Anatoly Ryabukha
FI/CO Expert, BSA, Senior manager
Persönliche Daten
English (Fließend)
Zur Person
Beschreibung
Implementation experience – sixteen years (16) SAP R/3 & SAP ERP 2004/2005, particularly in Financial accounting and Budgeting area – RAS/Tax/IFRS/GAAP (FI-GL, FlexGL, FI-AP, FI-AR, FI-SL, FI-FA, Accruals Engine, FI-FM/BCS/Budgetary Ledger), Investment management (IM) and Controlling (CCA, CEL, OM, PC, ML/Actual Costing – periodical and AVR), CO-PA, ABAP development: user exits, ALV grid, BADI/BAPI, ESP, LSMW
Anlagen
Summary:
Professional with 16-n years implementation experience SAP (R/3,
SAP ERP 2004/2005 and project management (SPRACC):
Freelancer (Network of public catering establishments):
Adoption strategy maps templates for standard strategies
(SAP viewpoint), Alignment and functional scope definition with SAP Value realization
Management (Value Based Management), The general model of calculation SHV, Major
influence factors, Influence model, Adoption different Value Driver Tree: SVA, EP, EVA
-> EP measure tree, Development strategy map aligned with solution map, Internet
marketing plan for Portal, Evaluation functional scope
iTeco Business Consulting: IS High Education &
Research adoption for Russian Universities –
Functional architecture development (Using Ledger approach for maintenance in
system different FY variants: teaching year, calendar year - RAS, calendar year –
IFRS, calendar year - Tax), SAP Health Care – development E2E processes, which
oriented on max using standard ERP functionality
ITG Consulting: Development architecture and conceptual design in ERP part – IS
High Education & Research
SAP CIS: Bayer Rollout sales, Solution development “Budgeting across contracts”
IDS Scheer CIS (SAP Practice Director): Achievement SAP Practice Profitability,
implementation special delivery model, which oriented on the work in “turnover
industries” (comprehensive approach – universal resources: knowledge of min 3-e
functionality + ABAP: user exits, BADI, BAPI, ESP). This functional strategy created
on the basis of analysis principles and methods work of main competitors (Bench
marketing) with purpose of achievements “cost effective leaderships”. Sales and
implementation Big Bang Provimi Rollout: IPR (ARIS: Conceptual and Detail design,
RICEF, BBP automatic generation, uncial solution for automatic charging “PO Based
accruals” (FI-FMBCS + Budgetary Ledger), Ledger approach as form for parallel
realization RAS/IFRS/Tax, verification and development project solution for easy
handling difference in COGS on the basis of ML (alternatives comparison): additional
cost elements and/or (+/-) methods, AVR (cumulative costing), axillary cost split
component, flexible solution for charging bad debt provision (FlexGL), solution for
automatic charging inventory obsolesce provision – MRN* Delta posting,
development solution (BADI – account correspondence system) for confirmation local
financial reporting (EHP 3 limitation – Russian Add On work only with leading
ledger), ESP + BADI (derivation from document date) – delayed documents allocation
into different periods (basis for asynchronous closing)
IMG Russia (Managing Director): Opening Russian market for new partner - very
successful startup in IMG history (over two years company successfully competitive
with IBM and Accenture) – consulting staff 40 peoples. Sold and successfully done
project program on BASF (4 Rollouts – RU and KZ) and Vnukovo (DMS, PTA
(Russian Add On) for Tax accounting and RAP 18/2, Solution for Protective clothing)
GMCS (SAP Practice Director): First full scale Green field project from functional
scope viewpoint in Russia. SAP Practice organization (Body shop 20 peoples -> 60
peoples, organization across main SAP Products). On this project was implemented
solution for 3 PL Budgeting (IM-Appropriated request, Easy cost planning, ERP
Integrated planning, CO-OM (CEA, CCA, OPA), FI-FMBCS (CB, PB), Active
availability control, WF)
SAB Miller (CIO, Project manager): First full scale successful project in Beverage in
Russia. Solution for goods and returnable package was developed: user exit for
splitting SD billing document on two logical documents (one for goods, one for
returnable package), purchase ledger and sales ledger adoption for these documents,
solution for automatic clearing OI for these documents (separately for goods and
returnable package), solution for budgeting in FI-FM (old) – CFC – P&L by cost
nature, NCFC, stock level, CAPEX, FI-SL (corporate financial reporting for shifted
FY), process architecture and functional scope formalization as customer net value
added chain
Key skills:
Sixteen Go-Lives (16), Eleven (11) Rollouts
Implementation experience – sixteen years (16) SAP R/3 & SAP ERP 2004/2005, particularly
in Financial accounting and Budgeting area – RAS/Tax/IFRS/GAAP (FI-GL, FlexGL, FI-AP,
FI-AR, FI-SL, FI-FA, Accruals Engine, FI-FM/BCS/Budgetary Ledger), Investment
management (IM) and Controlling (CCA, CEL, OM, PC, ML/Actual Costing – periodical and
AVR), CO-PA, ABAP development: user exits, ALV grid, BADI/BAPI, ESP, LSMW
1. Personal dates
a. Name Anatoly Ryabukha
b. Date of birth 31.07.1969
c. Citizenship
Russian Federation
d. Mobile phone: +7 916 1262441
2. Education
a. School
2004: Grenoble Business School/MBA in E-Business, Final management project:
“Methodology organization by MySAP All-in-One ERM implementation in
FMCG company”
b. University
1993: Moscow Institute of the Transport Engineers (MITE)/Engineering
Cybernetics, Software engineer
c. Languages (level)
Fluent English
d. Other education
1998 - Arthur Anderson professional development courses: BC2000 – new
consulting approach: Business processes improvement/Business Analysis
Framework (Corporate methodology).
2000 - E/Y Professional development courses: Project management, advanced
selling skills.
2002 – SAB Miller Professional development courses: Project Management in a
situational context (PSC), Coaching, Managing Performance Procedure.
3. SAP education
a. Seminars (name, date)
IMG’s Global Academy: Integrated Campaign, Lead and Opportunity
Management, Global Delivery Kit, Global Sales Kit, Global Bid Kit,
Project controlling, Risk Management, Variants in Global SAP
implementations, SAP system landscape optimization, Master data
engineering (MDE)
February 2007
SMI310 – SAP Solution Manager: tools for implementation.
02.02.2006 –
03.02.2006
PMM – Methodology for project implementation
30.01.2006 –
31.01.2006
SMI310 – SAP Solution Manager: detailed description of implementation
tools.
01.02.2006 –
01.02.2006
IFRS – solution specific in MIS
17.01.2006
CHANNEL PARTNER SALES EXECUTIVE E-LEARNING
20.01.2006 –
25.01.2006
AC410/415K Cost center accounting/Internal orders
2000
AC510 Product costing
2002
AC030 - Overview of Treasury
1998
AC805 Cash Management and Liquidity Fore custody
1999
AC810 Basic Functions in Treasury management
1999
AC010 - Financial Accounting & Reporting
1998
AC205 Financial closing
1999
AC220 Special purpose ledger
2000
AC240 Consolidation functions (FI-LC)
1999
ACR4.x Additional financial functions
1999
AC020 Investment Management
1998
AC350 System configuration for Investment Management
1999
AC100 Funds Management for Non Profit Organization
1998
AC 700 Funds Management Configuration and Organization
1999
BC600 – Work flow (conception)
2002
BC603 – Work flow (development & using)
2002
b. SAP Certificates (Subject, date)
FI v 3.1H (old)
4. Employments (company, position, duration (date)
Freelancer
Freelancer
January 2015 – present time
i-Teco Business Consulting
Business
Development
Director (Head of university
direction & Rollouts)
04.03.2014 – 05.12.2014
ITG Consulting
Business
Development
Director
(New
Business
directions)
01.03.2013 – 28.2.20144
SAP CIS
Client Partner
26.03.2012 – 28.02.2013
IDS Scheer Russia and CIS
SAP Practice Director
22.03.2010 – 10.01.2012
IMG Russia
CEO
01.09.2006 – 15.08.2008
GMCS ltd
SAP Practice Director
01.10.2004 – 31.08.2006
Enterprise-one ltd
SAP Practice Director
01.01.2004 - 29.09.2004
GMCS ltd
Project Manager
14.04.2003 – 31.12.2003
SAB Miller Plc Russia
Integration
system
manager/SAP
project
manager/CIO
21.09.2000 – 11.04.2003
Ernst & Young (CIS) Limited Senior Consultant in MCS
27.01.2000 – 20.09.2000
Arthur
Andersen
(Representative
office
in
Russia)
Team
Leader
/
Senior
consultant (C4) in Business
Consulting Division
01.07.1998 – 24.01.2000
SAP AG C.I.S.
