|
|
Customer
|
Textron Defense Systems, Boston
|
|
Duration
|
11/2008 to today)
|
|
Industry
|
Aerospace & Defense
|
|
Project Description
|
Upgrade R/3 4.6c to ECC 6.0
|
|
Role
|
Supply Chain Manager for all Logistics Modules of SAP
|
|
Responsibilities/
Deliverables
|
– Analyse of transaction activities within the last 2 years. Creation of priotization scheme and responsibility matrics for SAP support analysts.
– Review the SAP footprint in the company and analyse that the scope of testing does cover the scope of functionality that is executed with SAP systems or SAP interfaes.
– Definition of test sets, tests and steps with the help of Test Director 8.0 and loading of testing for the technical upgrade.
– Research of transaction add-ons, user exists and Badis to warrant appropiate testing for enhancements.
– Record and track significant transacation and screen differences including enhancements that need to be integrated in the new release.
– Identify new test scenarios depending from functionality changes after go-live. Cooperatively constructured with the support team and core members the updated testing scenarios. Defined the testing sequence set the ready for integration testing.
– Facilitated testing and support with the SAP analyst and functional teams. Analyse issues and rsearch for existing and possible upcoming problems. Deliver solutions in form of support messages application or proposal of newer functionality alternatives.
– Design testing readiness and testing execution metrics. Report on readiness and completion status on over 6000 transaction tests.
|
|
|
|
Customer
|
Freeport McMoran Cupper & Gold, Phoenix
|
|
Duration
|
11/2007 to 10/2008
|
|
Industry
|
Mining
|
|
Project Description
|
R/3 ECC 6.0 Proof of Concept Mining BBP
|
|
Role
|
Supply Chain Principle for “Production Planning” & “Material Management” and postproduction optimization - Design of proof of concept according to mining best business practice.
|
|
Responsibilities/
Deliverables
|
– Design of a proof of concept for Supply Chain and Quality Management in the ‘Mining Industry’ which lead to the project approval and start of the requirements phase.
– Managed post production optizimization in Supply Chain.
– Implemented Solution Manager 7.0 with document management for configuration documentation. Implemented serivice desk and change request management integrated in the system landscape. Designed and configured application with SAP basis components.
– Design, customzing and implementation of the business processes for subcontracting manufacturing without having purchasing activated in ECC.
– Facilitated post go-live improvements for materials requirements, long –term planning and coverage profile methods to control the material supply within an material batch management.
– Implemented material management with metal accounting principles and valuation of several precious ingredients.
– Corrected many supply chain issues in standard ECC 6.0 that the previous implementation partner could not accomplish in the 2 years prior.
|
|
|
|
Customer
|
Honeywell Aerospace, Tempe
|
|
Duration
|
26 month (09/2003 to 10/2007)
|
|
Industry
|
Aerospace & Defense
|
|
Project Description
|
R/3 4.7 Global Implementation – Project Rollout
|
|
Role
|
Integration Manager Global Center of Excellence
|
|
Responsibilities/
Deliverables
|
– Responsible as Integration Manger for change management control. Constructed with the method of Solution Manager 4.0 the global design model of all business processes in scope of the implementation template.
– Developed and implemented a testing concept in all possible variants starting from modular to stress and regression testing, by accomplishing all requirements for Sarbanes-Oxley using Mercury Quality Center.
– Developed and signed for a complete authorization concept according to business requirements for aggregation of duties and passed 2 full reviews from known audit companies.
– Designed and executed with Six Sigma Plus a concept for a permanent application SAP R/3 hot packages.
– Development of concept and responsible coordinated system or client creation and copy schedule.
