I am currently working with HP on the Saudi Airlines ERP/MRO Project located at Jeddah as Logistics Lead Consultant. We have recently implemented the first stage of this high profile project. This project required the migration of data from legacy systems that date back 25 years and involves 18 interfaces during the phased implementation. The second phase covering Maintenance, Repair & Overhaul of aircraft equipment will kick-off shortly once the system has been stabilized and is scheduled to be completed by the end of May 2009 .
I am an independent consultant with Project Management leadership skills and specialist configuration skills in the Sales Distribution and Material Management modules particularly around Supply Chain Management and Distribution. I have spent over 13 years practical experience working with the SAP R/3 product globally across many industries but mainly within the Downstream Oil and Mining industry. Prior business experience involved a career at Shell Australia that spanned almost 20 years in various roles as Accounting Manager, Project Manager and finally as part of two major projects implementing SAP.
MAJOR PROJECT EXPERIENCE
HP MIDDLE EAST; mySAP ECC Release 6.0 ERP project.
This engagement is for a role as Logistics Lead in Jeddah for an Airlines project. The project involves MRO, CRM and SRM functionally extensively across the full project life cycle starting from Blueprint. The solution is to deliver to aggressive timelines with a partial implementation of Finance and Purchasing to support Company Divestment plans and then complete the implementation in May 2009 with the major functionality around maintenance, repair and overhaul of aircraft equipment including service management.
TINTO IS-Mining; mySAP ECC Release 6.0 ERP project.
This project was to rollout a global IS-Mining solution for the Rio Tinto group. I was engaged as the Contact to Cash (SD) Lead Consultant representing the Iron Ore business in Western Australia. The role involved understanding the current Iron Ore legacy systems and interfaces across shipping and billing, designing solutions where there were gaps in the global design. This involved the normal design, configuration, data migration, and testing as well as implementation activities of Sales, Transport Distribution, Logistics Execution, and Formula & Averaging Pricing.
PetroChina (CN) IS-Oil mySAP ECC Release 6.0 ERP project
to design an IS-Oil solution for the PetroChina group. Working with IBM China consultants providing Oil Industry and SAP logistics expertise in the design of business process and functionality in both Sales & Distribution and Materials Management, this was a 4 month assignment. The major effort was in resolving Logistics design and configuration issues, in particular related to IS-Oil functionality and providing guidance on key logistics design options.
Fonterra (NZ) Global SCM Enterprise project
to extend their logistics model and deploy across the Fonterra dairy market place. Working in the Requisition-To-Pay I was responsible for analysis and design for local requirements at variance to the Fonterra NZ template based on a US model. This also meant configuration covering the MM Org Structure, Purchasing, Inventory Management, MRP, Transport Orders, Batch Management, Inbound/Outbound Deliveries, and Foreign Trade.
Shell (UK) Global Supply Chain Management project
to design, develop and implement a Supply Chain Management solution for the Oil Industry in conjunction with i2 Technologies. I was initially involved in designing various template documents needed to define the scope of the work for the project during the BPR phase. I completed the specification for an interface from SAP deliveries to the SCM Information Repository as part of the deployment for Oceania. The project was then abandoned! (i.e. poor choice of software vendors)
Telstra (an Australian Telecommunications enterprise): This was a major project to integrate Finance, Material Management and Project Systems through a Deloitte’s consulting consortium. My responsibility was for the blueprint design of Contract Management and related external service management processes with interface to Project System. We made considerable change to the processes within Telstra introducing a central time-sheeting online system and automatic settlement of contractors’ accounts, introducing more control over outgoings and improving efficiency in business practice.
Shell Australia SAP R3 Project
: This project set about replacing legacy mainframe financial, sales and stock systems over a 4-year period. It involved significant BPR to standardise process across the business and establish best practice within the Oil Industry. The methodology for this project was from PWC. My role was design, configuration, testing and deployment in the Material Management module with integration to PS, PM and of course FI.
The following is a brief summary of all the Projects I have been involved in as a Consultant:
Western Australia – Rio Tinto Jun 2006 - Sep 2007
As Contact to Cash (SD) Team Lead representing the Iron Ore business in Western Australia. The role involved understanding the current Iron Ore legacy systems and interfaces across shipping and billing, designing solutions where there were gaps in the global design. This required design, configuration data migration, testing and implementation activities. Some of key functional requirements centred around the use of Contracts, Formula & Averaging Pricing, Bulk Shipments, Shipment Cost Documents, Credit Management, Cycle Billing and the Foreign Trade Cockpit.