Consultant
(Budgeting,
Treasure
and
Banking
reporting)
16.02.1998 - 11.06.1998
Joint-stock bank Inkombank
Expert the Board
11.08.1997 - 13.02.1998
Ankey Consulting
Project manager
22.05.1997 - 11.08.1997
Rossiyskiy Kredit Bank
Senior specialist/IT adviser to
Department Director (Client
Center Department)
01.11.1995 – 30.04.1997
Joint-stock Bank Yugorsky
Leading specialist
24.08.1994 – 23.10.1995
Scientific research institute of
transplantology and artificial
bodies
Engineer
02.11.1992 – 19.08.1994
5. Projects (subject, SAP solution/module, role, duration (from-to)
FMCG
company
-
ADHOC
Financial closing cockpit activation (Necessary business function
(extensions))
Financial closing cockpit customizing
Development for notification tasks: Email notification
Freelancer, BSA
Jul
2017
–
Present time
FMCG company
Support after Go-live
Go-live
Current functionality enhancement in accordance with integration test
results (DMS - Docflow, FI-FMBCS, MM, ABAP)
Integration tests
Unification for E2E scenarios
Solution composer: E2E scenarios – Process architecture (possible
variants)
Additional customizing and developments in accordance with
Functional tests results (DMS - Docflow, FI-FMBCS, MM, ABAP)
Functional tests
Solution composer: project scope and conceptual design results
restructuring – iterative processes (Detail design)
Freelancer, BSA
Jan 2017 – Jun
2017
Network
of
public
catering establishments –
Solution
prototype
customizing
for
PL
budgeting – ADHOC
support
Realization handling actual operational costs during period end closing
(cost estimate w/o qty structure created with using necessary technical
CCs & BPs + necessary RAW & SFG – qty work hours calculated &
enter with the same proportions as when we allocate plan data in COPA
for different valuations – Legal, Group, Profit Center): CO assessment
cycle with the same logic as for plan data “move management & control
costs (Department & Division CCs) to necessary BPs”; CO assessment
cycle with the same logic as for plan data “direct labor (predefined %) to
technical CCs + predefined % for planning, confirmation, materials
posting to necessary BPs”; CO-ABC assessment cycle with the same
logic as for plan data “plan costs from used BPs to technical BPs”; IAA
cycles (like “Confirmation”) for Direct Labors & Setup (MTCE) for
technical CCs & BPs: use plan data in cycle parameters, because for
IFRS we use standard costs; Calculation actual prices for technical CCs
Freelancer
Mar 2016 – Jan
2017
& BPs w/o postings + copy-paste in special CO versions for parallel
COGM valuation; CO PC orders revaluation -> plan/actual differences =
delta IFRS (standard costs) and RAS (total actual costs); Further logic
for periodical ML and AVR the same as for depreciation
Realization E2E scenario for planning operations costs: HR personal
cost planning + transfer to CO; move plan data to FI-FMBCS (CB, PB,
FB); CO assessment cycle: move management & control costs
(Department & Division CCs) to necessary BPs; CO assessment cycle:
Move direct labor (predefined %) to technical CCs + predefined % for
planning, confirmation, materials posting to necessary BPs; CO-ABC
assessment cycle: move plan costs from used BPs to technical BPs;
input plan quantity (work hours) for technical CCs & BPs; calculation
plan prices for technical CCs & BPs; COPA assessment cycle: move
data from technical CCs & BPs to COPA (Labor, Setup, Production &
Procurement Processes)
Creation technical CCs & BPs across follows analytics: (Water
Treatment, Brands) x (Labor, Setup = MTCE)
Enchantment and adoption customizing for HR Manager Desktop and
HR personal cost planning & Simulation
Customizing for KE27 (Periodic valuation): definition costing keys for
standard cost estimate; definition costing keys for actual cost estimate;
assignment costing keys to Products, Material types; derivation for
costing key reflected to Profit Center valuation; Assignment COPA
value fields to Cost split components; special record type creation (3
only for AVR)
Additionally for CMA in both standards (IFRS & RAS): 1 ESP in
RKEVRK2A_MULTICURR_2 (CHECK_PALEDGER_ACT form): In
end of the form CHECK_PALEDGER_ACT: substitution record type
on 3 in internal table LINE_ITEM_TAB, if costing run for AVR exist
in table ckmlrunperiod
User exit COPA0005 (Actual posting): move value from follow field:
COGS -> Trading Goods, user exit COPA0002 (Valuation): Applying
the
same
ABAP
logic
for
running
COPA_ACCESS_TO_PRODUCT_COSTING as in case, when cost
estimate copied; move values from follows fields (Act. Fxd Machine
Hrs, Act Var. Machine Hrs) -> Depreciation for Goods (only for
Goods); adjust follows fields (Act. Fxd Prod. Costs, Act. Var.
