Chris van Helfteren

• Hy-Vee is a retail chain in the US implementing SAP S/4HANA Greenfield. I am the Vendor Income and Order to Cash Lead (B2B sales).
• I am responsible for identifying the different types of vendor income types, design solutions using SAP Standard Condition Contract Management (CCM), implement a custom supplier relationship portal interface to capture the condition contracts, Settlement Management, reporting interfaces for supplier relationship portal.
• I am also responsible for the Order to Cash workstream for the locations that perform Business to Business (B2B) sales, including: Manhattan WMS interfaces using Decentralized WMS functionality, Order Entry, Inventory Management, Billing, Returns, Pricing, Master Data and Reporting.

• This was my second assignment with Epson. I joined the support team to put together a Brownfield (upgrade) project from SAP ECC 6.0 to SAP S/4HANA 2022.
• The scope includes CVI (Customer/Vendor Integration), EWM Integration, Condition Contracts/Settlement Management, Advanced ATP (AATP) including Supply Protection, etc. I helped them assess the scope of the project, resolve the initial issues identified and drive key design decisions.

• Oldcastle is a manufacturer of engineered building products providing protection and access to water, communications, energy and transportation infrastructure.
• I am an Order to Cash Functional Architect on the global implementation program. I joined the project during the first deployment.
• The scope includes Logistics, Transportation Management (TM), Shipping Cost Document, Billing Plan/Milestone Billing, SalesForce.com (SFDC) integration using Mulesoft Middleware, Variant Configuration, VC Pricing, Project Systems (PS) Integration, Centralized Tableau Reporting Repository Integration.

• Kyocera-AVX is a global manufacturer of advanced electronic components. 
• I was an Order to Cash Functional Lead/Architect on the pilot implementation of the Interconnect division supplying components to auto-parts manufactures such as Bosch, Continental, Hella, Valeo, Qualcomm, Hitachi, Vitesco, etc.
• The scope includes scheduling agreements, VMI (Vendor Managed Inventory) Consignment, EWM integration, Advanced ATP (AATP), Pricing, EDI, interfaces with consolidated reporting solutions using IBM TM1 (Table Manager 1), etc.
• The first deployment of the Auto Interconnect business went live in Czech Republic, Germany and Mexico in September 2023. After Hypercare I continued on a support capacity solving pos-go-live issues/tickets.

• The Crosby Group is global leading manufacturer of products designed for rigging, lifting and material handling applications.
• I joined the support team to perform an assessment of the existing implementation focused Advanced ATP (AATP), MRP, Outbound Delivery Creation and Logistics (EWM Integration). I assisted on identifying and resolving the root cause of the highest priority issues and concerns. This effort enabled the next phase of ATP check redesign using IBP as the planning tool for production.

• I worked on a segment of Siemens-Healthineers, a medical devices subsidiary of the Global Siemens group, focused on Ultrasound equipment. 
• I joined as the Order to Cash Architect/Team Lead during the blueprint phase of a Greenfield SAP S/4HANA 2021 implementation project segregating and migrating the Ultrasound business out of the existing global Siemens ECC platform.
• The project scope includes Make-to-Order requirements, Advanced ATP (AATP), heavy SalesForce.com integration (SFDC), Revenue Accounting and Reporting (RAR) and Condition Contract Management (CCM/Settlement Management).

• Yara is the world's leading fertilizer company and a provider of environmental solutions (Chemical Industry). The Greenfield implementation project was a migration from the existing ECC platform onto SAP S/4HANA 2020.
• I joined as a part-time resource assisting on Condition Contract Management (CCM/Settlement Management), Taxes, BRF Plus Output Management and coaching to other team members.
• My participation was during the end of realization phase through System Integration Testing Cycle 1.