Qingdao, China – PetroChina Feb – May 2006
As IS-Oil Functional Consultant Expert to IBM Consultants during the blueprint phase designing a pilot solution for the Shandong Marketing Company as part of the PetroChina Group. This solution is to be used as a template for deployment in other provinces for PetroChina. The business in Shandong involved 16 subsidiary companies, several JV Depots and typically 40 to 50 company-owned Retail Service Stations for each subsidiary company. SAP functionality invoked involved Third Party Sales, Cross Company Sales, Customer Consignment and Cross Company Transfers.
Western Australia – Rio Tinto Sept 2005 - Feb 2006
As Project Manager for two mine expansions in the Pilbara region involving Hope Downs and Nammuldi plus Smelter Sales Project on a SAP 4.6C (Mining) platform. This required a number of skills and knowledge across a broad range of functionality including LSMW, Plant Maintenance, Purchasing, Controlling, Production Planning, Materials Management, Finance and Sales & Distribution. It also involved the management of resources both internal and external contracts from project initiation through solution blueprint to realisation and co-ordinating with other project teams. It was both hands-on in terms of Configuration and Data Loading as well as utilising Project Management skills and experience.
New Zealand – Fonterra Ltd Aug 2004 - July 2005
Engaged with Fonterra in New Zealand and involved in the deployment of the Global Supply Chain solution into the Latin American and European countries. Responsible for various Materials Management and Logistics Execution functionality that required re-design and configuration of the existing SCM model to local legislative or particular logistics requirements.
Working in the Requisition-To-Pay team I was responsible for analysis and design for local requirements at variance to the Fonterra NZ template based on a US model. Configuration covering the MM Org Structure, Purchasing, Inventory Management, MRP, Transport Orders and Batch Management, Inbound/Outbound Deliveries and Foreign Trade functionality. This was a 12-month assignment taking the local gap analysis in various countries, designing solutions within SAP to adapt the existing SCM model to local legislative or particular logistics requirements. This development involved testing Unicode translation for various languages; re-design of external forms with different language requirements, invoking additional SAP functionality such as sub-contracting and MRP Bills of Material multi-level planning and working with SRM. I also worked closely with the APO team with interface to DP providing independent requirements to LT Planning of MRP and operative MRP.
I then provided in-market support to the Quote-to-Cash and Requisition-to-Pay teams in Mexico City and Hamburg, completing this work in July 2005
Australia - Shell International Jan 2003 - May 2004
Engaged with Shell International in Australia and involved in the build phase of the Global Supply Chain solution. In particular the design of the SAP extractions of Deliveries and Good Issue data from SD for interface to the Information Repository data store and interface of these lifting’s to the i2 Technologies Demand Planner module.
With the demise of the i2 Technologies contract I designed an end-to-end solution for a local demand forecasting solution using an Oracle application.
London - Shell International Dec 2001- Dec 2002
Engaged with Shell International in London where I spent 12 months involved in the BPR stage of a global supply chain management initiative. This has required both business and IT skills to analyse the business requirements for an advanced planning, forecasting and scheduling tool within the Manufacturing, Supply & Distribution business unit. Particular responsibility was the design of the Customer Demand Forecasting module necessary for driving the supply chain. This has involved data modelling the business processes. The scope of the project requires considerable interface to legacy ERP systems including SAP, JDE and SUN systems to capture and aggregate daily actual volumes and stock levels. There are also interfaces to TAS systems such as TOPTECH, OMEGA. Functional Specifications are being developed for a number of subject-areas such as Primary Movements, Delivery Actuals, Stock Levels, Contracts, Allocations and Rationing Controls. I had particular responsibility for the functional design of the SAP interfaces to the Information Repository and Advanced Planning systems.
IBM France – RFP TotalFinaElf May 2001
Assisted a team of IS Oil experts at IBM France in Paris to put together a Request for Proposal for a major contract to converge the merged TotalFinaElf business systems on a proposed SAP R3 platform. With my considerable business skills in the Oil Industry and background in ISOil functionality, particularly Inventory Management and specifically SAP Silo Management and TD functionality, I was able to make a significant contribution to the proposal.