Prod.Costs, Actual Setup Costs): keep in Actual Setup Costs only mtce
costs and decrease (Act. Fxd Prod. Costs, Act. Var. Prod.Costs) on
Actual Setup Costs; only for goods: we move value from follow field -
Actual Setup Costs -> MTCE
Development optimization: instead of 3 ESP -> 2 ESP (CKMLSR, Cost
Split): AVR/Selection (instead of add in AVR Cockpit mass
CKMAVR_SIM program running & CKMAVR_SIM BADI activation
& development)
Realization follows scenario for FI-FA Depreciation & CO/CO-PC:
input work hours across separate activity types (RAS, IFRS, TAX),
move plan depreciation to CO across RAS/IFRS/TAX deprecation areas
& separate activity types, plan prices calculation (RAS/IFRS/TAX),
KP26: move plan prices to Production CC & fill additional price for
TAX - & IFRS -, DAA (RAS/IFRS/TAX activity types) for Production
CC, DAA (TAX - & IFRS -) Activity type for Production CC TAX,
DAA for CO PC order in accordance with the same Principe, Actual
price calculation for Production CC, manual adjustment actual price for
Production CC TAX (if plan tax depreciation <> actual tax
depreciation), CO PC order revaluation (actual price) -> write off (TAX
–, RAS -) depreciation, CO PC order settlement, adjustment actual price
for Z1 version (used for AVR), CO PC order revaluation (actual price) -
> write off (IFRS -) depreciation, CO PC order settlement, ML
periodical closing, AVR closing
System restriction (hot pack for additional currency can’t be installed):3
ESP for allocation parallel valuation data: CKMLCR, Cost Split & Cost
Split for Prices
Comparison solutions alternatives:
1. Classic +/- approach (cost split)
2. FI substitution or Open FI -> add reversal postings in the same
document (Tax Depreciation)
3. Additional activity type for Tax – Depreciation (add column in
primary & auxiliary cost splits)
Real time integration with FlexGL: substitution adoption
Simulation depreciation (Plan depreciation -> CO) -> user exit
(substitution): derivation activity type for depreciation area
FI-FA MD substitutions: derivation activity type (MD creation),
derivation ordinary depreciation start date from ANIB
CO: customizing for additional delta versions (one for IFRS, one for
TAX)
Functionality enhancement for parallel COGM valuation (extension for
parallel FA valuation can’t be activated -> implemented functionality
restriction): Capitalizations versions (RAS, IFRS, TAX), Assignment
Capitalizations versions to depreciation areas, Capitalization keys + %
Capitalization + assignment to FA classes, Changes in FA account
determination (add new accounts for AUC + Technical account for
clearing), Accounts approach customizing (definition assignments for
accounting principles + accounts assignments + definition accounts
assignments on accounting principles), BADI for derivation accounting
principles (RAS, IFRS+TAX)), Small changes in FMBCS derivation
for new accounts required for parallel accounting, PAI BADI: Profit
center for Internal order
CO: Customizing variant for Transfer Price Costing (TP)
CO-PCA: Condition types for TP + calculation scheme
CO-PC: Cost Estimate w/o Qty structure (customizing costing variants
for legal, group and profit center valuations)
CO: Profile for Parallel valuation, Versions for Parallel Valuation:
Legal, Group, Profit Center, Local for COGM + Parallel Valuation
activation
ML/AVR – activation + account assignment
FlexGL: Activation Parallel valuation (Real time integration)
CO-PC: Customizing for Cost split (Primary -> IFRS/RAS (AVR),
Axial. -> Tax) + Account Assignment, Versions for Result analysis for
each valuation
Activation business function (extension) for Parallel valuation for
COGM
Ru Add On – Enhancement Account Correspondence Subsystem for BL
transfer posting: Activation online offsetting account determination,
Priorities across G/L accounts, Permitted/Disallowed Dt/Ct, Rule for BL
document type, Rule for sorting (Fund center), Rule for document
splitting (Fund center), BADI (before interpretation) – Optimization
turnovers in Group currency
PSM-FA (Fund Accounting): Activation Cash Ledger, Report Painter –
Segmental Indirect CF report, FlexGL cycles (Plan assessment +
distribution) -> CF preparation, BADI (accounts substitution, period
shifts), Budgetary Ledger activation (CB Budget transfer to FlexGL +
Derivation for Stock level accounts + FI substitution: Profit centers +
Segments for Stock level accounts + Distribution cycle: Copy BL posted
documents to CF plan by segments)
Derivation for auto FM MD creation
BADI (Stock level budget): adjustment on the basis of data from MRP
Long term planning
Fit Gap and prototype customizing for currency control (Ru-Add-On -
FIN_LOC_CI_40
): Passport of deal (
J3RFSPD01
,
J3RFSPD0
3 - list,
J3RFSPD0
3S), CDN (
J3RFIMCD01
,
J3RFIMCD0
2,
J3RFIMCD0
3) +
assignment in inbound delivery + transaction for CDN usage , CDN
posting -
J3RFIMOPER
, Statement for currency transactions -
J3RFCTS01
,
J3RFCTS03
,
J3RFCTS03S
, Overall currency control -
J3RFCURRCNTRL
)
Fit Gap and resolving rounding errors in VIM and for CDN –
development specification: on pricing scheme level
Development specification (applying special logic for T&E AoR on
BADI level (
J3RFASK
) -> when FI-TV using)
Development specification for universal ALV grid AP aging report(data
collected from VIM, merge with FI-AP OI and with data about
responsible persons from PO – for PO with cost assignment)
Fit Gap and development universal standard text for T&E output
payments + LSMW for updating historical data + Open FI for current
payments
Development solution for invoices in CU for VIM (exchange rate take
on the payment date)
Daily support + Approval WF control: SWI1
ESP for copy account assignment from Purchase requisition to MM
contracts
BBP, Fit GAP analysis and assessment (FMBCS – planning process
optimization):
Activation necessary business functions (extensions)
MBS + derivation for additional line items in BCS (LOAD_CO, LOAD)
+ ESP (former BADI replacement)
Functionality enhancement
Insurance company
IFRS Trial balance reconciliation and high-level improvement list development:
Reconciliation, mistakes correction, clearing for customer and vendors
debt and down payment accounts
Reconciliation and correction open balances (all balance accounts)
Development intermediate solution for amount difference
Preparation and reconciliation Trial balance reports (data from SAP and
1C)
Development presentation for system modernization for meeting with
Head office representatives
Freelancer
Feb 2016 – Mar
2016
Network
of
public
catering establishments –
Solution
prototype
customizing
for
PL
budgeting
3PL – Budgeting: FI-FMBCS - CB, PB, Fin.budget (IM-Appropriated request,
Easy cost planning, ERP Integrated planning, CO-OM (CEA, CCA, OPA), CO-
PA – Revenue planning & transfer in FI-GL; FI-FMBCS (CB, PB): Fund
centers – 1:1 Cost centers, Revenue & CFC – accounts from IFRS CoA, NCFC
– accounts from IFRS CoA, CAPEX – accounts from IFRS CoA, stock level –
Freelancer
January 2015 –
Feb 2016
accounts from IFRS CoA: ABAP program (transfer PR in stock level budget),
Rolling forecast – PF budget versions; HR-Personal Cost Planning, Active
Availability Control (FI-FMBCS) – 4 ledgers & derivation + budget profile,
WF), 2 from them are used for fin. budget control (BS, CF) in accordance CB,
PB principe, Activity based planning: IM-Appropriated request + WF, Easy
cost planning (cost estimate variants), CO-OM (CEA, OPA) – overall & detail
planning on internal orders (CF), FI-FMBCS (CB, PB): Education, CAPEX,
Trd Eqp maintenance (w/o request), CSS maintenance (w/o request), Buildings
maintenance and R&D (w/o request), transport means insurance (w/o request),
transport means maintenance (w/o request), Rents (w/o request), Books &
subscriptions (w/o request), Protective clothing (w/o request), VMI (w/o
request), Marketing & PR
Non Activity based planning:
CO-OM (CEA, CCA), FI-FMBCS (CB, PB): NIS maintenance, other
operational expenses, utilities, service contracts, administrative expenses and
communication expenses
HR-Personal planning, CO-OM (CEA, CCA), FI-FMBCS: Pay costs
FI-FMBCS -> FMBB: Insurance (personal), Financial services
FI-FMBCS -> FMBB: Insurance (personal), F&A services, municipals
taxes, other personal expenses, recruiting, T&E, laundry
PM expenses planning: PM order, CO-OM(CEA, OPA), FI-FMBCS (PB,
CB)
Write off planning for supplies/cleaning/inventory
FlexGL + FI-FA – Ledger Approach
FlexGL -> Document splitting customizing
FM Splitting + Rule based derivation
PBU3 customizing
ESP for FM: solution for system GAP for GR/IR and SD billing document
(Fin budget)
FEB_BADI: solution for system GAP for down payments, final payments
(Fin budget)
ESP in PBU3: for system GAP for down payments offsetting (Fin budget))
MRN Delta posting – inventory obsolesce provisions
CO-PA, CO-OM (CEA, CCA, OPA), CO-PCA
RP: Layout and report for P&L pro-forma (plan/actual – accounting view)
ERP integrated planning: cycles for Cost centers and Internal orders +
statistical figures, cycles for plan and actual data transfer in CO-PA
Business processes MD + cycles for transfer marketing plan data to Cost
centers (Activity based costing)
Solution for minimization CE with using non stocked materials
CDP: Invoice-facture in CU (adjustment value in LC + changes in printout
program)
Presales: Assumption for Property Tax Declaration and VAT Declaration
2015
Release strategy customizing for PR, MM contracts and PO
ESP – additional line items in AVC + ESP for Drill Down reports from
AVC reports
Strategy maps adoption
converting
intangible
assets
into
tangible
outcomes
(Robert
S.
Kaplan,
David
P.
