Liviu A.-SAP FICO Consultant | Freelancer

Geislinger GmbH is an Austrian global leader in the development and manufacturing of powertrain solutions, particularly renowned for its elastic couplings and torsional vibration dampers. Founded in 1958 and headquartered in Hallwang, Salzburg, the family-owned company engineers high-reliability components for demanding industrial applications.

This was a small project with two consultants: myself as the FICO consultant and a logistics consultant.

Geislinger opened a new plant in Romania. The project scope was to add this new plant to their existing S4Hana system.

The implementation covered FI, CO, AA, RO localization, MM, and SD.

Other modules, such as PP and PS, will follow once the new plant is fully integrated into the production flow.

I also provided training for the FICO users.

This was a full-cycle project.

Another division of Voestalpine, specialized in railway systems.

A greenfield S/4HANA system implementation with my colleagues from ascenIT Austria.

My main tasks were implementing the localization system for Romania and the legal reports. The implementation took place during some important legal changes, which made it a real challenge. A large number of SAP Notes were released and needed to be implemented.

S/4HANA no longer supports classic programs for VAT reports. We needed to migrate to the new SAP Document and Reporting Compliance (DRC).

This was a full-cycle project.

This was not a usual role for me. The customer wanted an advisor to support them in their relationship with the implementer. The S4H implementation was carried out by Ness Technologies Romania.

The main goal was to review the solutions proposed by the implementer and advise the end client about them.

Another task was to improve the current configuration to keep records according to 2 different accounting standards.

This is the second project for Voestalpine Austria.

A small project to upgrade the system from ECC6 to S/4HANA.

I worked closely with the technical team to transfer the configuration from ECC to S4. I also supported users in testing the new system.

The project is now live.

This was a full-cycle project.

The project involved migrating from ECC6 to S4H. The scope was to install the new S4H system and then reconfigure it using the old ECC 6 system as a base.

I was in charge of the RO localization package. I worked closely with the team from Turkey, since the localization is closely linked to the standard processes.

The new S4H system is now live.

SAFT Project 03.2023-06.2023

This is one of my previous clients. It was not a full implementation, but an update to the Romania Localization. Since the beginning of 2022, companies in Romania have been required to report SAFT. The focus was initially on large companies.

Vaillant is a medium-sized company, and the requirement applied to them from 06.2023.

My task was to update the Romanian Localization Package with the new SAFT programs, tables, and objects. Installing the new SAP Notes together with ABAP was also an important step (there were over 120).

I also handled the configuration, master data alignment, and data migration to enable reporting of the required SAFT files.

The system has now gone live successfully, and the company is receiving post-go-live support.

EInvoice Project 04.2024-10.2024

This was another small project for this customer. Starting in 07.2024, Romanian entities were required to use the E-Invoice system. I implemented this change for Vaillant.

The change was made by implementing the new SAP Notes (which brought new programs, tables, and objects).

Configuration and connection to the authorities' servers were also required. The system is currently running without issues.

This was a roll-out project for Voestalpine Austria. The company implemented SAP at its plant in Romania (Timisoara). The modules in scope were FI, CO, MM, PP, and SD. I was the FICO Consultant, in charge of FI, CO, and the Romania Localization package.

We had already finalized the main configuration and were running the integrated tests. For me, this meant the entire FI module, except for automatic payments (the client wanted a development with their bank application instead), Controlling with ML (but without Actual Costing), and the VAT declarations and reports included in RO Localization.

The project went live successfully. The final task was post-go-live support.

This was a full-cycle project.

This contract is similar to the contract I had in Germany.

The company has over 100 company codes around the world.

The job has 2 components:

• Level 3 support in the FICO area.
• New implementation projects.

The most important projects were:

• SAP package upgrade – resolving issues related to the new package and applying the relevant SAP Notes.
• VIM project – resolving issues generated on the FICO side.
• Setting up a new plant in Denmark – cost calculation and integration with the logistics side. ML activated.

This was a full-cycle project.

SAP Global Assets Impairment

DRIV, one of Tenneco’s companies, started a global Assets Impairment project. The countries in scope are Japan, Thailand, China, Brazil, India, South Africa, Spain, Czech Republic, and Poland. There are also some countries which do not use SAP for keeping the assets transactions evidence.

I am the consultant in charge of configuring the impairment assets model and running the mass change for these countries. The implementation is SAP standard, and the upload is via LSMW. Currently, Thailand and Japan are in go-live while China and Brazil in tests (finalized with success).

For India, due the specific configuration of the depreciation areas, was necessary to design a different model for impairment by adding an overly complex development. The solution was integrated successfully into the global template.

In November we started a new wave of countries: France, Germany, Russia, Italy and UK. Having the experience from the previous wave, we deployed the solution without notable issues.

After 10 months all the countries are in live status.

SAP Interfaces

After a few weeks of break, the customer called me back to help him with my expertise. This project has as object the realization of several interfaces with other programs. I am the person in charge of the FICO specification working close with the ABAP and PI team.