• Groupe Lactalis is a global dairy products company based out of France owner of brands such as Parmalat, Danone, President, Galbani, Black Diamond & others.
• I joined Lactalis to work on the first American roll-out of their global SAP Solution (used in Europe) at Karoun Dairies Merger/Acquisition. It was the first of the American sites that went live in September 2022 with the global template running on S/4HANA 2020. The program has the goal of continuing rolling-out this version of the global solution (as deployed here) to other North American sites and other regions after that.
• The project scope includes Direct Store Delivery (DSD) & Catch Weight Management. My main focus was Mobile Order Entry Platform Integration, Pricing, Advanced ATP (AATP), Condition Contract Management (CCM) for Trade Promotion Management (TPM) and Customer Rebates. I am also involved in EDI, Sales Force automation applications, Order to Cash process and other WRICEF’s.

• I was invited back to work on the second edition of my book entitled Configuring Sales in SAP S/4HANA. The second edition incorporates the newest Sales features available in S/4HANA versions 1909 & 2020. It also adds more detail related to Customer and Vendor Integration (CVI) to Business Partners and usage of Condition Contracts for Sales Rebates.
• The Second Edition has been available since Jan’2022.

• I was an Order to Cash consultant part of a Selective Data Migration Upgrade project to migrate Refresco North America from ECC to SAP S/4HANA 1909. This is a variant of a typical Brownfield upgrade approach in which we are able to filter data we want to migrate. This was done in conjunction with SAP DMLT (Data Management and Landscape Transformation) Team.
• I was initially responsible for CVI (Customer/Vendor Integration) configuration and execution to create synchronize data with Business Partners with the appropriate BP Groups and BP Roles allowing us to taking advantage of more of S/4HANA features. This is one of the pre-requisites for the upgrade and it was delivered in July ‘20.
• I was then part of the implementation of Condition Contract for Sales that replaces Sales Rebates on S/4HANA. My original contract was extended to allow for me to completely implement all Sales Rebate Types using new Settlement Management functionality.
• I was also part of FSCM (Financial Supply Chain Management) CM (Credit Management) implementation to replace SD CM, Company Code Merge, Selective Data Migration Impact Analysis and Risk Mitigation and a Complete Pricing Redesign.

• I worked as an Order to Cash resource on the SAP Implementation Project of the Parts and Accessories division of Crown Equipment Co., lift truck manufacturers in Ohio. They use IS/Automotive. 
• This was a short assignment focused on pricing, ShipERP interfaces, VMS (Vehicle Management Systems), DBM (Dealer Business Management), Advanced ATP (AATP), Text Determination, Listing/Exclusion, Material Determination/Part Supersession and other Order to Cash functionality.

• I was an Order to Cash consultant part of a focused prototype build engagement at Costco Wholesale Supply Chain SAP S/4HANA 1709 Implementation project.
• The scope of work was mainly Third-Party Ordering, Individual Purchase Order processing and Inbound CAR (Customer Activity Repository) Interfaces with POS (Point of Sales) solutions and Export Process.
• It included interface with EWM (Extended Warehouse Management), TM (Transportation Management), YL (Yard Logistics) and other modules. I was also the EDI resource for the project working on 850 Inbound, 855/856 Outbound, 810 Inbound/Outbound and 210 Inbound.
• After a successful and highly praised delivery of the Solution Prototype, the Supply Chain Implementation project paused due to readiness issues. The client needs to work on infrastructure, identify and onboard all necessary business resources.

• I worked as an author for SAP Press (Rheinwerk Publishing) on a book entitled Configuring Sales in SAP S/4HANA. The book features information to support critical design decisions with practical examples and detailed configuration instructions. 
• It covers all aspects of Sales functionality in S/4HANA version 1809 and makes mention to related cross-functional features from other modules, it is not focused only the differences (delta) of the new version. 
• It is a book written for companies implementing or re-implementing the system. Its target audience are business resources that want to learn configuration & consultants specialized in other modules that want to learn more about Sales & Distribution (Order to Cash).

• This was my second project with Novartis. This time I was part of the eCommerce team within the Commercial IT organization working on a new B2C solution called Marlö. The scope included a new sales platform (web site & mobile app) for consumers of contact lenses in partnership with Eye Care Providers. 
• The new Hybris based platform frontend was developed by BCG (Boston Consulting Group). I was responsible for integrating SAP ECC 6.0 with a new 3PL Partner called Knipper that uses Scale by Manhattan Associates as their Warehouse Management System (WMS). 
• I was the functional and technical lead (including SCM, QM, OTI & FI/CO modules). I worked on project planning and control, scope definition, functional requirements gathering, blueprint, functional specs writing, SAP PI Support & Testing following all regulatory/compliance requirements for life sciences industry (including FDA).
• I also worked on enhancements and support initiatives for other platforms such as MyAlcon.com web site for surgical business.