Norton) - Network of
public
catering
establishments
Adoption strategy maps templates for standard strategies (SAP viewpoint)
Alignment and functional scope definition with SAP Value realization
Management (Value Based Management)
The general model of calculation SHV
Major influence factors
Influence model
Adoption different Value Driver Tree: SVA, EP, EVA -> EP measure tree
Development strategy map aligned with solution map
Internet marketing plan for Portal (SAP EP)
Evaluation functional scope (SAP CRM/ R/3 Execution, SAP Baseline
Package, RDS для Retail)
Freelancer
January 2015 –
September 2015
Strategic
Customer
Engagement
Management
– High
Education (Top 100 –
order
President
of
Russia)
SAP High Education and Research solution – solution adoption in
accordance with Top 100 program requirements (High level functional
requirements specification)
Students coaching (Fundamental principles for business processes design,
Practice work in ARIS – on the basis of ARIS Express), Information system
strategy, ISS development for Russian University)
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Universities - presales: Development process and functional architecture,
education materials preparation, ISS development for Russian University
Airport - presales
SAP IFRS Best Practice, Inventory obsolesce and Bad Debt Provision,
SCMA, Integrated planning – Down/Up (CO, IM-Appropriated
requestEasy cost planning, FI-FMBCS), Dispute and collection
management RDS, RE-FX – fast closing (Accrual Engine), PSM Cash
Control, CO-ABC (Order № 303 Ministry of Transport)
Customer requirements evaluation, functional GAP’s definition, necessary
system enhancements volumes estimation
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Solution for inventory
level optimization
Protected interval, Target inventory level, Safety stock, ROP
(Methodology verification and adoption)
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Internal
training
–
Report Painter, Report
writer
Report painter/Report writer and SPAO reports for PS on the basis of SAP
IDES system (Libraries, Typical parameters for Libraries, Standard reports
in Libraries, Reports modifications in Report painter, Transaction creation,
Creation report in RW from Report painter, Transaction creation, SPAO
reports modification, Creation report in Report painter from zero)
Customizing in SAP IDES ECC 6.0 EHP 6 context for educational presentation
(Report Painter, Report writer, SPAO – for PS), presentation preparation.
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Demo
example
customizing - solution
for
closing
process
control
SCMA + inventory obsolesce on the basis of MRN* Delta posting
Demo example customizing in SAP IDES ECC 6.0 EHP 6
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Demo
example
customizing
for
University
–
“Audit
IM-Appropriated request, Easy cost planning, WF, CO-OM-(CEA, CCA,
OPA), FI-FMBCS, MM-PUR, FI-EBS, FI-AP, MM-GR, MM-IV, Ledger
approach, CO-PCA
Business
Development
Director, Chief
04.03.2014
–
05.12.2014
Expenses”
Demo example customizing in SAP IDES ECC 6.0 EHP 6
BSA, iTeco
Business
Consulting
Health care - presales
Participation in Regional conference: SAP Health Care adoption for Regional
Health care Department – development E2E business scenarios:
Purchasing planning for inventories, medicaments and equipment, vendor
selection; Inventories, equipment and medicaments delivery; CAPEX
planning; Cost control for projects; Cost control for FA and intangible
assets (required additional works for put into operations); Cost control for
services and activities (Activity based approach), Expenses planning for
sanatorium and resort treatment; Actual expenses on the sanatorium and
resort treatement; MD - integration; Actual expenses on the medical
services; Actual COS for medical services; Management accounting – P&L
by segments and CMA P&L (CO-PA); Revenue and expenses planning for
medical services
Development E2E processes, which oriented on max using standard ERP
functionality, presentation preparation with solution overview and solution map
(Solution Composer)
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Consumer
goods
–
RAP/3 activation (adhoc
consulting
for
functionality
enchancement)
Specification development and testing support: special currency code for
C.U., SAP note 1256465 activation, Cost accounts enhancement: released
and unreleased exchange rate difference, account assignment changing for
revaluation and clearing (customizing for new currency code)
Development: adoption invoice facture layout for C.U. (after signature:
Total in RUB, Total in C.U., comment: only for VAT accounting, not for
payment purposes), new valuation area and valuation method – Ledger
approach adoption (posting for each document only in RAS ledger)
Customer down payment invoice facture print out activation + layout
adoption for C.U.
SO number keeping (invoice on the payment) in assignment field
Delta posting activation – only for RAS ledger
Creation additional corrected sub accounts for RAS BS (customers and
vendors), account assignment customizing for these sub accounts
Business
Development
Director, FI
Consultant, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Development: downgrade from EHP6 RU Add On program for print out
invoice on the payment + necessary SD/FI customizing (FI: for prepayment
case, SD: for non-prepayment case)
Development: Reconciliation act adoption and OI reports for customers and
vendors – including unreleased exchange rates and amount differences
FDE3/FKE3 – including unreleased exchange rates and amount differences
Internal WEB site –
methodology
development
for
“Business
Efficiency
calculator”
SVA: Free cash flow (Sales growth, Operational profit/Overall income –
EBITDA, Investments in Working Capital, Investments in FA and Intangible
assets, Profit tax), Discount rate (WACC), Development criteria for selection
part of solution map from Solution composer (HTML). Methodology
development, methodology adoption: EVM и Value Driver Tree.
Business
Development
Director, FI
Consultant, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Oil & Gas – presales
FI-AR, IM-Appropriated request/IM, CO-OM (CEA, CCA, OPA), PS, FI-AP +
WF Payment release, MM-IV, FI-GL or FI_FlexGL + PTA (RU Add On), FI-
FA + complex FA, MM-IM, FI-AP, Russian Add On (>= EHP6), SD-BILL,
SD-BF/MD/OC/PR, SD-SLS/OA, SD (outbound delivery), Availability Check
and Requirements in SD Processing, SD-EDI (Outbound message processing),
SD-IS-REP, Accrual Engine + ABAP (Deferred expenses and deferred revenue
objects automatically creation), FI-GL-BL-CJ (cash book),MM, SD (Down
payments) -> FB05, FI-AR -> F103 (debt classification as bad debt), F104
(provision charging and reversal), FI-GL-MD, Info system for FI-GL or FI-
FlexGL, Balance revaluation -> customizing for F.05 or revaluation transaction
in FI-FlexGL + Delta posting, TR-TM-TM, TR-TM-TM-AC-SE, TR-TM-PO-
SE, TR-TM-TR-SE, TR-TM-IS, Report painter, FI Cross CC accounting, WF,
FSCM-> Cash & Liquidity management (on the basis of CC), HANA
accelerator: FI-AP/AR, HANA SAP Working Capital Analytics, SAP Smart
Business cockpits,
LSMW (periodical interfaces), FI-FMBCS + Budgetary ledger (PO based
accruals) + Budgeting across to contracts (Commitment plan) + Key figures +
Active availability control, Calculation procedure, condition types, codes for
input and output VAT, account assignment, purchase ledger, sales ledger, VAT
offsetting, IDOC (Out of balance accounting), COS ledger (IFRS Best Practice),
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
HR-Personal Cost Planning, MRN* Delta Posting (IFRS Best Practice), CO-
PCA, HANA: Accelerated Intercompany reconciliation, SAP Acct and Fin
Close, corp close & discl, BPC version, SAP Accounting powered by SAP
HANA, ERP Integrated planning, CO-cycles, CO-PC, CO-PA, ML (differences
between local accounting and IFRS: +/- or auxiliary cost split component or
AVR, SAP PCM (for consolidated view)), PP/CO (revaluation by actual
tariffs), RCM, FI-TV, PSM CC, Dunning, FSCM (IHC), FI-EBS/Manual BS,