Telstra – Pilot/Integral Sept 99 – Nov 2001
Worked on the Telstra Integral project in Melbourne, a major project to integrate Finance, Materials Management and Projects systems across the organisation on a SAP R3 platform under release 4.6D. Responsibility for implementation of the External Service Management processes and integration with other SAP modules.
This involved in a PS blueprint design with particular responsibilities for Contract Management and External Service Management processes. This project incorporated the Investment Programs, Projects and outsourcing of Contract services across the Corporation. It required interfaces to earlier implementations of SAP FI and MM systems. The blueprint formed the basis for the business case to proceed into realisation. This phase finished at the end of December 1999 and a PILOT phase commenced immediately to test the design in a key business unit within Telstra. This PILOT included CATS interface, workflow and IAC interfaces from external service providers. It involved development of various CATT’s to facilitate the rapid data conversion of legacy data. It was developed on SAP R3 release 4.6B.
Solution 6 July-August 1999
Assignment in Sydney with Solution 6 to work on an ASP (Application Service Provider) project to deliver an accounting software service. Solution 6 was a leading player in the ASP market and was developing a template SAP web solution for medium to small businesses particularly in the accounting services industry. Neil worked on this SAP R3 (Release 4.5) template for approximately 5 weeks particularly in the functional areas of MM and SD.
Tomago Aluminium Co. June 1999
Engaged to work through Eagle People International P/L on a consolidation project with GESIX P/L at the Tomago Aluminium Company in Newcastle for approximately three weeks. This followed a PIR where a number of issues were identified requiring expertise, particularly in the area of MM and LIS reporting. These issues ranged from FI liquidity forecasting and bank account configuration, to MM integration issues with PM and LIS reporting requirements.
RMIT University August 1998 to May 1999
Work on the RAMA Project at the Royal Melbourne Institute of Technology. Using Accelerated SAP project management tools, I was involved in the Business Blueprint and Realisation phases of the project. I played a critical role on the FI/CO team, responsible for the design, configuration and testing of the MM Purchasing and FI Accounts Payable sub-modules within SAP R/3 version 4.0B, which went “go-live” in May 1999. These processes used Workflow tasks extensively, requiring both configuration and development skills and a sound understanding of HR personnel management.
Bridgestone Mar 1998
Work to resolve particular issues at Bridgestone during the 2nd phase of their implementation of the R/3 PP module. I was involved in correcting problems with data conversion of inventory balances.
Western Australia Police Service Feb 1998 to Mar 1998
Work with AST Consulting during the Conceptual Design phase of the Western Australia Police Service SAP R/3 project for implementation of FI, MM and HR modules. I was responsible for all Materials Management and Procurement areas within this part of the implementation.
Toyota Australia Nov 1997 to Dec 1997
Worked with AST Consulting during the Conceptual Design phase of Toyota’s upgrade from SAP R/2 to SAP R/3. I was responsible for all Materials Management and Procurement areas within this part of the implementation.
The following is a brief summary of the Roles performed as an employee of the Shell Company in Australia:
Shell Australia 1979 to 1998
CORE BPR Project 1993 to 1998
As Logistics Expert for Shell’s CORE Business Re-Redesign Project, I was heavily involved in the implementation of SAP R/3. Specifically, I was responsible for:
q Re-Design of Shell’s core business processes across the Shell Group within Australia, incorporating SAP R/3;
q The design and implementation of processes involved with purchasing, receipting and invoice verification within the MM module;
q The integration of these processes with other modules: FI, CO, PS and PM
q Acting as Shell’s representative to test IS Oil Enhancements in Waldorf, Germany (which included extensive training in the SD module).
q Integration of SAP SD and TD modules with Shell’s logistics systems.
Other Systems – Project Manager
q Project Manager of a Joint Venture TAS bulk vehicle loading facility with Partner interfaces.
q Project Manager of a TAS bulk vehicle automatic loading facility with interface into logistics control system.
q Project Manager of a Bulk Inventory Management control system with interface into financial management systems and excise duty compliance.
q User representative involved in the design, development and implementation of a major logistics/administration system over a four-year period.