• I worked on a new large scale co-innovation SAP initiaitive at Chemours to replace their current SAP R/3 4.6 system (inherited from when Chemours was part of DuPont) with SAP S/4HANA 1805 Public Cloud for Chemical Industry.
• I was part of the Order to Cash workstream studying fit-to-standard opportunities, raising co-innovation requests and conducting configuration on SSCUI (Self-Service Configuration User Interface).
• I’ve worked on the following Business processes: Sales Rebates (1B6), Sell from Stock (BD9), Contracts (I9I), Accelerated Returns (BKP), Customer Consignment (1IU), Quotations (BDG), Analytics (1BS, BKN & BKK_US), Billing (BKZ), Invoice Correction (BKL), Planning (1O0). 
• I also worked on several country localizations including US, Canada, Mexico & Brazil.

• I was the S/4HANA 1709 Logitics specialist borught in to assess the Upgrade impact for the OTC, PTP and PTM workstreams moving from the current ECC 6.0 version currently in use into S/4. 
• The scope included reviewing Pre-Check Reports, Simplification Database and Business Scenario Recommendations to define if and how each will affect the existing solution and how to best remediate each finding. 
• I also worked on defining effort estimates, project planning and presenting the returns to executive team.

• I joined YETI primarily to resolve post-go-live concerns, issues and processes gaps that were deferred during the Greenfield implementation of SAP S/4 HANA 1511. I also supported roll-out projects in other regions (Canada & Australia).
• In October ’17 we’ve delivered a complete redesign/overhaul of the custom shop operation. The scope included custom logo selection on order entry, integration with production planning and operations, billing plan for prepayment (down payment), accounting and interactive operational and analytical reporting. I was responsible for the design, configuration, development (ABAP Coding), testing and deployment of the solution. It’s been highly praised by the client.
• I was also was part of the SAP integration team that implemented a new web sales portal using SalesForce.com DemandWare technology. I was responsible for all related configuration (pricing, order entry, logistics & invoices), ALE/iDoc interface mapping and some of the development required for integration.
• I was also involved in several shorter-term initiatives related to Pricing, Logistics Execution 3PL Integration, Security Roles Authorization, Master Data management, Background Jobs optimization and many others.

• I was the OTC/Order to Cash (called Quote to Cash) team lead on a Greenfield implementation of S/4Hana (version 1610) for a furniture manufacturer in the mid-west called Flexsteel. 
• The project includes variant configuration, Fiori, Hybris, Central Business Partners Management, Contract Manufacturing, Container Ordering, CubeIQ interfaces, Transportation Management Optimizer, Valuated Stock in-Transit (Proof of Delivery with delayed billing), Order based Third Party Ordering/Special Order/Subcontracting, Parcel Carrier Integration, Fleet Management, ATP with Product Allocation, Services (in house & field), Scheduling Agreements, Down Payment and Collect on Delivery.
• We make extensive use of Standard Functionality and limit customization to a bare minimum. We delivered the blueprint December 2016.

• I was originally brought into the Microsoft Supply Chain IT team to work on the Nokia acquisition project. With the sale of the Nokia business to Foxconn I transitioned to work on a Microsoft’s Supply Chain warehouse integration project where the Ireland and Holland warehouses adhered to the global freight management vendor solution with TMC.
• The global solution made extensive use of BRF Plus (BRF+) rules when defining the relevance of warehouse value added services (VAS), enabling the order entry team to visualize and make changes to the VAS that are deemed relevant to the order before shipping. 
• Other features include Freight Management Vendor controlled Delivery Document Split due to freight limitations, shipment and invoice consolidation, consolidated cross border shipments to Canada. Some of the partners we interfaced with were TMC/C.H. Robinson, CEVA Logistics & Ingram Micro Logistics (IML).
• Microsoft is a large mature SAP shop making extensive use of Agile/Scrum methodology in a highly customized ECC 6.0 environment.