Treasury RDS, MDM, LE-SHPTRAShipment costing, Global Trade (SD-
SLS-OA, RCM, ABAP, GTS: import control, SD-FT-PRO-MD/FT Data in
Purchasing Documents, GTS: export control, SD-FT-PRO-MD/Foreign Trade
Data in SD Documents, GTS: import control, FT: Inbound processing, SD-
FT_CON, FT processing cockpit, FT service cockpit, GTS: export control, FT:
outbound processing, SD-FT_CON, FT processing cockpit, FT service cockpit,
SD-FT_COM, SD-FT_LOC (layout), SD_FT_GOV), RE-BD-BE (business
units), RE-BD-BU (Buildings), RE-BD-LR (Landing ledger), RE-BD-RO
(Spaces), RE-Information system, RE-FX-BP –> Business partners, RE-BD,
RE->RE-FX-CN, RE-IS-CD –> Contracts data + RCM, SAP PLM/SAP CAD
interfaces, SAP Fin Closing Cockpit, RE-BD/RE-BD-RU (Rent unit)/RE-BD-
BP (Business partners), RE-RT-RC –> Contracts (DB view for assignment
basic rent conditions to object), RE-FX-AJ –> Adjustments (Rent), RE-FX-RA
–> Rent accounting, RE->Space management, RE->Room reservation, SAP Fin
Plng & Analysis, Planning on the level of separate company (down/up):
Sales: SOP –> (Make to order, Make to stock – sales volumes), CO-PA
(revenue), CO,LE-SHP (shipments), LE-TRA-Planning (transportation), FI-
FMBCS, SAP Fin Plng & AnalysisBudgeting, Planning and FC (BW
extractors, Retractor to FI-FMBCS); Sales and overheads expenses: Large
amount: Activity based-> IM-Appropriation request, Easy cost planning
(calculation variant), CO-OM-OPA/PS, FI-FMBCS (PB, CB), small amounts:
CO-OM (CEA, CCA), FI-FMBCS (PB, CB), SAP Fin Plng &
AnalysisBudgeting, Planning and FC (BW extractors, Retractor to FI-
FMBCS); Maintenance: CS-AG/PM-PRM-MP, PM-WOC-CP, CO-OM-
OPA/PS, FI-FMBCS, SAP Fin Plng & AnalysisBudgeting, Planning and FC,
(BW extractors, Retractor to FI-FMBCS); Production: SOP (Make to order,
Make to stock – sales volumes), PP-MP-DEM (demand planning), PP-MP-LTP
(long term planning), PP-MP-MFC (ingredients), CO-OM-(CEA, CCA), HR-
Personal Cost planning, CO-PC, Budget for purchasing: PP-MRP, for not
related production – reservation + MM-CBP, ABAP (purchase requisition data
upload in FI-FMBCS), Extractor BW, Retractor for FI-FMBCS;
CAPEX/Activity based: IM-Appropriated request, Easy cost planning
(calculation variants), CO-OM-OPA/PS, FI-FMBCS (PB, CB), SAP Fin Plng
& AnalysisBudgeting, Planning and FC (consolidated, adjustments), Extractor
BW, Retractor FI-FMBCS, BSP: Common part, BSP for Buyers, BSP Internal
sales representative, RDS HANA Live: Financial accounting: Reporting in FI-
FA, Reporting in FI-GL, OI view for FI-GL, FI-AP, FI-AR, CoA
Controlling: CO OI reports (enhancement and accelerator) - CO-OM-CCA,
Based on “in Memory” reporting for Partner objects - CO-OM-OPA,
accelerator for overhead expenses settlement, Active availability control for
investment programs, allocations and assesments (overhead expenses
management), OI view for Project management, Material management:
Inventories, PO, Vendor analysis
Sales: SO, Quotation, Customer analysis, Financial accounting: Reporting by
Profit centers (EC-PCA), depend on the make decisionв about PTA realization
– FI-SL or SAP HANA virtual Info Provider for flexible ledger and Profit
Center accounting, Direct access from BI to SAP ERP/HANA data
Controlling: Accelerated reconciliation for intra economic settlements,
Reporting for ML (Drill Down Reporting, material prices analysis), Period end
closing for ML, Direct access from BI to SAP ERP/SAP HANA over virtual
info provider, BW extractor for ML, Monitor for changes in prices
PA: Accelerator for calculation and accounting views
SAP GTS: Import analysis (Custom), Export analysis (Custom)
Analytic applications: SAP invoice and GR reconciliation, SAP Working
Capital Analytics
SAP Smart Business cockpits for: Project execution, Cash management,
Financial closing, Inventory management, Purchasing, SO execution control,
Customers debt and Vendors debts
Customer requirements analysis, functional and organizational scope
evaluation, solution architecture evaluation
Oil and Gas - presales
SAP ERP Foundation RDS (P2P, O2C, Financial accounting & Controlling,
Request to service, Plan to Product), SAP ERP Baseline package, SAP
Commercial Project Management RDS, SAP Capital project accounting RDS,
Project portfolio monitoring RDS, SAP HR-OM and HR-PA RDS, E-
Recruitment RDS, Open text box solution RDS, Treasury RDS, SAP Extended
Financial planning RDS, RDS (Executive analytics, Purchasing analytics,
Manufacturing analytics, Sales analytics, HCM analytics, BI analytics with
Operational
data
provisioning,
HR-PA-CM/Enterprise
Compensation
management, HR-PE-Training and Event management, HR-PA-PD, HR-
Objectives and Appraisal, HR-PA-CM-CP or HR-Personnel Cost Planning and
Simulation or HR-PA-PM-PB (Position Budgeting and Control), HR-PA-MA
(Manager Desktop), FI-TV Travel management, HR Info system, HCM
performance management & succession planning (Business functions in EHP6):
HCM_OSA_CI* (include predefined scenario)
Customer requirements analysis, functional and organizational scope
evaluation, solution architecture evaluation
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Professional education,
Energy - presales
CO-OM (CEA, CCA, OPA), CO-PCA, CO cycles, FI-FMBCS (CB/PB,
Educational programs, CAPEX, stock level, NCFC), SLCM –MD / Events /
Audit / Academic calendar and class scheduling / Evaluation, IM-Appropriated
request + Easy cost planning, HR-PD (Personal development plan), LSO
(Educational content development and management), FI-FMBCS, FI-TV, HR-
PY, FI-AP, FI-EBS, FI-APPayment releaseWF, RU Add On (advance report),
FI-BL-CJ, Box solution for Open text, SCMA, BWBOBJ, Budgeting
(Down/Up, Up/Down), EP (Educational content, Education scheduling,
Education evaluation), MM, FI-FA, Accrual Engine, BSC for intangible asset
(employees, Education and growth), RDS Value realization management
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
04.03.2014
–
05.12.2014
Customer requirements analysis, functional and organizational scope
evaluation, solution architecture verification
Strategic
Customer
Engagement
Management
Limited risk distributor (LRD), special transfer pricing rule – development of
system architecture and supervising realization of project solution
Business
Development
Director, Chief
BSA, ITG
Consulting
01.03.2013 –
28.02.2014
AUCA
(Conceptual
design
–
ERP
+
integration) – IS High
Education & Research
Process architecture:
Porter model formalization (Financial accounting, Management accounting,
Intra economic activities, Human resources, Student lifecycle management
and academic processes, Analytics – financial, intra economic, educational
performance)
Financial accounting:
Cash accounting
Operations with accountable persons
Input and output banking payments (electronic and manual banking
statements, foreign currency purchasing, foreign currency sales,
Deposits – Short term investments)
Purchasing FA and intangible assets
FA and intangible assets moving
FA and intangible assets write off
Grant obligations accounting + planning
Revenue charging for educational services
One time payments and exceptions (students)
Monthly revenue charging (students)
Deferred expenses – non operative FA and intangible assets
Customer debts (students)
Bad debts + vendors down payments
Bad debts (students)
Reclassification customer students debts as long term
Management accounting (Segmental reporting – P&L, Budgeting):
Cost accounting and segmental P&L generation
Business
Development
Director, Chief
BSA, ITG
Consulting
08.2013
–
02.2014
Budget planning
Budget planning – additional costs
Intra economic activities:
Purchasing inventories (AEP and Libraries)
Purchasing inventories (DIT)
Purchasing services
Issuing suppliers to students
Library GR: books and e-books
Books write off
Physical inventory (Library)
FI (AP, AR, GL, BL), FI-AP-Payment Release (WF),FI-FA, FI-FMBCS, FI-
EBS, RAP/3, MM, MM-MRP, CO-OM (CEA, CCA, OPA), CO-PCA, FI-CA,
HR (PA, OM, PT, PY), Accrual Engine (Deferred expenses), SLCM, WF,
Students – BP view (customizing for creation at the same time FI-MD-AR).
