Jibin J

The program aimed to design and adopt harmonized business processes across the Asia Pacific countries using the SAP Hana environment.

Requirements include:
• In-country legal and tax requirements in the blueprinting workshop
• Fit-gap analysis through gaps' identification
• Hands-on configuration
• Functional unit testing and integrated testing
• User training

This SAP solution supported direct, indirect, intercompany, and drop ship processes while providing hands-on integration mapping with E2open and other legacy applications like pharma-specific applications.

I configured SAP S/4 HANA in direct, indirect, inter and intra-company and dropship procurement processes focused on RFx, contracts, quota arrangements, MRP, purchase requisition, purchase orders (regular and STO), inbound delivery, good receipts, invoice management, and payments. I built purchase requisitions, the order release strategy, pricing procedures, condition records, and document types. When SAP country solutions became available for India, China, and Thailand, I managed the required changes' transport and combined this solution with SAP Concur, Taulia (supplier collaboration), PwC tax solution for India tax reporting, and key vendors using B2B integration.

The program goal was to migrate SAP and its bolt-on application to the AWS cloud platform to HANA, as it gives scalability and high availability as one global SAP solution for Bio-Rad across all business units.

I evaluated and implemented the additional capabilities with AWS cloud solutions and other technical enhancements, performing AWS solution integration and automation with SAP and non-SAP systems. I also reconfigured integrations as the sources and destination changed, worked with the HANA team in code pushdown, and enabled new productive Fiori apps for users, improving the solution performance and user experience. Moreover, I led the SAP data migration strategy, the process and data triggering mechanism implementation, conversion, data quality management, and data governance using capabilities and Hanatization of programs. Finally, I conducted SAP integration and testing with other applications, managed user acceptance and testing with HP ALM and QMetry, and coordinated the dress rehearsal, cutover, and hyper-care support through the ServiceNow ticketing system.

I collaborated in implementing different phases of this project—namely blueprint, realization, cutover, and hyper care—and identified and documented current and future business processes considering European legal requirements and the French Sunshine Act (FSA). I configured the SAP solution for direct, indirect, inter and intra-company, and drop ship processes. I also identified and completed the process design to simplify and build a standard process. I led and performed hands-on integration mapping with E2open and other legacy applications—including pharma-specific applications— fully compliant with local legislation and requirements. Finally, I worked on the solution integration mapping, development, testing, cutover, and go-live phases and integrated the SAP solution with SAP Concur, Taulia (supplier collaboration), PwC Edge (European tax reporting), EDICOM (invoice management broker for Europe), punchout catalogs, and key vendors using B2B integration.

I contributed to implementation through different phases of the project—namely blueprint, realization, cutover, and hyper care— identifying and documenting current and future business processes that include complying with life science-specific requirements from the Health Insurance Portability and Accountability Act (HIPAA) and the Federal Physician Payments Sunshine Ac. I configured the SAP solution for direct, indirect, inter and intra-company, and drop ship processes and identified and completed the process design to simplify and build a standard procedure. I also led integration mapping with E2open and other legacy applications, including pharma-specific applications, and worked on solution integration mapping, development, testing, cutover, and go-live. Finally, I integrated the SAP solution with SAP Concur, Ariba business network, Taulia (supplier collaboration), VAweb (a pharma-specific solution), life science-specific solutions and reporting according to federal agency solutions, ServiceMax, Cannon Business Solution for invoice scanning, and key vendors using B2B integration.

I led the implementation of the SAP Procure to Pay Process at Johnson & Johnson, integrating multiple SAP ECC instances with different SAP modules, cloud solutions, and other legacy applications for the global procurement process focused on the supplier collaboration process, cloud solutions implementation, and integration. I designed the end-to-end process in procure-to-pay and complex intercompany scenarios, including multiple SAP instances and key divisions. I also developed and implemented the SAP global template for the offshore manufacturing process and supply chain management, enabling a high degree of automation in Johnson & Johnson's offshore supply chain process for its divisions—pharmaceuticals, medical devices and diagnostics, and consumer—while integrating this complex process with different applications and multiple SAP instances like SD, MM, WM, and Catalogs, and also with SAP SNC, Ariba, SAP BI, BDW, MDG, and 27 legacy applications. Finally, I integrated the SAP solution with SAP Ariba, Concur, SAP field glass, Home Grown (a supplier collaboration solution), a pharma-specific solution, life science-specific solutions and reporting, ServiceMax, invoice scanning, key vendors using B2B integration, and banks.

I handled project management organization, governance, stakeholders, steering committee, change management board, key milestones, and the project plan for this solution delivered on time and within budget.

