09/06/2022 updated
100 % available
MM Consultant, International Delivery Manager, International Support Team Manager
Montrouge, France
France
Four International experienced areas mastery over more than 20 years of SAP implementation, including Business Experiences (Business running), SAP Management Positions (Executive, Operative) (ASAP, ASAP8), FICO/MM/WM/EWM/PP/SD Functional Designs & Deliveries, Technical developments (Standard & Object Abap programming, User Exit, Dialog Screen Development, Interface, LSMW, Badi, Bapi).
3 Full Project Cycles Life Experienced (Greenfield, System Replacement) but also upgrade ones (Support package, Enhancement, Version Upgrade)
Get a fully integrated project team around an SAP manager able to speak and dive deeper all about the different stakeholders, counterparts concerns based on his experience of each of ones, ensuring outstanding communication, smooth operation, seamless implementation.
3 Full Project Cycles Life Experienced (Greenfield, System Replacement) but also upgrade ones (Support package, Enhancement, Version Upgrade)
Get a fully integrated project team around an SAP manager able to speak and dive deeper all about the different stakeholders, counterparts concerns based on his experience of each of ones, ensuring outstanding communication, smooth operation, seamless implementation.
Project history
Jarraya's Conglomerate
Activity: Financial Conglomerate (family one). 10 to 15 middle size Companies in the equity's
portfolio.
Location: Tunisia, Morocco, Algeria and operation also in Emirates (Dubai) and Yugoslavia
Environment: ECC6 - EHP7 - FICO/MM/WM/EWM/PP/SD IS Retail
SAP Domains: FICO/MM/WM/EWM/PP/SD IS Retail
Team Size under responsibility: 10 to 20 members mixing Consultants & Business Owners depending on
targeted portfolio's companies.
Average Yearly Budget under responsibility: 2 000 000 Euros
Position: SAP & Organizational Program Director
Challenge(s):
In a global investments position change management program Jarraya's conglomerate asked me to
develop a program increasing both ROI (Return on Investment) to attract new investors and bankers to
leverage equity return, and ROE (Return on Equity) in order to generate middle term cash-flow
reserves to next cutting-edge investments such as telecom and technology providers.
Solution(s):
I answered this question by building a Performance Implementation Program (Transparency & Strength)
Mixing SAP Technology Implementation and Business Processes reengineering for improvements in two
steps covering first finance and second based on new external/internal financial statements build a
powerfull logistic model in every portfolio's company:
* Financial Transparency (Clarity of The Program) by getting a better and accurate
accounting processes in order to provide better financial statements clearly outlining
growth investment return potentiality for Jarraya's and welcoming new investors and
bankers.
* Technologically Supporting Financial Accounting Process by implementing full
accurate SAP FI functionalities to get standard Income statements and
balance sheets better accuracy, so strongly improving financial over the
counter (OTC) market position.
* Technologically Supporting Financial Accounting Management and Costs
Accounting by implementing SAP CO functionalities to get a better funds
allocation control through budget management and financial planning, but
also a deeper understanding of Cost of Goods Sold (CGOS) and its containing.
* Accounting principle standardization based on IFRS (International Financial
Reporting Standards) and more precisely SMEs (Small Medium Business IFRS)
implementation to get standardized financial statements enabling portfolio's
companies' comparisons in investments allocation choices and over the
counter (OTC) market position.
* Logistic Improvement (Strength of The Program) once for a company the financial
accounting model is renewed grounded on international accounting standards, time is
coming to improve logistic business processes in two steps to not to overcome small and
medium business resilience by starting first from Order to Cash (O2C), limiting time
from order recording to product shipment and delivery and, of course, days sale
outstanding (DSO) generating greater cash flow.
The second step of the logistic implementation program is Procurement Improvement
(External/Internal) and stock containing by implementing, depending on the context,
MM/PP/WM/EWM and activating MRP functionality mitigating Cost of Goods Sold (CGOS).
Both logistic improvement steps contribute advantageously to a better EBIT (Earnings
Before Interest and Taxes) serving ROI (Return on Investment) and of course ROE (Return
on Equity) in the same Retain Earnings Policy context or by liabilities leverage due to
new banker attracted.
Over the three last years' we got 10 to 15% growth of ROI and pretty same ROE for the
implemented companies.
Activity: Financial Conglomerate (family one). 10 to 15 middle size Companies in the equity's
portfolio.