Functional scope evaluation for ERP, presentation preparation for kick off,
Business processes design in part of ERP, Necessary development volume
evaluation, anti-crisis management on the phase of conceptual design, project
solutions design (change management: KU thinking transformation from “point
automation” to process oriented side). Project solution development for unified
handling input and output cash flows in SAP ERP (min FI-CA)
Jungheinrich
(Easy
solution
for
COS
clarification for 3 years)
Accounts correspondence system (RU Add On), CO-PA, LSMW – filling
necessary analytics (relationships COS and Revenue), FI-GL – OI reports, MS
ACCESS
Business
Development
Director, Chief
BSA, ITG
Consulting
04.2013
Kagazy - presales
Financial Accounting: FI-Flexible Ledger (local accounting, Tax
Balance – Profit Tax Accounting), FI-FA, FI-EBS (PBU3 for auto down
payments offsetting, auto clearing final payments), FI-TV, FI-AR, FI-
AP
Management Accounting: ERP up to down integrated planning –
operative 3PL budgeting (IM-Appropriated request, Easy Cost Planning,
CO-CEA, CO-CCA, CO-OM-OPA, FI-FM/BCS, BI – Consolidated
Business
Development
Director, Chief
BSA, ITG
Consulting
06.2013 –
08.2013
management reporting pack, Solution for CAPEX and Construction
planning and Execution, Bad Debts Provisions, CO-PC, CO-PA (CMA
P&L), ML (periodical costing), ML-AVR (Cumulative costing), CO-
PCA (Segmental reporting – BS, P&P, CF – direct and indirect,
Working Capital reporting), SCMA – Closing schedule manager, Delta
posting for inventory obsolesce provision, RCM + FI-FM/BCS –
budgeting across to contracts, FI-FM/BCS – auto PO based accruals
Purchasing: MD, Contract management, Stock Procurement, Indirect
procurement, IM, WMS, IV, Vendor management
Sales: MD, O2C scenarios
Manufacturing: PP-PI (MD, D2S scenarios)
Plant maintenance
Credit management: FSCM Credit Management (Credit limits controls,
Dunning, Scores calculation, Case management)
HRM
GAP’s – local specific
Customer requirements specification, work effort estimation, project scheduling
assumption. Functional scope estimation, development solution for terminal:
Capacity analysis and planning – PP-CRP
RFQ Processing – MM-PUR-REQ
Carrier Selection – MM-PUR –Vendor Evaluation
Sales order processing – SD-SLS-SO
Outbound processing – LE-SHP
Cross docking – LE-WMS
Inbound processing and Receipt Confirmation – LE-SHP
Transportation planning and execution – LE-TRA
Freight costing – LE-TRA (Shipment costing)
Billing – SD-BILL
Physical inventory – LE-WMS
Warehousing and Storage - WMS, LE-WMS-TRM Task and resource
management, Value Added services
Commercial proposal preparation
Schnider
Electric
(project sales)
SSS: Readsoft cockpit, MM-IV
Business
Development
Director, ITG
Consulting
11.2013
–
12.2013
LaPrairie – project audit
Project audit:
Changing alternative CoA, F1, F2, F3, Accounts correspondence system, VAT
accounting, Property tax, Closing procedure, Print out forms, PTA, EBS.
Functional GAP’s estimation, Consulting services sales:
Customizing: F1, F2, F3
Accounts correspondence system
VAT accounting: changing in accordance with federal law 1137
(purchasing ledger and sales ledger), input and output down payments
Corrected invoice factures for SD/FI
Property tax:
PDF form (Declaration)
J_3R_PROPTAX_CONTEXT2 – Property tax
J_3R_PROPTAX_CONTEXT1 – Property tax (advance)
Carry forwards (user exit – difference RAS/IFRS)
Revaluation – Delta posting
Reclassification AP/AR
FlexGL (cycles) – cost accounts closing for RAS
RU Add On, PTA – FlexGL
FI-EBS + RAP/3
Business
Development
Director, Chief
BSA, iTeco
Business
Consulting
05.2013
–
06.2013
Bayer – project sales
FI (FA, AP, AR, GL), Ru Add On – PTA and RAP 18/2 – FI-SL. Project sales,
presentation
preparation
– overview typical problems in Rollout
implementation.
Client Partner,
Chief BSA, SAP
CIS
04.2012
–
06.2012
Consumer
goods
–
Project audit
Project audit – Realization phase:
MM, PP/PM, QM, SD, FI/CO. Work efforts, budget and necessary functionality
estimation:
MRN* Delta posting – inventory obsolesce provision, ML – Periodical costing
+ KE27 (COPA revaluation) + changes in actual tariffs + cumulative costing
(KE27 – COPA revaluation + settlement differences in CO-PCA), write off
Client Partner,
Chief BSA, SAP
CIS
11.2012
–
12.2012
differences in COS between RAS and IFRS, additional ledger for Tax, Russian
Add On (Property tax, Tax on the transport), FI-EBS and etc.