• Novartis is a large multinational Pharmaceutical corporation headquartered in Switzerland. Alcon is one of its subsidiaries specialized in advanced surgical, pharmaceutical and vision care products.
• Based out of Fort Worth-TX, I was part of the Global SAP Implementation Project called Iris Wave 2 in the multiple US locations of Alcon. Alcon’s UK and Canada locations already use Iris (Wave 1) and part of our job was to ensure the complex US roll out did not impact their business. Project went live in April 2016 uneventfully.
• I worked on the OTC/Order to Cash (called Order to Invoice) work stream on a heavily customized environment with complex Order Management requirements. I lead the Customer Service System Interaction Initiative that featured GuiXT (www.synactive.com) screen lay-out customizations. I also worked on EDI/ALE/iDoc Interfaces with Customers, CSR Interaction Management via Text Determination Enhancements, Sales BOM/Kits Enhancements, SalesForce.com (SFDC) integration, GTS (Global Trade Service) Integration, Automatic Replenishment Direct to Consumer Contract Enhancements, etc. The project methodology complied with strict FDA auditing requirements. Communication with other subsidiaries was of paramount importance to ensure retrofit adherence and prepare the solution to be the new standard for this massive corporation.

• I worked on the MEI (Mars Electronics International) and Crane Payment Solutions (CPS) merger/acquisition project. Crane Corp acquired MEI forming a new company called CPI (Crane Payment Innovations). The existing SAP solution used by MEI was used as a template onto which the CPS locations are being brought into. The first deployment was for the CPS facility in Manchester, UK (formerly called MoneyControls). The global blueprint included CPS Toronto (Canada), CPS Buxtehude (Germany) and CPS Sydney (Australia).
• I was responsible for the OTC/Order to Cash work stream including Sales and Distribution (SD), Logistics Execution (LE) and Customer Service (CS)/Service Management (SM). We quickly learned the existing MEI solution and performed a global Fit/Gap analysis for the CPS locations as part of the blueprint phase. Numerous optimization opportunities were identified and implemented onto the existing MEI solution.

• I worked on the SAP Implementation Project on 2 Grainger operations simultaneously (Canada and Mexico). US Operations has already been live on SAP for many years, but this project was a greenfield implementation for Canada and Mexico.
• The purpose was to re-think how SAP is used today in US leveraging many new features from SAP ECC suite on Hana and its partners as well as new features available on newer versions (including consideration of S/4HANA) performing as little customization as possible. Features include Global ATP, Vistex Commissions, Vistex Rebates, Vistex Master Data, Vistex Cash Applications, CRM Service Management, SPP – Service Parts Planning, Manhattan WMS & others.
• The requirements include IS/Retail, high volume Wholesale, Web Sales Distribution and Retail OTC full processes featuring Purchase-to-Stock, Assemble-to-Order, Third-Party Order (Drop-Ship), Special Order (Individual PO), Customer Consignment/VMI (Vendor Managed Inventory), Workflow, Empties and Core Returns. It also includes GTS (Global Trade Services), APO (Advanced Planning and Optimization), BW (Business Information Warehouse) and local requirements for Canada (such as tax and Environmental Fees) and Mexico (such as tax calculation, Pedimento and Electronic Invoicing/Factura Electrónica with Invoiceware).
• I was the OTC/Order to Cash (called Sales and Customer Service) Team Leader. The team handles Order to Cash, Service Management and Compliance requirements. During the Blueprint Phase we conducted numerous workshops heavily focused on SAP Standard Functionality. We reviewed and standardized the requirements from both countries to design a Global Solution, intended to work not only for Mexico and Canada but also for future roll-outs on other countries where Grainger has presence.
• I advised on the use of SAP Standard features and help identify gaps and necessary RICEFW. I also worked on planning the team activities including writing specs for said RICEFW’s.
• On August 2013 we delivered the Blueprint on-time, with deliverables highly praised by the client. SAP took over the project from that point forward in order to be able to use Grainger as a referable Wholesale/Retail client running ECC on HANA. I’ve conducted and coordinated knowledge transfer to SAP resources and rolled off the project along with the /NSPRO consulting team.

