TM Berhad (Telekom Malaysia Berhad) (Malaysia) (June 2005 to Present) (Industry: Telco)

Project Manager for the client’s Group-Wide Enterprise Resource Management System (GEMS) covering 13 operating companies across the TM Group (ECC 5.0). Responsibilities include managing overall project timeline, resources and deliverables. The project is currently staffed by approximately 170 resources comprising of about 90 consultants and 80 team members from TM.

Project scope covers Financials/Cost Controlling, Supply Chain Management, Enterprise Asset Management, Human Capital Management, Strategic Enterprise Management, Business Information Warehouse, Data Archiving, EAI, Employee Self Service (ESS) and Enterprise Portal (EP).

Phase 1 of the project comprising 7 operating companies has successfully gone live on 1 Jan 2007. Phase 2 is currently in progress with a Go Live target date of 1 July 2007.

World Fish Center, Malaysia (Feb 2005 to May 2005) (Industry: Public Sector)

Project Systems consultant assisting the client in implementing PS to manage projects in the organization (ECC 5.0). The client is a Non-Governmental Organization focusing on R&D of aquaculture and fisheries resources with its Headquarters in Penang, Malaysia and regional centers in Eqypt and Bangladesh.

Project Systems will be utilized by World Fish to track and monitor project funding, time tracking of activities carried out in projects as well as reporting of project status and progress to its Donors from whom funding is acquired.

Mieco Chipboard Bhd, Malaysia (Nov 2004 to Mar 2005) (Industry: Manufacturing)

Project Manager for the client's current operations transfer project, carried out to move all SAP operations from the existing legal entity to a new manufacturing entity. The existing organisation (Mieco Chipboard) will be transformed into an Holdings/Investment company.

Scope of work covers all SAP modules implemented in the existing operations, i.e., SD, MM, PP, FI and CO. Directly responsible for configuration and testing of the client’s Profitability Analysis (COPA) as well as Product Costing (CO-PC) modules during the operations transfer activity.

Dynacraft Industries, Malaysia (Nov 2004) (Industry: Hitech)

FICO Team Lead in a fit-gap analysis study to determine suitability of SAP in meeting the customer's business requirements. Scope of work includes analysis of Cost Center Accounting (CO-CCA), Profit Center Accounting (CO-PCA), Investment Management (IM), Product Costing (CO-PC), and Profitability Analsyis (CO-PA) requirements of the customer. As part of the project deliverable, a costing model was also proposed, in order for the customer to gain an initial understanding of SAP's costing process.

Project Systems Partner Academy, Hong Kong (Sep 2004 to Oct2004)

Conducted a Partner Academy training (Project Systems) for China Light & Power on the behalf of SAP Hong Kong.

Fraser & Neave (F&N) Malaysia (Jul 2003 to Aug 2004) (Industry: Consumer Products)

FICO Team Lead for the client’s SAP implementation (Enterprise Transformation Project). Phase 1 of the implementation covers 7 companies of the Dairies and Beverage groups within F&N. Modules implemented include FI, CO, MM, SD and IS-Beverage, utilized to meet requirements of the Beverage Group, who are bottlers of Coca Cola in Malaysia.

Tenaga Nasional Berhad (TNB), Malaysia (Jan to Mar 2003) (Industry: Utilities)

Conducted a quality assurance audit for the client. Review covered Project Systems (PS), Investment Management (IM) and Funds Management (FM) modules.

Permodalan Nasional Berhad, Malaysia (Apr 2001 to Nov 2001) (Industry: Public Sector)

Project Manager for the client’s mySAP.com implementation (R3 Ver 4.6C). Project scope covers Logistics, Financials/Controlling and mySAP Workplace. Responsibilities include managing the overall project team, plans/activities, Milestones as well as monitoring of deliverables and budgets.

A 4-month fast track implementation of Materials Management (MM) was also implemented on schedule to cater for the client’s immediate procurement/inventory management requirements. The client was one of the last two SAP R/2 customers in Malaysia.

Petronas Gas Berhad (PGB), Malaysia (Feb 2001 to Apr 2001) (Industry: Oil & Gas)

Assisted the client in implementation of business areas catering to cater for the organization’s reporting requirements. Responsibilities include defining conversion activities as well as cut over strategies with the objective of incorporating business areas into PGB’s reporting requirements. Responsible for quality assurance of end-user test scenarios and providing support to the project team on cut over/conversion activities in the production system.

Federal Land Development Authority, Malaysia (Dec 2000 to Oct 2001) (Industry: Public Sector)

Project Manager/Advisor for the customer’s mySAP.com implementation (Ver 4.6C). Responsibilities include providing input on issue resolution as well as quality assurance on project deliverables to the client.

Project scope covers R/3 Logistics, Human Resources, Financials/Controlling as well as Business Information Warehouse (BW), Knowledge Management (KW), Electronic Business Procurement (EBP) and mySAP Workplace.

Petronas Dagangan Berhad (PDB), Malaysia (Jul 2000 to Dec 2000) (Industry: Oil & Gas)

Functional Consultant involved in the Profitability Analysis (CO-PA) (Ver 4.6B) implementation for the client, who is the national oil producer in Malaysia. Scope of work covers user requirement definition, system configuration, testing, data conversion, and end user training.

Genting Sanyen Industrial Paper (GSIP), Malaysia (Jul 2000 to Dec 2000) (Industry: Manufacturing)

Product Costing Team Leader for the client’s R/3 implementation (Ver 4.6B) covering FI, CO, MM, SD, and PP. The client’s primary activities are in paper packaging for both upstream as well as downstream activities. Specific tasks performed include business requirement specification, configuration, integration testing as well as cut over planning for Go-Live.

Banco Austral, Mozambique (Dec 1999 to May 2000) (Industry: Banking)

Project Manager for the client's R/3 implementation (Ver 4.5B) covering Financials and Controlling. This client is a subsidiary of Southern Bank Berhad (SBB) with its HQ in Maputo, Mozambique. Responsible for the overall management of the project team, project plan/activities, project milestones, monitoring of deliverables and budgets.

O’Connors Engineering, Malaysia (Apr 1999 to Oct 1999) (Industry: Engineering & Construction)

Project Systems (PS) Team Leader for the customer’s R/3 (Ver 4.0B) implementation covering FI, CO, MM, SD and PS. Specific tasks performed include monitoring of the project activities, milestones, project deliverables, budgets as well as product consulting. Project was implemented utilizing SAP’s AccelaratedSAP (ASAP) implementation methodology.

British American Tobacco, Malaysia (Jun 1998 to Apr 1999) (Industry: Consumer Products)

Financials/Controlling (FI/CO) Team Leader for the client’s R/3 implementation. (Ver3.1H). Full scale implementation covering FI, CO, Materials Management (MM), Sales & Distribution (SD) and Production Planning (PP). Scope of work covered managing the FICO team, project plan/activities, milestones as well as monitoring of project deliverables.

Apart from the above, provided product consulting on the following modules; General Ledger (GL), Accounts Payable (AP), Accounts Receivable (AR), Assets Management (AM), Cost Center Accounting (CCA), Internal Orders (IO), Cash Management (TR-CM) and Funds Management (TR-FM).

Schindler Manufacturing, Malaysia (Jan 1998 to May 1998) (Industry: Engineering & Construction)

Involved in the worldwide implementation rollout of the client’s elevator and escalator operations. Scope of work covered implementation of the local business requirements for finance and cost controlling activities.

Key functions performed during the implementation include application customizing in the areas of Financials/Controlling/Project Systems, monitoring data conversion activities, integration testing and gathering of reporting requirements.