SAP Ariba Expert

• Company description: Toy manufacturer

• Employees: 700

• Revenue: 0,7 billion

• Global project management of Customization Hubs with 12 working groups and several production sites

• Design, planning, and professional support for establishing regional Customization Hub and Decoupling Point structures within an international supply chain

• Analysis of existing supply chain, logistics, and product availability processes

• Design and structuring of the project organization, including work packages, milestones, role models, and project dependencies

• Professional support during the pilot, ramp-up, and go-live preparation phases

• Documentation of project results, decisions, and implementation recommendations

• Creation of detailed concepts for all relevant GTS modules (compliance, pricing, customs clearance, Intrastat, preferences)
• Planning and conducting workshops, including scheduling and documentation
• Development and consulting of the organisational structure and its master data
• Setup and customisation of compliance functions: sanctions list review, embargo, legal control, US re-export
• Uploading and maintaining sanction and commodity lists
• Implementation and validation of integration tests
• Setup and customisation of the modules: pricing (including uploading of customs tariff numbers and STAWN data), customs clearance (including application for test operation with customs), Intrastat and preferences (including preference calculation and LLEs)
• Development and presentation of prototypes
• Derivation of insights for the final concept

• Led a 16-person finance and accounting organization during a restructuring phase; strengthened closing discipline, financial control, cash transparency and accountability.
• Supported cost programs with approximately €2 Mio. in annual savings; established regular KPI reviews for P&L, working capital, POC and cash topics.
• Responsible for monthly, quarterly and annual closing under HGB/IFRS, management/group reporting, audit, tax and GoBD compliance.
• Finance automation with clear business benefits: 13-week liquidity planning, cash flow reporting, P&L versus plan, variance analysis and bank reconciliation; reduced manual work by 40–60 %.
• Improved accounts payable processes through OCR-supported invoice processing and three-way matching with exception handling.
• Sparring partner to management on restructuring, liquidity, working capital, risks and process simplification.

• Supporting the shareholders in the sale of the company – buy & build strategy
• Distribution specialist and solutions provider for all topics relating to power supplies, measurement technology, test systems and OEM in various industries such as automotive, medical technology, defense and aerospace
• In-depth manufacturer-independent technical consulting from design through prototype development across the entire development process

• Senior consultant and interim manager for industry and trade (focus on international strategic procurement and supply chain management)
• Substitute professor (part-time) for materials management, logistics & production at Hochschule Mainz in the winter semester 2021/2022
• Lecturer (Hochschule Mainz) since summer semester 2017
• Subject matter lecturer for procurement, logistics, foreign trade, industrial management and supply chain management
• Trainer (IHK), Master Professional IHK, Bachelor Professional IHK, specialists and business administrators IHK, commercial employees IHK

• Sourcing of contractors, temp labour and direct-search suppliers
• Advisor to procurement & HR in change project

• Implementation of production plants in China on S/4 HANA
• Involved in merger of M Chemicals business in Korea on S/4 HANA
• Involved in the setup of a new production plant in Sheboygan US on ECC 6.0
• DA ERP transformation of Life science and Electronics business on two different systems
• Involvement in setting up the template on S/4 HANA RISE
• Support data migration
• Preparation of test scripts, support testing and assessment of the solution
• Handling cutover and hyper care activities
• Setting up of a new plant in Hamburg in Life Sciences SAP 4.6C
• Implementation of new interface for purchase order processing for Portugal between SAP and TEVAMAP application
• Enhancement of new interface for order confirmation and purchase order delivery schedule between SAP and LIPO applications
• Involved in the Ariba rollout for European countries Nordics, Austria and Switzerland
• Integration with Ariba applications - enhancement of the interfaces related to master data like supplier master data, GL accounts, cost center data, user data
• Analysis, validation and assessment of end to end solution from extraction of master data to creation of purchase order in SAP
• Involved in the PO automation process in case of indirect procurement across different systems and different countries

• Built an independent advisory practice on 18 years of enterprise procurement delivery at Infineon, Accenture, Bosch, Siemens and Lufthansa Group — including programmes for organisations managing €1B–3B annual spend and teams of 100+ across 20+ countri...

• Responsible for cutover planning and go-live management of several parallel IT releases in the e-commerce environment
• Creation and maintenance of cutover plans, runbooks and rollback scenarios as well as audit-proof documentation of all cutover activities
• Definition and management of Go/No-Go decisions, escalation paths and resource availability during the cutover window
• Coordination of technical and business workstreams, management of external service providers and ensuring data consistency
• Management and evaluation of dress rehearsals, structured handover to the hypercare phase
• Cutover reporting and communication before, during and after go-live at decision-maker and C-level level
• Result: All releases completed as planned, cutover structures sustainably established and handed over

• The customer is undergoing a comprehensive transformation. All SAP ECC landscapes worldwide are being migrated to SAP S/4HANA, with the goal of introducing a standard template worldwide.