• I joined RedBull to work on a proposal to redesign their current core business process. The recommendation was to leverage Agency Business functionality to simplify transactions and EDI interfaces with suppliers and customers all-the-while ensuring proper recording of transactions, revenue and sales related costs. 
• In this short engagement I learned about Red Bull business and proposed a new design to address their concerns. This was conducted while on a year-end break from another project.

• I worked on the SAP Implementation/Transformation Project or 10 Epson facilities across the Americas simultaneously (US, Canada, Brazil, Argentina, Mexico, Chile, Peru, Venezuela, Colombia and Costa Rica).
• The requirements included high volume Wholesale, Retail and Web Sales Distribution with full OTC processes featuring Purchase-to-Stock, Assemble-to-Order, Third-Party Order (Drop-Ship), Customer Consignment/VMI (Vendor Managed Inventory), Workflow, Revenue Recognition, J-SOX (Japanese Sarbanes Oxley), CRM (RightNow and Diva). It also included GTS (Global Trade Services), APO (Advanced Planning and Optimization), BI (Business Intelligence), MDF (Marketing Development Funds), Commissions, Sell-Thru and local requirements for Latin America such as tax calculation and Electronic Invoicing/Nota Fiscal Eletrônica /NF-e/Factura Electrónica with MasterSAF (Brazil), Facture (Chile) and SAP ECC for Argentina, Mexico and in the future Colombia.
• I performed the role of an OTC Solution Architect and OTC Team Leader alongside the Epson IT team. During the Blueprint I gathered and documented requirements. We reviewed and standardized the requirements amongst different countries segregating country specific needs from the truly Global ones.
• I advised on the use of SAP Standard features and also present, qualify and discuss custom alternatives help weighing in pros and cons for each option. I also worked on detailed design, implementation/realization (functional specifications & configuration), multiple testing phases, data conversion, cut-over and go-live support. My involvement was end-to-end across all levels of the organization in all countries involved.
• On April 2013 we had the first successful go-live for North America Parts and Service Division and I started working on the stabilization of that solution in parallel with the second roll-out/deployment for the major North America Branded business division.

• I was responsible for the design and implementation for Order to Cash (Sales & Distribution/Logistics Execution) solutions for Advanced Ceramics Operations. Ceradyne has presence on a number of industries such as Aerospace & Defense, Automotive and Paper. 3M acquired Ceradyne on October 2012.
• The requirements include Variant Configuration, US GAAP Materiality/Proof of Delivery, Revenue Recognition, Make-to-Order, Make-to-Stock (Discrete and Repetitive), Government Sales/Contracts including Contract Flow Down of legal verbiage on text elements all the way to Purchase Orders for Vendor communication, Drop-Ship, Intercompany Sales, Consignment, Scheduling Agreements, Forms and Data Conversion objects.

• Dolby creates audio, imaging and communication technologies that transform entertainment and communications at the cinema, home, work and on mobile devices. 
• I was the Leader of the Order to Cash and Service to Cash Workstreams and had strong participation on the Contract to Cash Workstream (Incoming Intellectual Property/Royalties Billing).
• In addition to Pricing, Logistics, Consignment, CRM (SalesFoce.com), Quote/Order/Contract Management, Billing, Intercompany Sales and Stock Transfer Orders. I was also responsible for the design a fully automated Revenue Recognition Solution for warranty, services and licensing, a Royalty Based Billing solution based on SAP CLM (Contract Lifecycle Management) and Vistex Claims Processing and a Custom Service Module based Solution for Service Sales and Returns for Repair.

• I joined the project as a Brazilian Localization advisor for the roll out of their global solution to their Brazilian plant in Blumenau, Santa Catarina.
• I worked on Brazilian Taxes Calculation, Accounting/Reporting to the Government including Electronic Nota Fiscal, Intercompany, Interplant stock transfers and Import process. The solution made use of Configurable Materials via Variant Configuration. I worked under the FICO team during my participation on this project.

