SAP ECC Experts in Hamburg

Technical environment: BDC

• Design of BDC project: role design, space design, authorization concept, naming convention
• Template development of database artifacts for master and transactional data

• Lead architect for an enterprise loan digitisation programme, coordinating 12 engineers across five workstreams and serving as final technical authority on system design.
• Cut critical application response times by 68% (display 17.3s → 5.6s; modification 11.8s → 5.0s) through targeted caching, OData query optimisation and lazy-loading refactoring; further optimisation in progress.
• Own production error triage, prioritisation and resolution across a multi-application portfolio supporting live lending operations.
• Design and implement SAP Fiori applications on SAP UI5, TypeScript and RAP, owning delivery from architecture and code through rollout and production support.
• Established C4 architecture documentation and decision records for the full programme, enabling faster onboarding and consistent cross-workstream design governance.
• Co-managed S/4HANA release cycle alongside primary responsibilities, coordinating directly with SAP support to resolve critical system issues across the portfolio.

• Enterprise and IT strategy
• Digital transformation
• Process and portfolio management
• Interim IT management

• Project management and change management
• Blueprint-to-go-live including cutover
• Implementation in a greenfield approach
• Management of the integrator
• Designing, organizing, and executing change management
• Agile management in Jira and Confluence
• Fit-gap analysis, requirement engineering, development, testing, cutover, and hypercare
• Covering the processes Sales-from-Stock, Procure-to-Pay/-Receipt, Invoice-to-Pay

• Disciplinary and professional leadership of the IT and service team
• Definition and documentation of the Current Mode of Operation (CMO) in Confluence: application landscape, infrastructure, networks, backup & storage
• Development of the Future Mode of Operation (FMO) including process analysis & stakeholder interviews with all departments using BPMN and flowcharts
• Optimization of license management: reduction of ongoing software costs by approx. 17% p.a.
• Introduction and establishment of Jira as the central tool for project and service management
• Introduction and rollout of the HR software MindKey to digitize HR processes
• Introduction of a VoIP solution with Microsoft Teams incl. PSTN connection to replace classic telephony
• Introduction of the production and planning software OptiControl to digitize operational processes
• Rollout of Intune as a Mobile Device Management solution for Windows, iOS and Android
• Build-up of Power BI dashboards for machine park monitoring and financial reporting
• Planning and execution of the IT consolidation of two locations for 170 users
• Introduction of automated penetration testing with Pentera
• Coaching and mentoring the team in agile methods & project management
• Operational support in day-to-day business: administration, incident & change management
• Management of external service providers and assurance of the quality of outsourced IT services
• Responsibility for the IT budget incl. planning and controlling
• Direct reporting line to management with regular management reports on IT KPIs, budget and project status

• Project assignment ended early, further continuation only with own staff.
• Support for payroll Germany, including customizing and program analysis.
• Development of ABAP programs, ABAP OO classes and methods.
• Definition of wage types, attendances and absences, daily programs and shift schedules.
• Adjustment of schemas and rules for payroll Germany.
• SAP HCM 3rd level support according to change requests and incidents.
• Work as a freelancer, part-time, remote.
• Technologies used: SAP R/3 HR Rel. ECC 6.0, PA, PT, PY.

• Consulting on SAP authorizations and governance
• Conducting governance consultations, iteration support and project coordination
• Developing solutions for effective control and monitoring of SAP authorizations
• Creating concepts and recommendations
• Drafting detailed concepts to improve the assignment and management of SAP authorizations
• Providing clear recommendations based on established methods and best practices
• Creating/customizing authorizations for MM including MDG/MDM as well as FI, PP including AIRC Services within SAP Finance
• Reviewing existing structures and processes
• Analyzing and evaluating current SAP authorization structures and processes
• Identifying weaknesses and developing optimization strategies
• Conducting trainings and workshops
• Planning and delivering trainings and workshops for awareness
• Sharing knowledge in SAP authorizations, including role assignment, support during iterations and consulting on role development in the pharmaceutical environment.

• S/4 HANA template rollout "PHI"
• Sales process consulting (Order to Cash), supporting the department in business process optimizations for sales and shipping
• Stock transfers (STO), specification for a client-specific transport planning and evaluation tool considering load capacities and load characteristics
• Sub-project lead for the EDI integration of external warehouses via DESADV/WHSCON, SHPORD/SHPCON, customizing, and testing

• Design and implementation of a big data energy reporting infrastructure for operational data from data centers in EMEA for aggregated client reporting and the energy efficiency register (EnEfG)

• Integration of data from over 50 systems, including GridVis, Robotron, Niagara, ShowIT, and Salesforce

Situation and Challenge:

• LPA has so far been part of the city's core budget – no financial autonomy (no relevant data, processes or powers)
• MACH ERP system unsuitable for in-house operation; MACH replacement in the Hanseatic city of Lübeck by December 2028; competition for staff resources
• Port location is underperforming (Deloitte); competition for investment within the core budget is leading to a gradual and steady deterioration of port infrastructure, resulting in customers cancelling orders -> losses in cargo handling.
• Staff shortages in the Customer Management & Internal Services department are significantly increasing the pressure on projects · The LPA organisation is stuck in silos

Objectives and tasks:

• Preparation for the spin-off of LPA into EHL, a commercially operated municipal enterprise, with effect from 1 January 2027; support until the takeover by the internal PL. Drafting of a business plan for the City Council's approval of EHL
• Shortlisting of suitable ERP systems to serve as the digital backbone of the future EHL, taking into account the timetables of the relevant committees.
• Mapping of core processes to be defined within the ERP system and development of a suitable organisational structure for the target state.
• To prepare for and bring about committee decisions at project and policy level

Measures and Procedure:

• Brief analysis of the current situation: stocktaking, assessment of the status quo, evaluation of the results with departmental management
• Organising the current business into four new core processes to be introduced: Financial Accounting, Project Management, P2P, OtC. · LPA scoping: stakeholder consultation
• Selection of a technical service provider, preparation of the tender documentation and awarding of the contract in accordance with the local authority's procurement procedures
• Process and business area definitions, divisions · FIT/GAP analysis · Process mapping (actual vs. target), used to derive the change map
• System design and configuration: Basic configuration (chart of accounts in accordance with GemHVO_SH), master data structures, workflows tailored to requirements
• Data migrations: organising customers, suppliers, items and assets · MACH data exports

Results and Successes:

• Restructuring of established administrative processes into four optimised core processes · Market analysis · Selection of an ERP solution · Management of the decision-making process
• Executive Committee resolution, February 2026: Introduction of SAP Business One as the digital ERP backbone: financial accounting, project management, procurement (P2P) and sales (OtC) in 2026
• Approval from the Digital Gov. Board obtained in the HL · Data protection assessment for cloud solutions with DOS completed
• Sub-project: Business plan submitted on time and for consideration by the City Council
• Process mapping completed: Financial Accounting, Project Management, Purchasing, Sales · Scenarios documented · All integration applications (Orca AVA, Zedas, E-Plas, building inspections in Excel) clarified in SAP BusinessObjects and data import structurally prepared
• Key user basic training courses 1 and 2 successfully completed (April 2026) · Handed over to internal project manager in May 2026 with an overall project status of GREEN

• Responsible for preparing annual HGB financial statements, including notes and management report
• Responsible for overall closing coordination
• Coordinating tax returns