– Significant participated in the design and realization of an SAP enhancement process to control add-on code carried into SAP. Reviewed and approved all R/3 program enhancements or extensions as well as cross design concepts and approval for serialization, batch usage, ATP, material master concept, planning strategies, material valuation and stock display. (Details listed next page)
– Customized archiving for various documents and archive links for a connection to Documentum
Go-live accomplishments
– 09/01/2007 Engines Components Production, Greer, NC
– 07/06/2007 D&S Albuquerque, Teterboro, Service Center Phoenix
– 07/06/2007 Customer Service, Loyang and Shanghai, China
– 04/03/2007 Mechanical Engine Components, Singapore
– 04/01/2007 Maintal Honeywell Regelsysteme Germany
– 11/31/2006 HCMO Chihuahua MX
– 07/01/2006 Basingstoke/Toulouse Repair & Overhaul
– 11/31/2005 Aircraft Landing System, Subic Bay, Philippines
– 10/30/2005 Aircraft Landing System, Felltham, GB
– 10/05/2005 Engine, Systems & Accessories
– 10/02/2005 Customer Service Exchange and Rental Business
– 07/31/2005 Customer Service Repair and Overhaul
– 05/01/2005 Aircraft Landing systems Repair & Overhaul
– 04/10/2005 Defense Space Electronics Systems
– 01/30/2005 Global Material Services
– 08/01/2004 Aircraft Landing Systems OEM
– 07/05/2004 Military Repair & Overhaul Center
– 11/23/2003 Global Shared Services & Honeywell Aerospace Trading
|
|
– SAP A&D add-ons and extension implementation
|
– 18plus digits material and local part number functionality with cage code integration.
– UID (universal ID) enhancement according to US government requirements
– Government property management with project, customer, and sales order and plant categories to support Government furnished Materials and government furnished projects.
– Split valuation management with various stock and valuation categories like new, refurbished, overhauled, inspected, inspectable to reflect correct stock and movement values for materials.
– Custom serialization according the intelligent numbering pattern.
– Automatic generation of WBS elements assignments to grouping WBS.
– Enhanced GPD functionality with field extension, validation, break point maintenance, exceptions by product line, fixing rule, pegging preprocessor and scrap report.
– Physical inventory method enhancement with stock reporting of serialized and non-serialized parts in all stock categories.
– Establishing and extending the manufacturing workbench as PDC interface from a shop floor managing system to SAP PP shop floor control by extending standard delivered IDOCs.
– Involved in resource related billing enhancements to guarantee invoicing according to government guidelines.
– Functional enhancements of the contract flow down database for information pushdown to sales order, delivery, project, network and purchase / production order in consideration of government priorities.
– Integration of UID and RF ID in business processes and technical data in the SAP Core system with registration process to the government registry.
– Quality and purchasing integration for manufacturer part numbers.
– Reengineering of 8130 creations in manufacturing and aftermarket according to FAA guidelines to accommodate reprinting, recording and archiving of 8130 quality certificates.
– Activation and configuration of material determination and supersession functionality in supply chain master data with integration to EDI confirmation to customer.
– Developing SAP console WM processes for warehouse activities with RC reader.
– Functional design automated production order splitting processes in consideration of carrying cost and WBS to the new order.
– Designed and tested automated calculation of total replenishment lead-time throughout the levels in the BOM with updated of the material master records.
|
|
|
|
Customer
|
Honeywell Aerospace, Phoenix
|
|
Duration
|
8 month (01/2003 to 08/2003)
|
|
Industry
|
Aerospace & Defense
|
|
Project Description
|
R/3 4.7 Global Blueprint
|
|
Role
|
Global Consulting Lead for “Requirements to Product” & “Idea to Capable Product”
|
|
Responsibilities/
Deliverables
|
– Design the global blueprint for one instance of SAP R/3 4.71 IS ‘Discrete Industry’ of a aerospace and defense company.
– Managed the manufacturing and engineering team in supply chain planning and discrete manufacturing applications.
– Conducted project blueprint with the method of Value SAP and Solution Manager 3.1, E-project web tools and Six Sigma Plus.
– Defined the scope included flexible SOP with mainly make-to-stock and project management planning strategies plus added discrete industry components,
– Facilitated design for materials requirements, long –term planning and KANBAN methods to control the material flow with an integrated warehouse management system.