Jungheinrich – Project
audit
Audit (current system functionality) – areas for functionality enhancement:
PTA and RAP 18/2 (RU Add On) -> FI-SL,
Cost & Management Accounting
EBS
Credit Management
Contracts management (Open text)
MM enhancement
SD enhancement
Cash management and liquidity forecast
Budgeting across to contracts
Leasing. Work efforts, budget and necessary functionality estimation:
ML – Periodical costing + KE27 (COPA revaluation) + changes in actual tariffs
+ cumulative costing (KE27 – COPA revaluation + settlement differences in
CO-PCA), write off differences in COS between RAS and IFRS, MRN* Delta
posting – inventory obsolesce provision, F103, F104 – Bad Debt Provision, FI-
EBS + RAP/3 (automatic down payment offsetting), Automatic clearing for
final payments, comparison traditional Credit Management and FSCM Credit
Management, FI-FMBCS
PSM-Cash Control
WF Payment release
PBU3 + integration with EBS and etc
Client Partner,
Chief BSA, SAP
CIS
11.2012
–
02.2013
Strategic
Customer
Engagement
Management - XEROX
Development solution for Budgeting Across to Contracts:
RCM (Contract Lifecycle)
FI-FMBCS
PSM-Cash Control
WF Payment release
PBU3 + integration with EBS
Customer requirements evaluation, definition necessary developments volumes,
demo example customizing in Germany CLOUD system
Client Partner,
Chief BSA, SAP
CIS
26.03.2012
–
28.02.2013
Sales,
program
and
Strategic intent (Business model design, Outlining of macro processes, SAP Practice
22.03.2010
–
resource management
Operating model, Master data strategy, IS/IT strategy (SWOT and/or
EVM), benefits and business case)
Global project initialization (objectives and case for change, critical
success factors for the project, RAM + roles & responsibilities, project
approach definition, project planning, project control, change
management program, communication concept, training concept, frame
contracting and budgeting)
Blueprint (SAP business scenarios – C-Maps, SAP organizational
structure, detailed systems architecture, Process roles & responsibilities,
process list with configuration variants, process description, outline of
main reporting + KPI needs, TR concept, authorization concept, global
MD concept, data migration concept, rollout approach)
Core (definition of templates for managing variants of the system,
global/regional team setups, development/programming guidelines,
global infrastructure setup, Setup of SAP organization structure, Master
data preparation and setup, Core development of templates +
prototyping)
Rollout
(Country
preparation,
assessment
phase,
Rollout
preparation/Rollout, Go-Live, Stabilization)
ERP 2005, IM-Appropriation request, FI-GL-FLEX (Flexible General Ledger –
segmental reporting), FI (GL, AP, AR), FI-FA, CO (CCA, OM, PC), PP/MM-
MRP (demand planning), FI-NewGL (Flexible Ledger), Implementation ledger
approach, CO-PC-ACT-AVR (delayed documents reflected to stock
capitalization), own costing in CKMAVR_SIM (BADI logic), PO based
accruals (FI-FM/BCS + Budgetary Ledger), CO-PCA (Segmental reporting),
MRN* Delta posting
Director
10.01.2011
Provimi
(Big
bang
Rollout on 5 plants) –
ERP 2005 EHP 3
FI-GL (Ledger approach), FI-AP, FI-AR, FI-FA, Accruals Engine, CO-OM,
CO-PC, ML (Periodical & cumulative costing - AVR), CO-PCA, CO-PA,
MMMRP, SD, PP-PI/ SOP Planning, Separate batch valuation, IPR для FMCG
(ARIS Tool Set)
Project sales, achievement SAP Practice Profitability, business productivity
Program manager,
IDS Scheer CIS
06.2010
–
12.2011
growth, strategic project management, Complex project solution verification in
FI/CO area – for example: FI-FlexGL – Bad Debt Provisions, MRN* Delta
posting – inventory obsolesce provision, FI-FMBCS + Budgetary ledger – PO
based accruals (periodical expenses), Solution for delayed documents reflected
to stock capitalization: MM – ESP (derivation from document date), Accounts
correspondence system (derivation from document date), customizing - FI-
FlexGL, BADI – accounts correspondence system (derivation from document
date), CKMAVR_SIM (BADI logic), comparison alternatives for easy PTA
solution and differences between RAS and IFRS: cumulative costing
(CKMAVR), additional cost elements in cost split component, +/- methods,
auxiliary cost split component, mass CKM3 report (tax register for COS
confirmation in accordance with Russian Tax code requirements – accounting
across each nomenclature unit), SAP IFRS Best Practice and etc.
BASF – upgrade 4.7 ->
ERP 2005
FI-GL, FI-AP, FI-AR, FI-FA, EBS, TR-CM, Accruals Engine, CO-OM, CO-
PC, ML (Periodical costing), P&L correction, CO-PCA, CO-PA, MMMRP,
SD, PP-PI/SOP Planning
Project sales, strategic project management
QA Partner, IDS
Scheer CIS
2011
Fortum
PM-EQM-SF-MP – Control results – technical behavior, PM-PRM –
maintenance (plan and preliminary activities), PP-MRP – ППМ, PM-WOC-CP
– Resource planning, PM-WOC-MN – Handling PM messages, PM-WOC –
Order handling, PM-EQM/PM-IS – Data (objects history), PM-IS – Cost
analysis, PM-WOC/PM-PRM – cost calculation (plan)
QA Partners, IDS
Scheer CIS
2010 – 2011
Sales,
program
and
resource management for
follows projects:
Electronic
international
FMCG company
(adhoc)
-
XEROX
Local
retail
company
Promet SSW methodology:
Strategic intent (Business model design, Outlining of macro processes,
Operating model, Master data strategy, IS/IT strategy (SWOT and/or
EVM), benefits and business case)
Global project initialization (objectives and case for change, critical
success factors for the project, RAM + roles & responsibilities, project
approach definition, project planning, project control, change
management program, communication concept, training concept, frame
contracting and budgeting)
Blueprint (SAP business scenarios – C-Maps, SAP organizational
QA Partner
(Strategic Project
management)
CEO IMG
Russia/
Freelancer
09.2006
–
02.2010
(integration with
external
WMS
system, POS DM
and MAP project
start up, travel
management),
International car
producer (adhoc)
- Renault
International
OEM
supplier
(Russian Add On
functions
implementation)
–
Mann
&
Hummel
International
beverage
company (adhoc)
–
Aqua-Vision
(CCHBC)
International Gas
company (adhoc)
– Linde Gas
International
Chemical
concern
(3
projects): RU and
KZ - BASF
Local
airports
(protective
clothing,
Profit
structure, detailed systems architecture, Process roles & responsibilities,
process list with configuration variants, process description, outline of
main reporting + KPI needs, TR concept, authorization concept, global
MD concept, data migration concept, rollout approach)
Core (definition of templates for managing variants of the system,
global/regional team setups, development/programming guidelines,
global infrastructure setup, Setup of SAP organization structure, Master
data preparation and setup, Core development of templates +
prototyping)
Rollout
(Country
preparation,
assessment
phase,
Rollout
preparation/Rollout, Go-Live, Stabilization)
MySAP BS 4.7, ERP 2004, ERP 2005, IM-Appropriation request, FI-GL-FLEX
(Flexible General Ledger – segmental reporting), FI (GL, AP, AR), FI-FA, CO
(CCA, OM, PC), PP/MM-MRP (demand planning), PMPro, FI-NewGL
(Flexible Ledger)
Tax Accounting
+
RAP
18/2,
DMS) - Vnukovo
International
FMCG company
– Syngenta
International
FMCG
company
(AGRO)
– 5
plants
Provimi (CoA)
Development system oriented RAS CoA, mapping with corporate IFRS CoA,
Project solutions: MM_01 Company organizational structure, FA, IR_01 –
Developments evaluation, CO 002 COGS calculation, FI-MM 003 Inventory
obsolesce, FI-GL 021, FI_GL 022 DTA and DTO, FI-GL 020 Provisions, FI-
GL 019 Accruals, FI_GL 018 Accounts for deviations, FI-GL 017 Other taxes,
FI-GL 016 VAT, FI-GL 015 DE and DR, FI-GL 008 Bank, FI_GL 007 cash
desk, FI-GL 006 Special accounts in banks, FI-GL 005 Cash in transit, FI-GL –
IFRS – Bad Debt provisions, FI 022 90-ty accounts, FI 014 Capital accounting,
FI 013 Settlements with employees, FI 012 AR, FI 011 AP, FI 010 Other
vendors and customers, FI 009 Financial investments and loans, FI 002
Inventory accounting, FI 001 СО
Development system oriented RAS CoA, mapping wit IFRS, functional scope
evaluation in FI/CO area, GAP – analysis, alternative comparison: PTA – FI-
FlexGL, Easy PTA solution: development mass CKM3 report, +/- in cost split
components or additional cost elements or parallel valuation, GAP in COGS,
transfer prices, FIFO , MRN* Delta posting, synchronous or asynchronous
closing
Project manager,
freelancer
09.2009
–
02.2010
BASF (2 Rollouts – RU
(1 Greenfield), 1 Big
Bang Rollout – 3 plants
FI-GL, FI-AP, FI-AR, FI-FA, EBS, TR-CM, Accruals Engine, CO-OM, CO-
PC, ML (Periodical costing), P&L correction, CO-PCA, CO-PA, MMMRP,
SD, PP-PI/SOP Planning, FitGap analysis (Business processes for catalyst
Program manager,
IMG Russia
2007 – 2009
in KZ, 1 Rollout –> KZ
functionality
enhancement for Agro
business)
plant), MySAP BS 4.7
Startup: opening Russian market - IMG Russia, Project program sales, strategic
program management, complex project solutions verification in FI/CO area,
FI/CO customizing, system stabilization, for example: RAP/3 activation, BAD
Debt Provision, BADI – payment in C.U., payment splitting, Goods in transit,
IFRS Provisions + CO - cycles, TR-CM and etc.