• The first full-lifecycle project was at Goodrich Corporation Landing Gear Division, I was responsible for Pricing and Billing including complex requirements for government projects, sales contracts and pricing (including tax/Sabrix). They went live on Oct ’08.
• The second full-lifecycle project is at Goodrich’s Aircraft Interiors Division and Customer Services Organization. I was responsible for the Order Management Portion of the project including Contract Management, Quotations and Returns. Later I lead the implementation of an MRO (Maintenance, Repair and Overhaul) plant in Brazil. They went live on Oct ’09.
• I participated on pre-sales activities as an Order-to-Cash SME (Subject Matter Expert)/Functional Lead, responding to RFP’s and presenting proposals. I 5was the development manager for two consultants conducting performance reviews twice a year.

• I worked on a Blueprint effort to implement SAP at Clipper Windpower. I was responsible for the design of the Order to Cash portion of the solution with heavy integration with the Project Systems module including Intercompany Transactions, Sales Orders and Contracts, Logistics/Transportation, Configurable Material and SAP CRM Integration. 
• The complexity of the transportation and logistics of the very large wind turbine blades and tower components was source of very unique requirements.

• I was a Senior Manager Level Team Leader for the Supply Chain SAP R/3 Development Team. We performed third level support and enhancements projects. In addition to managing the work of the 4 team members, I also performed hands-on SAP functional and technical work on the Order to Cash solution including Order Management, Logistics/Transportation, Pricing (including taxes/Vertex), Production Order Configuration (PP) and Event Manager (EM). 
• The three main enhancement projects in which I participated were Reverse Logistics, Consumer Electronics Credits and Access Cards Recycling.  These projects had a quick ROI and high visibility within the organization.
• In a highly customized environment with many specialty legacy systems to interface with, the projects were technically challenging and required lots of ABAP skills.

• I was the Order to Cash team lead on the SPX Corporation (www.spx.com) implementation project, Industrial Mixing Division called Lightnin.
• I was responsible for Order Management, Logistics/Transportation, heavy Pricing and Billing. Their solution included configurable materials, heavy production planning requirements and ATP.
• From Oct 06 until Dec 07 I worked on the SPX project as a part-time remote resource mainly for Pricing.

• I was the Order to Cash team lead on the Aerospace Products International/API Worldwide implementation project. 
• I was responsible for the Order Management, pricing, logistics, dangerous goods (EHS – Environment Health and Safety), billing, output management, finance integration, Transportation, Pricing (including Taxes using Taxware) and Billing. 
• We implemented a minimum value check at time of delivery document creation for this client increasing profitability per shipment. 

• I was part of the Startup team providing SAP powered solutions for small and mid-size companies in the beverage industry. I worked as part of the on-going support team for live SAP Solution at RMC Distributing (www.rmcdistributing.net), working mainly with pricing, logistics transportation but also supporting BW/BI requirements. Later, I joined the implementation project team at Harrington Pepsi Bottling Company (harringtonpepsi.com) for the Blueprint as responsible for Pricing and Order Management.
• I was also part of a Mercury Quick Test Pro Sales Demo Initiative at Avaya (www.avaya.com) as a SME (Subject Matter Expert) contractor through TurnKey Solutions (www.turnkeysolutions.com) I developed a series of Test Case Scenarios based on Avaya’s use of SAP and advised on the best use of the tool. Summit Enterprise Solutions and Double Diamond Solutions are no longer in business today.

• The first project was the Industrial Packaging organization. I worked with Export Process, Customer Communications (Output Determination) and overall Order Management. I helped on Data Conversion, SAP CRM Integration, Test Team support, Go-Live and Post-Go-Live support. 
• The second project was the Consumer Packaging Organization. I worked mainly with Consignment but also with Export and Order Management. During both projects I had APO exposure, including TP/VS (Transportation Planning/Vehicle Scheduling).