– Implemented engineering change and document management with digital signature to support the electronic change control of BOM's, routings and work instructions
– Constructed the customer Global design mocdule with SAP Solution manager and Value SAP.
|
|
|
|
Customer
|
British American Tobacco / Brown & Williamson
|
|
Duration
|
19 month (06/2001 to 01/2003)
|
|
Industry
|
Tobacco Products, Consumer Market Industry
|
|
Project Description
|
Full US & Asia Pacific SAP R/3 4.6c Implementation Project Preparation until Go-live Support
|
|
Role
|
Production Planning & Engineering Team Lead
|
|
Responsibilities/
Deliverables
|
– Managed the supply chain team for a global manufacturer of tobacco products in United States, Japan and South Korea.
– Led the production planning team and controlled the manufacturing facility. Essential task was process integration of logistics execution modules and product cost controlling.
– Project was executed with the Value SAP and various project accelerating tools.
– Configured flexible SOP with integration to CO-PA and rough-cut planning, production line design in repetitive manufacturing with scheduling optimization, distribution and material requirements planning interfaced with Manugistics for over 40 distribution centers and plants.
– Developed an efficient material flow with handling unit management.
– Established pull list functionality at the production supplies areas.
– Constructed Classification and batch management for the tobacco industry.
– Established electronic engineering change management to control FDA regulated change control of recipes in tobacco consumer products.
|
|
|
|
Customer
|
Kimberly Clark Cooperation
|
|
Duration
|
11 month (06/2000 to 07/2001)
|
|
Industry
|
Hygienic Products Manufacturer, Consumer Industry
|
|
Project Description
|
Global Blueprint SAP R/3 4.6b with Central America Rollout
|
|
Role
|
Team Lead “Forecast to Stock “
|
|
Responsibilities/
Deliverables
|
– Managed the “Forecast to Stock” team in supply chain planning and repetitive manufacturing applications.
– Conducted project with the method of Value SAP and other accelerating tools.
– Implemented full scope manufacturing and planning scope included comprehensive flexible SOP with make-to-stock strategies, integrated production line planning in repetitive manufacturing,
– Facilitated materials requirements planning to control the material flow with handling unit management, and pull list supply at the repetitive production line.
– Engineering change control was implemented to support the electronic change control of BOM's and rate routings.
– Planned roll out for 18 countries in over 50 locations, starting with Central America.
|
|
|
–
|
|
Customer
|
General Engines Product
|
|
Duration
|
6 Month (10/1999 to 04/2000)
|
|
Industry
|
Automotive Supplier, Automotive Industry
|
|
Project Description
|
Green Plant Implementation of R/3 4.0b
|
|
Role
|
Team lead for Manufacturing Planning and Purchasing
|
|
Responsibilities/
Deliverables
|
– Implemented supply chain planning and repetitive manufacturing in a “Green Location” scenario. Project was equipped with velocity implementation tools of SAP and KPMG.
– Introduced simplified demand management with repetitive lean manufacturing,
– Integrated production line planning with customer delivery plans, facilitating materials requirements planning to control lean warehouse managed material flow.
– Establishing on time direct components supply at the repetitive production line.
– Implemented supply chain management solution included a purchasing e-solution, using EDI functionality to exchange delivery data with vendors and customers.
|
|
|
–
|
|
Customer
|
AM General
|
|
Duration
|
8 month (03/1999 to 10/1999)
|
|
Industry
|
Manufacturer of the “Hummer”, Defense Industry
|
|
Project Description
|
Implementation of SAP R/3 4.0b Realization to Go-live support
|
|
Role
|
Team Lead Production Planning and Engineering
|
|
Responsibilities/
Deliverables
|
– Advised in the aerospace and defense industry solution module the manufacturing and engineering team-leader of production planning and execution teams for an extreme sport cars and military vehicles manufacturer.
– Implemented manufacturing processes using SAP Variant Configuration, the result of which was that the entire manufacturing process was determined by customer-defined characteristics entered in the sales order.
– Realized PP scope included demand management with characteristics planning, master production scheduling, dynamic availability checks for integrated warehouse managed components
– Designed service parts planning, optimizing materials requirements planning to reduce stock level.
– Establishing on-time direct components supply at the point of use.
– Instigated scope that included production line confirmation at reporting points with in-process quality inspection checks.
– Developed electronic engineering change management from the development phase to release of production line manufacturing.