• The program also includes the “RISE with SAP” migration and modernization program, which may involve migrating the landscapes of selected country installations to the SAP Private Cloud.

• On the stakeholder side, the program reporting line extends to the company’s executive board and that of the implementation partner.

• Fiserv Germany’s ERP landscape currently includes several non-standard SAP tools and applications that extend the functionality of the ECC environment and can often be integrated into downstream systems. As part of the transition to SAP S/4HANA, it is essential to assess the core functionality, integration points and future viability of these applications in order to determine their alignment with the target architecture.

• The focus of the work is on providing expert advice and assessment to define the scope, strategy and roadmap for transitioning Fiserv Germany’s SAP ECC system to SAP S/4HANA.

• The recommended best practices from SAP are followed and a structured approach is used to ensure a smooth transition with minimal disruption while maximizing business value.

• This assessment forms the basis for a successful SAP S/4HANA transformation and ensures alignment with industry best practices, regulatory compliance and future scalability.

• Migration Strategy Definition – assessment of available transition approaches based on business objectives, technical feasibility and SAP Best Practices.

• Technical Readiness Assessment – conducting a system analysis to assess compatibility, custom code impact, data volume management, integration points and infrastructure readiness for SAP S/4HANA.

• Business Process Impact Analysis – reviewing the latest business process documentation to define the scope and effort required to implement the necessary functions in SAP S/4HANA and to identify opportunities for process optimization.

• Roadmap for Non-SAP Systems and Applications – assessment of third-party and legacy applications regarding their integration with SAP S/4HANA and recommendation of consolidation, migration or replacement strategies.

• Deployment & Implementation Planning – defining a phased approach for implementation, including project schedules, risk mitigation strategies and key milestones aligned with business priorities.

• This transformation takes place in phases: the Discovery phase leads to the Explore phase, which is followed by the Design phase and finally implementation.

• Program management

• Change management

• Requirements management

• Transition management

• Stakeholder management

• Risk management

• Comprehensive coordination

• Interim license management.
• Responsible for service relationships with suppliers as well as transaction-related and supplier-related support tasks.
• Strategic procurement activities to manage risk and optimize the value/resilience of license usage, including establishing supplier relationship management processes and continuous improvement objectives/programs.
• Negotiation of contracts and coordination of supplier integration plans with internal customers.
• Monitoring of market dynamics affecting the availability and/or pricing of materials/services.
• Collaboration with internal customers to identify procurement needs, develop buyer/market profiles, identify market trends and define acceptable service levels.
• Management and termination of an IT contract portfolio required for the IT infrastructure and application landscape.

• Overall planning and supervision of the relevant HVAC and sanitation installations across multiple construction phases.
• Leading installation teams and subcontractors.
• Ensuring adherence to schedules, budgets and quality standards.
• Coordination with other trades.
• Lean Construction Management, preparing and moderating the Last Planner Method.
• Supporting schedule planning and moderating workshops in the IPA project environment.
• Planning, organizing and supervising all HVAC and sanitation work on site.
• Managing own installers and coordinating subcontractors.
• Ensuring that all work meets quality standards, safety regulations and the schedule.
• Aligning with other trades, authorities and the client representative.
• Creating plans and reviewing invoices.
• Monitoring the proper application of construction techniques and compliance with safety regulations.

• Overall responsibility for strategic and operational procurement, Procurement Management (11 FTE).
• Further development of the procurement and procurement organization, including task and role model.
• Management of cross-functional special projects (e.g. value engineering, design-to-cost).
• Development and implementation of a holistic sourcing and procurement strategy with a focus on resilience, ESG, de-risking, decoupling and cost performance.
• Execution of a comprehensive procurement transformation with a new supply chain strategy alignment.
• Reorganization of the procurement team to improve efficiency through clear role allocation and relief from non-core and non-functional tasks.
• Professionalization of contract management processes and supplier development programs.
• Process optimization along the S2C and P2P chain, including standardization and automation in line with MDR (EU Regulation 2017/745), GxP compliance & quality management systems ISO 9001 and ISO 13485.
• KPI development and optimization of the KPI system for performance and efficiency measurement in critical paths and missing parts.
• Coaching the team in strategic procurement work, project management and procurement due diligence.
• Implementation of AI-supported tools for sourcing, spend analysis and inventory management to optimize inventory.
• Achieved inventory reduction of ~31% through professional inventory management.
• Management of two cost reduction (cost avoidance) programs with quantified results: ~50% reduction in manufacturing costs for one core component and ~64% reduction in material costs for the successor platform through redesign and category sourcing.
• Savings in the low double-digit million range versus the baseline.
• Material groups: contract manufacturing, PCBA, EMS, blower, silicone injection molding, power supplies, batteries, displays, hoses, masks, valves, foams, cables, sensors, wireless modules (2G–5G), telemedicine components, laboratory services.