I built the project scope statement, overall project schedule, budget and resources, and key milestones. I created the master project plan with detailed tasks and resources and established the process for capturing and monitoring risks and issues. I maintained the project plan and updates (relevant changes), analyzed lessons learned, shared thoughts with the organization's project management community, and evaluated project trends and deviations forecast. I also worked with finance in CAPEX/OPEX classification and financial booking and tracked the project team's hours for accruals and other financial reporting. I built SAP ECC—PTP, OTC, PTM, RTR, LEC, SRM, SUS, CRM—Cloud solutions (Ariba), and other non-SAP systems cutover build plans, including all technical steps and tasks required to build the new system through transports, OSS notes, and manual system configuration. Tasks have been assigned to the resources, and an estimated duration for predicting the cutover window to go live was settled to reduce the business downtime.

I supported the different phases of the project by detailing the project plan and establishing the data office, governance, stakeholders, steering committee, and key milestones.

Specifically, I built the overall data migration project identifying the scope (conversion scope and objects) and creating and finalizing field mapping requirements, ensuring data quality guidelines were met. I established data preload and post-load sign-off processes and reported on data anomalies, providing remediation steps. I also led data requirements collection workshops, built data mapping requirements, and identified current and future data elements, conditions, and enhancements. Finally, I used my extensive knowledge of SAP solutions and how specific modules integrate to understand the data scope and remediation while identifying data requirements and mapping scope for business operations in SAP ECC—PTP, OTC, PTM, RTR, LEC, SRM, SUS, CRM—Cloud solutions (Ariba), and other non-SAP systems. SAP's enabled data migration tools and capabilities include SAP MDG for master data for materials, customers, and vendors.

I led the global template design of the supply chain process at IBM. After evaluation and best practices availability, IBM chose to use SAP ERP and its subcomponents as its strategic solution. SAP ECC, SRM, SUS, SD, CRM, and Portal were integrated into SAP modules and legacy applications for global supply chain management—focused on Core 9 IBM service models—and IBM's manufacturing process.

The project aimed to design one single SAP implementation system with considerable savings in the global supply chain management organization, with spend analysis, a data warehouse, and integration to financial, order management, procurement process, and better customer satisfaction.

I designed the SAP ECC global template for the IBM offshore manufacturing process and supply chain management. This primary design simplifies and establishes a standard procedure that brings IBM operations to one core process, enabling a high degree of automation in IBM's offshore supply chain process for its key products, servers, and microprocessors representing over $14 billion of IBM sales. I also integrated the SAP solution with SAP Ariba, Bond (a supplier collaboration solution), tax solutions, invoice scanning, punchouts, and banks.

I led the implementation of the SAP supply chain process, including key MM and SRM modules, at a major steel manufacturing company. SAP SCM was integrated into other SAP modules (SAP ECC 6.0, SAP XI, APO, and Catalogs) and with a legacy application for the global supply chain management project to handle external requirements, project orders, maintenance orders, plant orders, and product procurement, with SAP SRM being implemented in multiple languages. I also produced documentation about customer requirements and configuration and issues management details, leading the configuration master data—materials, vendors, and customers—on SAP SCM. Finally, I configured the purchasing sub-module with release strategy, condition types, and other details, designed the inventory management, and created different documents for transactions in purchasing.

The project resulted in considerable savings in global operations and manufacturing organization with product category-level management and product costing. The team seamlessly integrated all the process improvements into the client's global supply chain planning and execution systems with SAP SCM and SRM.

I led an electronics manufacturing company's ECC implementation for the supply chain process. The integration involved legacy applications such as SAP XI, Middleware, ESB, and Business Tone to enable global OEM and replenishment processes, including procure-to-pay (SRM, EBP, SUS, and MM), order fulfillment (logistics execution, inbound process from SUS, and EDI), return process (regular and drop-ship orders), supplier integration, onboarding, drop-ship process, and e-procurement (SRM, EBP, SUS, supplier collaboration, and sourcing).

I worked on SAP ECC, SRM, and Catalog Management to configure different company codes, organizational units, user profiles, and user management. I also designed workflows and established catalog linking (punch-out and internal catalogs), updating initial catalogs with new content and setting up authorizations and profiles aligned with business process requirements. Finally, I facilitated the creation of tailor-made reports in SRM and BW to drive specific processes.

The project resulted in a scalable information architecture with improved integration into financials, order management, and procurement processes, significantly enhancing Lenovo's global supply chain planning and execution capabilities.

I worked in implementing SAP ECC—SAP XI, SAP NetWeaver, SAP Solution Manager—to serve supply chain processes at an electronics manufacturing company.

The implementation included integration with various legacy applications such as Manhattan WMS, APLL, SPSI, and the global instance of SAP. The focus was on order management, including procure-to-pay, order-to-cash, order fulfillment (logistics execution, inbound process from WM and importation system), return process (regular and direct ship orders), and reporting from BW. Supplier integration for the 3rd-party direct ship process, supplier collaboration, sourcing, and workflow management were also part of the scope.

I build the global template and process designs across all Sharp subsidiaries in different countries, leading process mapping, subprocesses, and activities within each sub-process. I configured SAP materials management for master data (materials, vendors, and customers) and the purchasing sub-module with release strategy, condition types, and other details. I created different documents for the transactions in purchasing and configured the inventory management and its integration with third-party warehouse management (Manhattan warehouse system) and 3PL solutions.