Andrew Taylor

I implemented a SAP Ariba source-to-contract and supplier qualification solution in three global regions, each with a separate enterprise resource planning (ERP) back-end solution, including (J.D. Edwards) JDE and Pronto ERP.

As SAP Ariba was being rolled out globally, and the regional ERP teams had different data standards, design principles, and approaches, the main outcome was to get all ERP regional teams brought into the case for change.

I led a change and communications stream to ensure that over 100 users were aware of the project, change networks were set up at a global and regional level, and all end users were trained.

I also served as the architecture design authority for deploying the codeless business process automation (BPA) middleware tool that acted as the integration and data mediation tool to harmonize and process master and transactional data between SAP Ariba and the three back-end ERPs.

This led to First Quantum Minerals having the ability to have over 1,000 suppliers self-serving their qualification data directly in SAP Ariba, eliminating the need for a very manually intensive process where a team of four was maintaining supplier qualification information on a custom SharePoint site.

Breezway is Australia's largest made-to-order window manufacturer based in Brisbane. They can compete in this space with their cheaper Chinese competitors as they can manufacture a window to an exact customer specification and have the finished product delivered anywhere in Australia within four days.

This clear market advantage was apparent when they selected me to implement SAP to automate the procurement and management of inventory, order-to-cash, and manufacturing processes.

Over eight months as a SAP functional consultant, I fully implemented SAP modules and materials management for procurement and inventory management, production planning for the highly complex manufacturing process, and sales and distribution for the customer quotation to the billing process.

One of the main outcomes of this implementation was that it reduced the manufacturing process for a finished product by 15% on average and highlighted specific workstations that initially were not conforming to Breezway manufacturing standards.

Velliv was a new organization born out of the Nordea Bank, and it became the largest private pension provider in Northern Europe.

As a new procurement organization, I provided advisory consulting on "what good looks like" in terms of using technology to develop a high-performing sourcing and procurement function within Velliv.

The next stage was a two-phased Ariba sourcing and contracts deployment, followed by an Ariba Supplier Lifecycle and Performance (SLP) and supplier master data management deployment.

In addition to my duties as the solution implementations project manager, I acted as a customer project manager, working with the Velliv technical and business teams to ensure all integration with the SAP ERP solutions was in place.

Royal Mail Group Limited, trading as Royal Mail, is a British postal service and courier company. I was the leading system integration delivery project manager. I led a team that delivered the following to the Royal Mail:

• Handled SAP Ariba guided buying.
• Worked on SAP Ariba catalogs for indirect.
• Migrated the existing SAP integration suite from SAP CI9 to SAP Ariba Cloud Integration Gateway (CIG).
• Carried out the system improvement program of works for an OpenText Vendor Invoice Management (VIM).

During this project, I led a team of eight delivery consultants across three workstreams: Ariba Functional, integration, and accounts payable continuous improvement.

This role required senior stakeholder management and ensuring project governance processes were adhered to.

The outcomes were that I successfully simplified business processes across the procure-to-pay areas and improved contract compliance by ensuring that maverick buying activities were directed to procurement teams.

Harbour Energy embarked on a transformation program to consolidate 20 legacy systems into a S/4Hana digital core for Harbour Energy. Using the SAP Activate project methodology and focusing on process simplification with a fit-to-standard approach to solution design.

I was the project and delivery manager of the source-to-contract and procure-to-pay process areas, reporting directly to the CIO and program manager. I interacted with all stakeholders and representation on all levels of the governance structure.

I also acted as a technical design authority. I ensured that the source-to-pay (S2P) deliverables adhered to the program design principles and provided a low codebase, eliminating technical debt upon transition to business as usual (BAU).

As part of this project, my team delivered the world's 1st integration between the SAP Ariba business network, the world's largest B2B network, with Basware AP Automation, the best-in-class accounts payable cloud solution.

Stockland was a commercial real estate developer who managed large shopping malls and centers across Australia.

As this project's procurement and logistics lead, I was responsible and accountable for deploying the S/4HANA procurement and inventory management modules, SAP Ariba Source-to-Contract, and Ariba SIPM.

I led a team of five consultants using the Activate project deployment methodology, managing the implementation from design to deployment.

One of the significant outcomes is that we replaced five legacy systems with the SAP S/4HANA core and automated large parts of the procurement and accounts payable processes that had been performed manually.

Octapharma, as part of their SAP enterprise resource planning (ERP) implementation, engaged us midway through the project to implement SAP Ariba Snap (guided buying package).

As the project manager, I had to hit the ground running, understanding the established governance structures and program plan. Within a week, I had developed and endorsed the SAP Ariba delivery plan. My remaining challenge was adjusting the SAP Ariba project plan to align with the program's entry date into user acceptance testing UAT.

Despite these challenges, I established the governance structure and fully onboarded and integrated my delivery team with the other system integrator (SI) partner.

The project had a successful outcome where my delivery team met key milestones and delivered the project on time and within budget.

I was the SAP Logistics and Supply Chain lead consultant for the SAP Implementation Project at BE Campbell, Australia's largest wholesaler of pork-based products.

The SAP system was required because BE Campbell's rapid growth had outgrown its legacy systems and processes—in some cases, large parts of the inventory process were manual.

I led the discovery phase to define the requirements and performed the gap analysis of the SAP ECC business processes.

In addition, BE Campbell also implemented a SAP industry solution called Meatline, which was integrated into the design due to the complexity of the slaughter processes.

The project had a successful outcome where BE Campbell had, for the first time, a complete, single view of their procurement, manufacturing, finance, and HR areas.