The interface had as scope the integration between SAP and LT (is a program that keeps track of the company's legal actions).

The interface was able to transfer from LT in SAP the invoices with the legal services, to propose the postings in SAP and to pay the invoices. The payments were then sent back to LT being assigned to each invoice from here.

ML implementation

The project had as scope the implantation of a new plant for Russia. The plant should be able to use ML because it is a legal requirement in this country. I was the CO consultant, and I did the configuration for ML (standard cost and actual costing). The team also had a Logistic Consultant who implemented the logistic processes.

SAP Rollout Project in Romania

Modules in scope: FI, CO, MM, SD

HAI Group, an important aluminum player in Central Europe just expands capacity with acquisition of Hydro Extrusion plant in Romania. This new plant is the focus of our project.

The following tasks were already performed:

• business analysis and the business blueprint for Romania.
• configuration of the model.

I am in charge with the Localization for Romania. Having an outdated system, the localization becomes a real challenge because not all the SAP Notes are applicable and functional here.

After we decided what SAP Notes can be implemented, we started the configuration. In this moment, the project is in the post go-live support.

This is a full cycle project.

SAP Rollout Project in Romania

Modules in scope: FI, CO, MM, SD

The company is a major player in the industrial automation market, with a plant in western Romania.

I am the consultant responsible for implementing the Romanian localization package, working closely with the central team.

I completed the analysis phase together with the Austrian team, and we assigned tasks to each team member.

The first task was to check the system and implement the relevant SAP Notes for Romania together with the ABAP team.

Since the VAT process is very complicated in Romania, I started implementing the solution. It will ensure that legal reports can be run and XML files generated, and support the deferred tax process and VAT splitting in Romania.

After a few weeks, the localization solution was ready and successfully tested by users. Once the settings and tests were complete, I provided FI module support in the final phase of the project.

SAP Rollout Project in Romania, Poland, Russia, Taiwan

Modules in scope: FI, CO, SD, PP, MM, QM, WM

This is a major pharmaceutical company with a worldwide presence. I am the FICO Consultant responsible for the FI and CO modules and localization for Romania.

The Romanian branch has two company codes: a medicine producer (the plant) and a trading company.

I handled a wide range of tasks:

• Adapt the global blueprint to Romania-specific requirements
• Install the add-on for Romania localization and the relevant SAP Notes
• Configure the FI and CO modules (production orders method)
• Configure the Romanian localization programs
• Upload master data for FI and CO.
• Testing.
• Training
• Support
• Documents for various ABAP developments
• Other project documents

After 2 months of integrated testing, we launched the system on the 1^{st} of January 2018.

From January till June, I was responsible for post-go-live support.

This is a full-cycle project.

The plant in Romania wanted to continue the collaboration after the go-live and support phase. A new assignment began, dedicated to small projects such as improving the costing processes by implementing the business plan in SAP and automatically calculating the tariffs required in the production process. Another project involved implementing and running the asset revaluation.

Challenges: The challenge was launching two company codes in parallel with the FI and CO modules. I had to handle many problems and situations.

Modules in scope: FI, CO, SD, PP, MM, HR, CRM, PS

CO modules: CCA, PCA, IO, PC, PA

This is a company in the food industry that produces and sells meat products. The company has a production division, a wholesale division, and around 60 shops across the country that sell the products at retail.

I worked on and completed the BBP together with the PP consultant. The chosen solution for costs was quite complicated because the company's business chain is very complex, and it was necessary to use both the production costs module and CO-PA. Once the BBP was approved by the client, we started configuring the system for the test environment.

Unfortunately, I left this project after the BBP was accepted and after completing part of the configuration for the test environment. This happened because the project was interrupted due to some problems between my company and the client.

An international SAP standard training in Germany with GGB key users. The company wanted initial CO training before starting the implementation in France and Germany. The training covered Overhead Controlling, Production Costs, and Profitability Analysis.

This is a European roll-out delivered by ConVista Consulting from Germany. I am responsible for the localization for Romania and act as the local expert on legal requirements from the SAP perspective. I prepared the Business Blueprint and, together with my colleagues from Germany and Switzerland, integrated it into the Global Business Blueprint.

After the BBP for Romania was approved, I started configuring the Romanian Localization package. The settings involved installing the relevant SAP note in the system, setting up the VAT codes and accounts for Romania, and maintaining the tables needed to run Romania-specific reports.

In the first 2 months of 2013, due to changes in VAT legal requirements (deferred VAT), I changed the VAT procedure for Romania and reconfigured the legal reports.

This is a full-cycle project.

Modules in scope: FI, CO, MM, SD, PP

CO module covers CCA, IO, PC, ML and COPA.

This is an international roll-out in Romania for one of Agrana's plants (the Starch Plant). The group also has a sugar plant that already uses SAP, but this is the only plant in Romania that will use ML as a solution.