Location: Tunisia, Morocco, Algeria and operation also in Emirates (Dubai) and Yugoslavia
Environment: ECC6 - EHP7 - FICO/MM/WM/EWM/PP/SD IS Retail
SAP Domains: FICO/MM/WM/EWM/PP/SD IS Retail
Team Size under responsibility: 10 to 20 members mixing Consultants & Business Owners depending on
targeted portfolio's companies.
Average Yearly Budget under responsibility: 2 000 000 Euros
Position: SAP & Organizational Program Director
Challenge(s):
In a global investments position change management program Jarraya's conglomerate asked me to
develop a program increasing both ROI (Return on Investment) to attract new investors and bankers to
leverage equity return, and ROE (Return on Equity) in order to generate middle term cash-flow
reserves to next cutting-edge investments such as telecom and technology providers.
Solution(s):
I answered this question by building a Performance Implementation Program (Transparency & Strength)
Mixing SAP Technology Implementation and Business Processes reengineering for improvements in two
steps covering first finance and second based on new external/internal financial statements build a
powerfull logistic model in every portfolio's company:
* Financial Transparency (Clarity of The Program) by getting a better and accurate
accounting processes in order to provide better financial statements clearly outlining
growth investment return potentiality for Jarraya's and welcoming new investors and
bankers.
* Technologically Supporting Financial Accounting Process by implementing full
accurate SAP FI functionalities to get standard Income statements and
balance sheets better accuracy, so strongly improving financial over the
counter (OTC) market position.
* Technologically Supporting Financial Accounting Management and Costs
Accounting by implementing SAP CO functionalities to get a better funds
allocation control through budget management and financial planning, but
also a deeper understanding of Cost of Goods Sold (CGOS) and its containing.
* Accounting principle standardization based on IFRS (International Financial
Reporting Standards) and more precisely SMEs (Small Medium Business IFRS)
implementation to get standardized financial statements enabling portfolio's
companies' comparisons in investments allocation choices and over the
counter (OTC) market position.
* Logistic Improvement (Strength of The Program) once for a company the financial
accounting model is renewed grounded on international accounting standards, time is
coming to improve logistic business processes in two steps to not to overcome small and
medium business resilience by starting first from Order to Cash (O2C), limiting time
from order recording to product shipment and delivery and, of course, days sale
outstanding (DSO) generating greater cash flow.
The second step of the logistic implementation program is Procurement Improvement
(External/Internal) and stock containing by implementing, depending on the context,
MM/PP/WM/EWM and activating MRP functionality mitigating Cost of Goods Sold (CGOS).
Both logistic improvement steps contribute advantageously to a better EBIT (Earnings
Before Interest and Taxes) serving ROI (Return on Investment) and of course ROE (Return
on Equity) in the same Retain Earnings Policy context or by liabilities leverage due to
new banker attracted.
Over the three last years' we got 10 to 15% growth of ROI and pretty same ROE for the
implemented companies.
SCC - Société des Centres Commerciaux
Activity: Asset & property management
Location: Paris - France
Environment: ECC6 - EHP5 - MM application module
Position: MM Consultant
Challenge(s):
In existing productive context, redefined purchasing processes at organizational level and SAP
level in order to improve purchasing efficiency and productivity. In order to optimize SAP MM
implementation, we added maintenance purchasing initially out of scope under the central
purchase department and we created a simple purchase order to manage office supplies only base
on material description.
Responsibilities:
* SCC Purchasing business processes failure analysis
* SAP processes configuration mismatching analysis
* Best practices presentation
* Gap analysis
* New detailed design solution proposal
* New detailed configuration solution proposal
* Efforts and costs estimation; business case
* Worked very closely with business decision makers and end-users
Solution(s):
In order to optimize SAP current MM implementation, we added maintenance purchasing initially
out of scope under the central purchasing department and we created a simple purchase order to
manage office supplies only base on material description.
We also set up properly WM to welcome maintenance parts stocks.
Activity: Asset & property management
Location: Paris - France
Environment: ECC6 - EHP5 - MM application module
Position: MM Consultant
Challenge(s):
In existing productive context, redefined purchasing processes at organizational level and SAP
level in order to improve purchasing efficiency and productivity. In order to optimize SAP MM
implementation, we added maintenance purchasing initially out of scope under the central
purchase department and we created a simple purchase order to manage office supplies only base
on material description.