• The first project was at General Motors Brazil via Accenture (www.Accenture.com.br). Scope was the aftermarket sales to dealers. I worked mainly with logistics warehouse requirements focused on interface development with the Catalyst WMS (Warehouse Management System) and Brazilian Localization (Nota Fiscal, taxes, etc.). After go-live, I became the On-Going support team leader and later new project initiatives lead.
• The second project was at GM Middle East and Africa in Dubai (United Arab Emirates), I joined the implementation team working in Miami, FL to help finalize the web SAP customer access solution and support the Outbound Logistics critical interfaces go-live and stabilization.

• I was part of the BroadVision operations Startup in South America. My role was initially focused on Professional Services (BroadVision Global Services). I was responsible for helping BroadVision’s partners and customers with implementation methodology, RFP answering, resources evaluation/allocation and via training and project planning collaboration.
• I was also involved with other areas of the company (Sales, Channel Management, Engineering, IT). I managed customer’s satisfaction and performed quality assurance assessments. I helped finding prospect accounts, qualifying them, developing proposals, conducting training sessions, developing customized prototypes and teaching best practices to partnering consulting firms.
• The main companies I worked were TAM Airlines (www.tam.com.br), Clicon (www.clicon.com.br) and Xerox Professional Services (www.xerox.com).

I worked on the Auto Parts, Electric Tools and Test/Measurement Equipment Organizations. Bosch has a shared Information Technology department that provides SAP implementation and support services for all the Latin American plants. I was responsible for the Sales and Distribution module for the Aftermarket division and helped on others such as Original Equipment.

• Latin America Headquarters Aftermarket and Electric Tools divisions Project: I was responsible for all SD module configurations, integration and some ABAP development. We also utilize services from a third-party logistics warehouse called Columbia (www.columbia.com.br), with which I was responsible for designing the integration and some development of the interface applications.
• Bosch São Paulo (formerly Wapsa), Bosch Spark Plugs and Headquarters OEM Project: I participated as a configuration, development and testing resource while the first project’s stabilization was still going on.
• Bosch Break Systems Plant (formerly Bendix): I was again responsible for all SD module configurations, integration and some ABAP development.
• Replacement of the third-party logistics (3PL) partner: from Columbia to DHL Danzas (www.dhl.com.br - formerly known and DDF Phillips). I was responsible for all design and implementation and testing of the solution. It was also my first project management experience.
• Commercial Plant in Argentina: Including participation on the implementation of the two manufacturing organizations (Industrial Argentina & Bosch Frenos) and a third-party logistics warehouse (Vidal) they utilize. I was again responsible for all SD module configurations, integration and some ABAP development.
• Large scale upgrade/re-implementation of all installed base from 3.0f to 4.6c.

• Tenneco Automotive divisions Monroe (Shock Absorbers), Axios (Metal Rubber) and Walker (Mufflers) are mid-size American auto-parts manufacturing organizations in Brazil.
• I was responsible for the implementation of an EDI (Electronic Data Interchange) system for the Sales and Distribution Department using Sintel’s software (www.sintel.com).
• Later I worked on the development of a Sales and Distribution solution for their ERP system (called Placomp - www.placomp.com.br) featuring enhanced pricing and order management functionalities. I participated on IT projects during the acquisition of Monroe Axios (Elastômeros) and IT related issues of a new Walker (mufflers) plant.
• I also participated on technology and methodology standardization projects for the Tenneco Automotive Group in alignment with the global Headquarters. Here I first got in contact with SAP during evaluations of possible alternative ERP systems to upgrade the current solution.

• As a trainee, I was responsible for the development, implementation, training and support of a proprietary Sales EDI solution (Order Entry and Order Status).
• Later, I was also responsible for the development of an Accounts Receivable system that exchanged information with the Banks with on-line integration with the Mainframe’s COPICS (CICS based IBM ERP for Brazil).
• I conducted technical training sessions for the IT department co-workers. At the time, the knowledge I got from self-studying at my home PC (Personal Computer) and in technical high school was rare and valuable.
• I was hired as an entry level trainee. I was greatly evaluated specially because of the knowledge and practice on PCs. I became Mahle’s employee as Junior Systems Analyst on August 1st, 1994 and got promoted on 1995 to Systems Analyst.