Oerlikon AG, Pfäffikon, Switzerland / München and Barleben, Germany / Charlotte, US

04/2017 ? Recently

Requirement Manager, Project Lead Porting SAP to Business Unit Additive Manufacturing.

Lead Process Consultant to transform the Additive Manufacturing Business Unit.

The main goal of my engagement has been to optimize and standardize Oerlikon^s new business unit, additive manufacturing.

Managed and consolidated requirements of all AM sites with the aim to work out standard processes for the AM BU.

Documented and prototyped AM specific processes in SAP, primarily in PP, SD. PS, MM and CO.

Lead a team of SAP consultants and worked out concepts in all areas of AM:

• - Powder handling and preparation with emphasis on traceability
• - AM Printing
• - Post-Processing

Took an active role in defining interfaces to 3rd party technology tools in the PLM area, mainly Siemens? NX/Team Center (worked on interface definitions between SAP and TC utilizing T4S).

Developed / have it developed an AM specific fine scheduling tool to optimize the manufacturing process for costs and maximal machine utilization with finite capacities (utilizing LP and genetic programming).

I made sure that business requirements had been fulfilled to the maximum extent.

I worked with:

• - CEO
• - CFO
• - Head of Application Engineering
• - Head of Operations
• - Head of R&D
• - IT Team of SAP experts

of the Business Unit.

The implementation for the individual sites had been managed by Scrum methodology.

Swatch, Biel, Switzerland

04/2017 ? 04/2018 part-time

LE/MM/SD Support Lead.

Support activities for all Swatch sites worldwide in the SAP LE, MM and SD modules.

Major areas included consignments (in SD and MM), delivery/transportation, stock management, availability control, stock optimization.

GE, Baden, Switzerland

09/2016 ? 01/2017

SD/CS/QM/PS/PP and Finance project Lead, Profit Center reorganization.

Process improvements in logistics, and their mapping to ECC in a PC reorganization framework.

Alstom/GE, Richmond, VA / Baden, Switzerland

04/2014 ? 08/2016

Stream Lead Continuous Improvement Project engaged by the Thermal Services Business Unit.

SD and PLM solution specialist.

Logistics (SD, PS, PP, MM, CO, PLM) and financial value business process improvement and reengineering lead. As a member of the business improvement team re-designed logistics processes including value flows for all service, spare parts and engineering business units including parts sales/re-sale/up sale, engineering, reconditioning and stock management. Mapped the enhanced processes to the SAP solutions landscape. One of the priorities had been re-organizing the noble and spare parts reconditioning business locally and worldwide.

Introduced the PLM module into the organization.

Spearheaded and managed the global decentralization process for the Thermal Service unit with a planned global rollout in the US, Europe and Asia. Actively contributed to the decentralization initiative to re-structure the incumbent business model into a three-tier customer delivery model (delivery/product/execution-sales centers).

Focus areas included:

• - Customer Quoting Process with strong links to Engineering/PLM.
• - Logistics and financial reorganization, value flow improvements for all transactional and project based spare parts and services business.
• - Warehousing, stock optimization.
• - Physical Inventory Management, (Cycle Counting , Deviations..).
• -
• - Production planning, execution and capacity optimization.
• - Introduced Product Cost Controlling for internally manufactured parts and spare parts.
• - Sales processes engineering and service projects .
• - Field Service solution with Resource Related Billing.
• - Customer returns, parts returns, reconditioning process and value flows in MTO and MTS scenarios.
• - Reconditioning manufacturing, subcontracting, external services.
• - Inter-intra company logistics and value flows. Simplification of inter-/intra-company supply chains, reorganization.
• - The new design complied with regulatory requirements for new power plant sales and services with regards to the needed complex joint venture business models, field service manpower delegation to other countries, which had far reaching effects on tax configuration, transfer pricing and end-customer pricing.
• - Lead migrating local system data and configuration to the global template system into an upgraded version of SAP.

Alstom/GE 07/2012 ? 10/2013

SD Solution Specialist for the Swiss Deployment of the Global SAP Template with strong involvement in PS, CO and FI-AR/AP/AA.