Responsibilities:
* SCC Purchasing business processes failure analysis
* SAP processes configuration mismatching analysis
* Best practices presentation
* Gap analysis
* New detailed design solution proposal
* New detailed configuration solution proposal
* Efforts and costs estimation; business case
* Worked very closely with business decision makers and end-users
Solution(s):
In order to optimize SAP current MM implementation, we added maintenance purchasing initially
out of scope under the central purchasing department and we created a simple purchase order to
manage office supplies only base on material description.
We also set up properly WM to welcome maintenance parts stocks.
AREVA NP - Ambition Project
Activity Area: Nuclear Plant Construction and any others nuclear vehicle but also Energy
Transportation.
Location: Lynchburg - United States / Erlanger - Germany / Paris - France
Environment: ECC6 - Cross application
Average Team Size under responsibility: 20 to 50 members mixing Consultants and Business
Owners.
Average Roll-Out Unit Project under responsibility: 5 000 000 Euros
Position: International Delivery Manager
Challenge(s):
Boarded on a 100 Million Euros Project as delivery manager covering sometime all the
workstream string or a part of it focused on huge and difficult part, including five
consecutives major roll-out in the world and 3 thousand users, ensured solution deliveries for
every local go live.
Management Responsibilities
* Take in charge SAP Core designed model covering almost the major domain of SAP software
solution mainly hinged on to PS (Project System Module) with a special emphasize to external
procurement (MM/WM) including special sub-contracting procurement and roll-out it all around
the world after a strong local gap analysis and team set up.
* Fulfill primarily Deadline delivery planning and secondly roll-out costs containing without
being a high priority for the head office executive management wanted Ambition's SAP model
implement whatever it costs, company integration stake overcoming project financial model.
Solution(s):
* Strongly supported by intercultural management experience, build and operate an
International Agile team (flat organization, backlog pile) structured as a task force
enabling 3 to 6 months maximum local delivery implementation including following operations:
* Local Gap Analysis (LGA)
* Core model integration update with mandatory local setting if necessary or local
Business Processes adaptation to fit Core model standard processes.
* Cover testing phase by running in mixed Core team Non-regression Core Model Tests
and Local Users Acceptance Tests.
* Taking over Go Live preparation phases such as data integration & cutover one and
push up to Go Live Success, handling post Go Live phase and system behavior watch
out.
* Ease new local delivery part of system transfer to Central Support team
articulated around offshore solution teams local and central business users.
Activity Area: Nuclear Plant Construction and any others nuclear vehicle but also Energy
Transportation.
Location: Lynchburg - United States / Erlanger - Germany / Paris - France
Environment: ECC6 - Cross application
Average Team Size under responsibility: 20 to 50 members mixing Consultants and Business
Owners.
Average Roll-Out Unit Project under responsibility: 5 000 000 Euros
Position: International Delivery Manager
Challenge(s):
Boarded on a 100 Million Euros Project as delivery manager covering sometime all the
workstream string or a part of it focused on huge and difficult part, including five
consecutives major roll-out in the world and 3 thousand users, ensured solution deliveries for
every local go live.
Management Responsibilities
* Take in charge SAP Core designed model covering almost the major domain of SAP software
solution mainly hinged on to PS (Project System Module) with a special emphasize to external
procurement (MM/WM) including special sub-contracting procurement and roll-out it all around
the world after a strong local gap analysis and team set up.
* Fulfill primarily Deadline delivery planning and secondly roll-out costs containing without
being a high priority for the head office executive management wanted Ambition's SAP model
implement whatever it costs, company integration stake overcoming project financial model.
Solution(s):
* Strongly supported by intercultural management experience, build and operate an
International Agile team (flat organization, backlog pile) structured as a task force
enabling 3 to 6 months maximum local delivery implementation including following operations:
* Local Gap Analysis (LGA)
* Core model integration update with mandatory local setting if necessary or local
Business Processes adaptation to fit Core model standard processes.
* Cover testing phase by running in mixed Core team Non-regression Core Model Tests
and Local Users Acceptance Tests.
* Taking over Go Live preparation phases such as data integration & cutover one and
push up to Go Live Success, handling post Go Live phase and system behavior watch
out.
* Ease new local delivery part of system transfer to Central Support team
articulated around offshore solution teams local and central business users.