Bananmama
IS Retail, Adhoc consulting
QA Partner, IMG
Russia
2006 – 2007
Vnukovo – DMS, PTA,
protective
clothing,
Project audit
Project audit – ERP 2004, DMS, FI-SL – PTA and RAP 18/2, Protective
Clothing (MM (sizes parameters as batch characteristics), MM-MRP, FI-FA –
additional valuation areas + Protective clothing disposal, IM-Appropriated
Request + WF), HR – adhoc
Project program sales, strategic program management, customizing - MM-
MRP, BADI for protective clothing planning, IM-Appropriated request,
development methodology for safety stock calculation
Development: LSMW (data migration), program for protective clothing
disposal, program for safety stock calculation
Program manager,
IMG Russia
2007 - 2008
Mann & Hummel –
project sales
FI/CO, Russian Add On (localization)
QA Partner, IMG
Russia
2006 - 2007
MIS implementation –
Green field
(Aqua-Vision)
FI-GL, FI-AP, FI-AR, FI-FA, EBS, IM + WF, FI-FMBCS (3PL Budgeting) +
WF, CO-OM, CO-PC, DSD, ML (Periodical costing ), CO-PCA, CO-PA,
MMMRP, SD, PP-PI,PM, Oda connector - interfaces with production
equipment, HR, MySAP BS v 4.7, IS Beverage, VSDK, Building blocks,
Solution Composer, C-Maps, Aris Tool Set
Project sales, strategic project management, SAP Practice startup (от Body shop
– 20 peoples to main SAP Products oriented – 60 peoples) 3PL – Budgeting
(IM-Appropriated request, CO-OM (CEA, CCA, OPA), FI-FA, Easy Cost
planning, FI-FMBCS, FI-GL,HR – Personal Cost Planning, WF)
Project Director
(Strategic project
management)
GMCS
01.02.2005
-
30.06.2006
ADAMAS
–
ISS Strategic pyramids (business strategy, market scope, functional strategy), QA Partner, GMCS 2006
development
Strategy articulation maps (Vision, Mission, Main principles, Market
differentiators, Strategic goals, Key initiatives), Correlated SWOT analysis,
Solution map (Solution Composer), Implementation strategy, SIZING,
Investment analysis - ТСО
Project sales, methodology development and adoption for ISS development (on
the basis of MBA course), development methodology for investment analysis:
TCO – DCF (on the basis of MBA course)
MIS implementation
(EXMO)
FI-FM, IM, MySAP BS v 4.7, VSDK, Building blocks, Solution Composer, C-
Maps, Aris Tool Set
QA Partner
E1/GMCS
01.01.2004
-
31.12.2004
VOSTOK
– Renault
(project
sales
–
subcontract with SAP
CIS)
Management accounting system for materials movements and COGS
calculation (FI/CO, MM), interfaces with internal Renault systems
QA Partner, GMCS 2005 – 2006
HONDA (project sales)
Current functionality enchancement: FI-FA; FI (GL, AP, AR): VAT
accounting, Solution for amount differences, Purchase ledger and Sales ledger,
VAT declaration, Financial reporting: F1, F2, F3, F5, FA movements,
Reconciliation acts, Interface for salary upload; FI-SL (PTA)
QA Partner
2005 - 2006
MIS implementation
(TOKK)
FI-GL, FI-AP, FI-AR, FI-FA, EBS, TR-CM, CO-OM, CO-PC, CO-PCA,
CO-PA, MMMRP, SD, PP-Repetitive
ManufacturingSOP Planning, PM, VSDK, Building blocks, Solution
Composer, Aris Tool Set, development implementation strategy (correlated
SWOT analysis)
QA Partner
E1
01.01.2004
-
29.09.2004
MIS implementation
(HT RUS)
FI (AP,AR, GL, AA), CO (CCA, OM, PC, PA), FI-SL, CATT (Migration from
4.6B – MySAP BS v 4.7),R/3 v 4.6B
Project manager
E1/GMCS
14.04.2003
–
31.12.2003
CRM project preparation
(SAB Miller Plc Russia)
CRM (Activity Management, Business Partner Management, Opportunity
Management) v 3.0, SOP, PS
Project manager
CIO SAB Miller
01.04.2002
–
31.07.2002
ERM
system
implementation
(SAB Miller Plc Russia)
FI (AP, AR, GL, AA), CO (CCA, OM), ML, FI-FM, FI-SL, PS, R/3 v 4.6C,
PM, Industrial solution - Beverage, Visio Business Modeler
Project manager
CIO SAB Miller
01.02.2001
–
31.03.2002
Internal project in E/Y:
Development
Core
FI-FA, R/3 v 4.6B ,ARIS Tool Set
Senior Consultant
CIO SAB Miller
27.01.2000
–
20.09.2000
Rollout solution for fast
implementations
SAPPR:
system
for
supporting book keeping
operations for import
and reselling spare parts
(Renault CIS)
FI (AP, AR, GL)
LSMW, interfaces, mapping for CoA (French GAAP)
R/3 v 4.6B, 4.6C, Visio Business Modeler
Team leader
E&Y
27.01.2000
–
20.09.2000
MIS
implementation
(Nevskaya Cosmetica)
FI (FA, AP, AR, GL), TR-CM, LSMW, R/3 v 4.0B, Visio Business Modeler
Team leader
Arthur Andersen
01.09.1999 –
24.01.2000
Rep
office
system
implementation (Rollout
for Xerox CIS)
FI (FA, AP, AR, GL), MM, SD, LSMW, CO-PA, Dunning, Credit
Management, EVG (Service Management),R/3 v 3.1H, Visio Business Modeler
Team leader
Arthur Andersen
01.04.1999 –
31.08.1999
Rollout for St-Petersburg
branch (Xerox CIS)
FI (FA, AP, AR, GL), MM, SD, LSMW, CO-PA, Dunning, Credit
Management, EVG (Service Management),R/3 v 3.1H, Visio Business Modeler
Senior consultant
Arthur Andersen
01.01.1999 –
31.03.1999
ERM
system
implementation for legal
entity (Rollout for Xerox
CIS)
FI (FA, AP, AR, GL), MM, SD, LSMW, CO-PA, Dunning, Credit
Management, EVG (Service Management),R/3 v 3.1H, Visio Business Modeler
Senior consultant
Arthur Andersen
01.07.1998 –
31.12.1998
Back-office
system
implementation
for
Joint-stock
bank
Incombank
TR-TM, FI, CO, TR-Commitment Budgeting, Development of interfaces, Visio
Business Modeler
R/3 v 3.1H
Internal Consultant
Expert the Board
11.08.1997
-
13.02.1998
6. Other responsibilities
IMG Business start
up and establishment
in Russia
Local LLC registration,
Initial Business case and planning
preparation (Market view – situation
&
SWOT,
Strategy
–
value
proposition & strategic focus, demand
&
delivery
planning,
3
years
planning),
functional
strategy
definition, bench marketing.
CEO
01.09.2006 -
31.12.2006
Management
and
project reporting
Demand planning, Delivery forecast,
Pro-forma
P&L,
Pro-forma
BS,
Earning Value Method
CEO
01.09.2006 -
31.05.2008
Sufficient projects: AUCA, Jungheinrich, Provimi (Big bang Rollout on 5 plants),
BASF (4 Rollouts – RU KZ + upgrade up to ERP 2005), Fortum (QA Partner),
Banana mama (Retail – QA Parner), Vnukovo (DMS, Profit Tax Accounting,
Protective Clothing, Project audit), Mann & Hummel (Automotive supplier),
Aqua-Vision (Belong to Coca-Cola), Honda (QA Parner), SAB, Renault (3
projects), XEROX (3 projects), Nevskaya Cosmetica, Incomebank, Moscow
metro (magnetic tickets encoding center)