– Applied document management to support the handling of drawings and government documentation.
|
|
|
|
Customer
|
GE Fanuc
|
|
Duration
|
15 month12/1997 to 02/1999
|
|
Industry
|
Semi conductor Industry, Circuit boards & Control Systems
|
|
Project Description
|
Phase 2 implementation of SAP R/3 3.1g Manufacturing, Engineering, Warehouse Management, QM and Product Costing
|
|
Role
|
Team Lead of Manufacturing and Engineering
|
|
Responsibilities/
Deliverables
|
– Managed a production planning and execution team of 10 people for an electronic circuit board and CNC control system manufacturer.
– Implemented PP scope that included SOP, demand management, planning strategies, dynamic availability checks, MRP, KANBAN, just-in-time, and
– Realized production order confirmation systems with bar-coding functions, and electronic engineering change management with automated tracking.
|
|
|
|
Customer
|
Pirelli Cable
|
|
Duration
|
2 weeks (11-12/1997)
|
|
Industry
|
Discrete Manufacturing Industry, Cable Production
|
|
Project Description
|
Project Core team training SAP R/3 3.1
|
|
Role
|
Train the trainer for Planning and Manufacturing
|
|
Responsibilities/
Deliverables
|
– Prepared and executed core project team training.
– Full scope training starting with Sales Operation Planning until Supply to Stock.
– Conducted on SAP IDES with adjustment to customer requirements
|
|
|
|
Customer
|
Rexroth Indramat
|
|
Duration
|
11 month (01/1997 to 11/1997)
|
|
Industry
|
Electronic Equipment Manufacturer. Electric / Electronic Industry
|
|
Project Description
|
R/3 3.0c Project Rollout
|
|
Role
|
Planning and Manufacturing Team lead
|
|
Responsibilities/
Deliverables
|
– Implemented the production-planning module of an industrial electronic equipment manufacturer by aligning and reengineering the business processes.
– Scoped the structure for sales operations planning,
– Apply demand management with various planning strategies
– Develop planning strategies with dynamic availability check, and optimize materials requirements planning.
– Implemented the central logistics function of variant configuration across 3 modules of SAP: sales and distribution, materials management, and production planning, to manufacture electronic cables.
– Analyzed classifying and characterizing the products to identify implications in the manufacturing process,
– Defining variant tables and developing dependencies of the manufactured products.
|
|
|
|
Customer
|
Rexroth (today Bosch)
|
|
Duration
|
9 month (04/1996 to 12/1996)
|
|
Industry
|
Mechanical & Electronic Industry, Equipment Manufacturer
|
|
Project Description
|
North America Project preparation and blueprint R/3 3.0b
|
|
Role
|
Planning and Manufacturing Team lead
|
|
Responsibilities/
Deliverables
|
– Managed the production planning team to design and prototype the business processes of a multi-divisional industrial equipment manufacturer.
– Implemented common, reengineered processes for six divisions, using SAP R/3 3.0 production planning functionality in the areas of sales operation planning, demand management, planning strategies, materials requirements planning, capacity planning and finite scheduling.
|
|
|
|
Customer
|
AKZO Nobel
|
|
Duration
|
18 month (06/1994 to 12/1995)
|
|
Industry
|
Chemical Industry, Industrial Coatings Producer
|
|
Project Description
|
R/2 4.3 Implementation of RM PPS – Project Start through go-live and support
|
|
Role
|
Responsible Project Manger for the additional module RM-PPS
|
|
Responsibilities/
Deliverables
|
– Implementation of SAP/R2 RM and PPS,
– Integrated additional module to the other SAP modules RV, RK an RF with any enhancement or modification
– Development procedures to bring up material structures, routings, and bills of materials from an old System IBM/36 to SAP.
– Conversion complicated routing processes in the SAP- PPS Systems.
– Modeling the complicated structure of a chemical production facility in the SAP PPS System.
|
Rolf Lohr, Managing Partner, Rolf has over 26 years of industry experience in all logistic enterprise components including over 21 years of experience with SAP Supply Chain Modules (SD, MM, PP) and cross application components. 
Chairman and Founder of the SAP A&D Professionals Group.