I am part of an international team based in Vienna and am responsible for the localization for Romania for the CO solution. The Agrana plant in Aschach, Austria, uses the standard solution, which must be adapted for the Romanian plant.

I started the project with a short analysis at the starch plant covering COPA, cost elements, and ML. I changed the standard cost center hierarchy to meet the new requests from the PP side (production cost centers), as well as the activity types and Product Cost Collectors.

I also prepared procedures for CO transactions and trained the key users using these procedures.

I worked with the consultants from Austria and the Head of the Financial Department to set up the accounting determination for ML in line with Romanian tax law.

In the final phase of the project, I created procedures for the integrated tests on the CO side and assisted the CO users during the tests.

Challenges: This is my second international project, but my first abroad. It is also a great experience in the production side of SAP because the company has an interesting production cycle.

Adapting the Austrian model for ML to the Romanian plant was not easy because of the differences between the tax laws in the two countries.

This is a full-cycle project.

Modules in scope: FI, CO, MM.

• 2010-12.2010

This is an international company that manages several gaming rooms in Romania. The configurations were done here, but I am the SAP CO consultant responsible for support and minor changes to the model (reports in HUF, removing some intercompany flows from reports, setting up service cost centers/profit centers), and providing CO expertise to users.

• 2011-03.2012

The client requested a redesign of the model and new configurations for its joint-venture business. This business was also captured in CO and involved reconfiguring revenues (internal orders with revenues) and setting up many distribution cycles. Because the company has many codes, the CO configuration was designed to distribute costs and revenues and also make postings in FI. I also configured FI to ensure postings from CO.

Another request was to change the cost center and profit center codes, along with their hierarchies.

Modules in scope: FI, CO, MM, PM, CS, SD.

PM/CS module: Analysis of the separation date between the Distribution and Provider companies. PM module: Analysis and correction of errors in archived and deleted documents in the PM module, settlement of orders in the CO module, and deletion of links between the HR and PM modules.

CO module: Separation of data between the Distribution and Provider companies, redesign and reconfiguration of the CO module for the Provider company, deletion of records from the CO module, blocked master data objects, and project documentation. The project was carried out with NESS Romania.

This was a full-cycle project.

Challenges: Due to the large number and variety of errors during the settlement process for the Banat branches, I created an LSMW that used a CO transaction to transfer amounts from the PM module to the CO module. This saved a significant amount of time on the project.

Modules in scope FI, CO, MM, SD, HR.

The first project for IBM was one of the biggest projects from S-E Europe - PETROM. I was a member of the CO team. The CO module covered the CCA, IO, PCA, PA and PC sub-modules.

Main tasks: I elaborated the course manuals for the CO module, I trained key users and end-users, and I trained the internal consultants of Petrom (juniors). During the project I made manuals for 3 categories of users, I held courses for around 400 users from 5 companies’ codes and several departments: Cost Accounting, Investments, Controllers, Internal Orders and other types of users which used CO objects.

Secondary tasks: Several configurations of the training client (settlement profiles, update of PA characteristics, etc.), other project documents.

Challenges: It was my first international project. I was suitable to work on an international team.

It was a full cycle project.

Starting from May 2005 I made tests of the denomination programs to the Petrom branches Prahova and Timisoara. I made the real denomination to the Videle branch. Other units: The University of Iasi and The Polytechnic of Iasi for EMSYS Public Sector.

Challenges: Because of the weak network and firewall, to the University of Iasi I made denomination directly from the server room.

Modules in scope FI, CO, PM/CS, MM and SD.

Tasks: The main tasks in my first SAP project were regarding by the migration of the data in the CO module, FI-GL module and AA modules. I check the files for migration (HR, CO, AA, G/L), I loaded files into the SAP system using LSMW, I created LSMW for the activity types, I made the checking/comparisons between the balances of the new system and the balances of the old system (FI-GL and AA) and I established the differenced and the ways to be treat according with the customer needs.

I made several project documents, I created different CO objects (BBP changes), I adapted the Report Painter reports for Electrica Dobrogea, I modify user’s profiles, and I participated to the integrated tests.

Challenges: I had my first experience with the SAP system which is not so far from EMSYS as conception.

It was a full cycle project.

ERP Emsys Implementation

ERP implementation in 4 branches (Buzau, Piatra Neamt, Curtea de Arges and Cluj). My duties were to customize ERP for economic part (to obtain the balance sheet and profit & loss account, key figures), salaries and personnel, stocks, costs, assets. I made users trainings and several project documents.

Challenges: I created a new model for Hidroelectrica investments. My analysis was used later for a new program special for Hidroelectrica.

It was a full cycle project.

In the first phase I made primary postings (foreign currency, banks, vendors, salaries). In the second phase my duties were to make business analyses, financial control and the consolidation balance sheet of group Relad.

Challenges: I have created a new report regarding by the forecast of results of our branches.