Migrating a fine tuned Swiss solution to the Alstom Global SAP Template on ECC 6. Having had daily relationship with the business community I had to make sure that they get the most optimal solution in the Alstom global template framework.

Analyzed, validated and optimized all logistics processes of all business units of the Swiss Alstom Holding, by conducted detailed impact analysis with all business unit leads (via workshops, interviews, etc.) to detect GAPs to the global solution. Proposed technical solutions to the global template support team.

Apart from SD, I had to ensure seamless integration with PS (for their construction and product contracts), treasury (especially FX hedging), with other logistics modules (PP and MM) and CO. Worked on functional design and technical solution of many of the core SD subjects (SD core processes, LE processes, pricing, hedging, SD as CO, CO allocation methods, etc.), on interfaces to non-SAP logistics systems.

SD, PS, CO Process Integration Consultant

• q Consultant on Alstom?s PS, SD projects and their interfaces to CO.
• q Worked on Alstom?s worldwide pricing strategy and implementation.

Project details:

• SD as Cost Object implementation for a number of processes (Consignment, drop ship, returns, etc.); unit costing, product costing, closing procedures, pricing, pricing integration with CO.
• Revenue recognition, account determinations (consumption accounts in MM, revenue accounts in SD, etc.)
• Resource related and milestone billing of projects, billing plans.
• BOMs (project/WBS, sales, configuration BOM), inventory valuation, goods movements, setting up availability control, transfer of requirements, MRP.
• Configurable product sales (VC for SD), interface to configurable production BOMs and routings.
• PS, Project interfaces to CO-PA, CO-PC.
• Inter-/intra-company business and settlements for projects and SD orders.
• Implemented a global template process for tool rentals.
• Deliveries, returns, stock management, maintenance.
• Milestone billing, revenue recognition, costing, interface to FI-AA.

SBB Infrastructure, Bern Switzerland 01/2012 ? 05/2012, Part time (20-30%)

CO Process Consultant, Member of the Process Improvement Group reporting to the CFO

• q CO advisor for internal projects with the aim of revamping the company?s controlling concepts.
• q Advice on cost accounting concepts and principles and their implementation details in SAP (primary areas being ABC, CO-CCA, PCA, CO-PA and CO-PC).

SBB Cargo International, Olten Switzerland 11/2011 ? 07/2012

FI/CO Project Lead, Consultant

• q Spearheaded the initial CO implementation of the company. CCA, PCA, CO-PA, Consolidation.
• q Contributed to the setup and support of FI processes: AP, AR, AA, Consolidation, New GL.
• q Implemented SD interfaces to FI and CO.

Vincotech GmbH, Unterhaching, Germany 05/2011 ? 12/2011

Process Optimization Expert (with emphasis on Product Life Cycle Management), Direct reporting to the CEO and VP of Product Marketing. Built and managed a COE Team for this project with 3 additional partners with focus areas in SD/Logistics, PP, CO.

Vincotech is a cutting edge agile power module designer and manufacturing technology company with a heavy R&D and production logistics configuration profile.

The CEO of the company asked us to analysis and validate the current SAP implementation, and make recommendations for its improvement. They were dissatisfied with the system setup considering their configurable manufacturing process that required highly optimized and fine tuned SAP settings to better serve (and not hinder) their needs induced by their comparative advantage to competition. We came up with valuable advice as to how to re-design SAP mainly in manufacturing (PP) product costing (CC) and sales logistics (SD-PP). We gave them a clear roadmap as to how to conceptualize and integrate their ongoing Product Lifecycle Management solution.

• Created interviews with process owners, documented AS-IS processes including all logistics and manufacturing processes, PLM, finance and document management.
• Created an analysis document with recommendations on:
  1. How to quantifiably improve efficiency considering the company?s technology environment.
  2. How to improve existing process implementations with a more optimized integration in SAP (PP, MM, SD, CO, PS, DMS) with the aim of increasing the comparative advantage of the company, which is based on the unique configurability of their production technology.
• Worked on the concept of a new PLM implementation.
  1. Created a framework on how to categorize and catalog the existing processes and products.
  2. Created a recommendation on how to implement PLM with special emphasis on Master Data Management, Project System, Workflows and DMS.