my team provided data to analyze the master data synergies and the input to design a European distribution network. With the European business users my team configured an SAP system, which formed the base to support the European processes. By involving all major players the quality and acceptance of the new European system was very high. Based on this kernel the system was implemented in 7 waves into the 15 involved countries. Each implementation was executed on the planned target date and immediately delivered the expected results.The new European system landscape resulted in a 25% reduction of the IS operating costs. The system also formed the base to support European processes resulting in logistic synergy with lower costs, higher service levels and a broader service offer for the customer. These business synergies in the involved countries were realized during the implementations or during the first months after the implementation.After the full roll out was completed, my team upgraded the heavily customized system from SAP version 4.6C to ECC 6.0. This transformation was executed in 3 months. After this upgrade the system was used to integrate on average 3 new organizations a year. These successful integrations of merger and acquisitions increased the market penetration and improved further the profitability by realizing synergies and use the additional scale value. In 2009 the system was used to create a new system environment to support the operations of the organizations in the Americas.