• Interim SAP BW Senior Consultant

• Analysis and optimization of the analysis authorization concept

• Analysis of the existing SAP BW authorization concept, particularly the mechanisms for assigning analysis authorizations to various organizational units.

• Development of an enhanced concept to standardize authorization management.

• Prototypical implementation of a solution for multidimensional authorization linking without additional CompositeProviders.

• Use of dynamic control via Customer Exits in combination with an authorization ADSO, in which permitted combinations can be centrally maintained.

• Application of the Cartesian product concept for precise modeling and authorization of permitted combinations from multiple analysis authorization dimensions, enabling flexible and consistent access control.

• The new structure simplifies the management of complex authorizations, reduces redundancies, and makes extensions easier.

• It was initially implemented as a prototype to create a well-founded basis for decisions regarding further strategic direction.

• After successful validation and positive evaluation by the project team, the solution was further developed productively as part of a User Story and rolled out across the entire SAP BW system.

• Virtual key figures & OLAP calculations

• Capital Lock Up Ratio (CLR%)

• Development and implementation of complex virtual key figures using BAdI RSROA_OLAP_BADI, including:

• Net Service Revenue – 3 Month: Dynamic calculation of three-month totals across all periods of the selected year.

• Capital Lock Up Ratio %: Key figure for measuring capital tied up, calculated as the ratio of NSR to the cumulative NSR three-month total from P1 to the current drilldown period; used to analyze how much capital is tied up in the company before it is converted into revenue – essential for liquidity management.

• Implementation of a mechanism for simultaneously passing two FISCPER intervals:

• One interval for displaying the period.

• One interval for restricting the data.

• Objective: Implementation of a moving average based on a dynamic drilldown period to determine capital tied up accurately for each period.

• Account hierarchy-based key figure management

• Development of dynamic key figure assignment based on account hierarchy nodes as an enhancement of the existing key figure management solution.

• Implementation of BAdI RSROA_OLAP_BADI combined with an easy-to-maintain Customizing table in which the rules for key figure assignment can be defined flexibly.

• Runtime-based mapping of approx. 135 key figures according to the individually maintained rules, without manual system changes.

• Replacement of an earlier AMDP-based SQL logic in which every change to a node or key figure required a code adjustment, clearing the ADSO, and a time-consuming reload (approx. 2 hours).

• The new solution enables ad hoc adjustments via SM30 maintenance – without a new transport, without data reloading, and with significantly reduced system load.

• Significant reduction in maintenance and development effort.

• Avoidance of long loading times and complex AMDP adjustments.

• Increased flexibility in managing key figure assignments, effective immediately without system changes.

• Improved performance and flexibility when analyzing reports.

• Significant reduction in maintenance effort through dynamic control and modularization.

• Contribution to the strategic development of the reporting and authorization system in the SAP BW environment.

• Development of a generic ABAP framework for integrating SAP Analytics Cloud (SAC) Export APIs into SAP BW/4HANA

• Design and implementation of a reusable handler and service class architecture for the automated transfer of data from SAC into BW ADSO structures.

• Automated push reporting with dynamic query integration (SAP BW/4HANA)

• Design and implementation of an ABAP-based push reporting framework for automatic email notifications based on BW query results.

• Development of a central ABAP class for generating the HTML email body, including embedded MIME images (KPI screenshot, logo, etc.) and dynamic recipient management.

• Remote hierarchy & access concept for user-specific WBS structures (Deloitte, 2025/2026)

• Design and implementation of a virtual SAP BW/4HANA hierarchy for user-specific control of WBS elements in complex engagement structures. The objective was to eliminate redundant leaf nodes and ensure that each user sees only their own area of responsibility – both in the F4 value help and within analytical queries.

• For this purpose, I developed a fully dynamic hierarchy generator based on an ADSO that determines the relevant subtrees at runtime and makes them available to the system without physical hierarchy loading. The solution eliminated duplicate structure paths, drastically reduced the data volume per user, and enabled secure, high-performance navigation without visibility of other users’ project data.

• I also analyzed system-side limitations of the SAP standard F4 hierarchy resolution and, based on this, developed an alternative input and proposal concept for users with global views (“ALL”), fulfilling both security and performance requirements.

Technological focus: BW/4HANA, virtual/remote hierarchies, ADSO design, ABAP-based runtime generation, complex F4 logic, access concepts, performance optimization of large hierarchy structures.