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Patrick ROOSE

PEER

En résumé

Patrick a une grande expérience en tant qu'architecte d'entreprise, gestionnaire de projet et de changement et, d'autre part, en tant que gestionnaire intérimaire pratique qui soutient des projets sur la pierre angulaire de l'informatique et des affaires dans un environnement multiculturel.

Il a participé à toutes les phases d'une transition de CHANGE à RUN et a assumé diverses tâches telles que l'analyse de l'emplacement pour la mise en œuvre de solutions (restructuration, optimisation des processus, infrastructure, architecture).
- Type d'organisations : PME, multinationales, organisations gouvernementales, structures de holding.
- Type de projets : transitions, mise en œuvre d'ERP, numérisation, fusion et acquisition, découpage, gestion des performances de l'entreprise, intelligence économique, gestion des services (opérations et livraison).
- Type du Business: Industrie manufacturière, construction, produits chimiques, Automotive, Energie/Utilitaires, Banque, Distribution, FMCG, Télécom, Secteur Public

Entreprises

  • pfm medical / Germany - Digital Transformation Manager

    2019 - 2020 Rôle: Program / Digital Transition Manager, Financial Consolidation

    Théma 1 : Consolidation financière de l'ensemble des sociétés (gestion des changements et des projets)
    • Mise en place de tableaux de bord pour fournir aux cadres moyens et supérieurs une vue transparente de tous les flux de valeur par filiale.
    • Appliquer le change vers clôture rapide (fast close consolidation)
    Théma 2 : Transformation numérique ERP, SAP S/4HANA
    • Mise en œuvre et déploiement : modèle d'entreprise numérique (intégration de l'IoT/Industrie 4.0 dans la gestion de la chaîne d'approvisionnement)
    • Gouvernance du PMO

    Numérisation de l'environnement informatique (transformation digital)
    • Gestion des parties prenantes à tous les niveaux, y compris CEO & CFO
    • Déterminer les pièges de tous les flux de valeurs (où cela nuit, organisation, processus, applications informatiques, données manquantes, interfaces sortantes entrantes).
    • Définir l'orientation stratégique, la feuille de route de l'amélioration pour les deux pistes : BI & Transformation Numérique
    • Mise en œuvre:
    o Amélioration du consolidation mensuelle, trimestrielle, annuelle et reportage interne associé
    o Amélioration du concept BI, des tableaux de bord BI, des KPI et des processus de consolidation pour fournir une gestion moyenne et supérieure à toutes les entités juridiques avec une vue transparente de tous les flux de valeur (ventes, fabrication, achats, logistique, services clients, RH, informatique, comptabilité).
    o Améliorer la qualité et la cohérence des données (master data) pour accélérer la production des rapports
    o Transition et amélioration des processus SCM/ERP pour les entités juridiques aux USA, en Europe (SAP et non-SAP)
    o Modèle d'affaires numérique (intégrer IoT/Industry 4.0 dans SCM)
    o Consolidation financière de toutes les entités juridiques
    • Mise en œuvre de la gouvernance et de l'excellence opérationnelle
    Outils : SAP 4HANA, Reporting tools SAP-BI, SAP Analytical Cloud, prevero, JIRA, PMBOK, Agile, PRINCE2, BPM, BPR
  • Commission Européenne - Digital Transformation Manager

    Bruxelles 2018 - 2020 Rôle: Program / Transition Manager (digitalization)
    Programme de DG MARE : Assurer l'interopérabilité des systèmes informatiques nationaux de sécurité et de sûreté maritime (Maritime Information Data Exchange Network) entre les différentes autorités belges opérant dans et pour la mer du Nord (Centre de coordination du sauvetage maritime, défense maritime, douanes et police maritime) permettant un échange d'informations plus efficace au sein d'une plate-forme paneuropéenne entre les États membres de l'UE..
    • Gestion stratégique et du changement : définition de la vision globale, de la mission et des objectifs finaux du programme (business case)
    • Gestion du changement et des parties prenantes. (en utilisant la méthodologie ADKAR/PROSCI et PMI/PMBOK), évaluation des besoins
    • Audit de l'état actuel (AsIs) des flux de valeurs les plus importants (sûreté et sécurité) :
    o la gestion des incidents en mer
    o la gestion de l'information
    o la gestion de la communication (voix, messagerie instantanée et solutions de communication vidéo)
    o système d'information géographique
    o la gestion des risques
    • Rédaction des besoins du futur état (ToBe) : processus, master data management, architecture, licences, infrastructure.
    • Définir l'architecture métier en combinaison avec l'intégration de l'IoT / SOA dans les systèmes existants
    • Solutions proposées autour 1) de la gestion des opérations et du service desk, 2) des processus, 3) des organisations, 4) des applications, 5) de la gouvernance des données et de l'échange d'informations, 6) de la conception de la sécurité et de la planification des besoins en architecture IT.
    • Enregistrement des données par I.A. et RPA - logique
    • Conception de solutions informatiques (architecture logicielle, infrastructure) et du modèle opérationnel, interfaces entre solutions nouvelles et existantes (systèmes existants) utilisant différents protocoles fonctionnels et techniques (SOAP, API, courtiers de messages)
    • Rédaction d'un cahier des charges (RFP) pour l'achat/adaptation de solutions
    • Gouvernance et rapportage B-SQERT , planification des programmes et des projets, gestion de la qualité
    • Mise en place d'une structure sur SharePoint pour la consolidation des informations relatives aux projets à travers les flux de travail
  • Materialise - Project Manager

    Leuven 2017 - 2017 • Gérer la mise sur le marché de différents produits.
    • Lancement de produits et mise sur le marché (développement informatique, marketing, ventes)
    • Amélioration des processus d'affaires de base (ordre de facturation)
    • Préparation à la mise en conformité SOX
    • Mise en place d'un centre d'excellence pour les processus de base de l'ERP
    • La préparation du projet, la planification, l'approvisionnement, l'exécution, le suivi et la clôture.
    • Équipes : développement de produits, marketing, ventes.
  • confidentiel*** - SAP change organizational manager

    2016 - 2017 SAP organizational change manager, company restructuring
    To support the transition towards a uniform way of processing for the value streams: sales - procurement - production - r&d - quality - warehouse – logistics in 3 different sites in Europe using a SAP SCM solution.
    Activities:
    • stakeholder analysis, engagement
    • change management:
    o setup of a communication strategy & plan
    o setup of an operational readiness plan and end transition plan
    o implement master data governance
    o determine the job impact, training needs analysis for all value streams
    o implement the Target Operational Model
    • process & organization improvement
    o setup op Sales & organization, CRM
    o P2P, O2C, stock movement using mobile data scanners
    o Master Data Governance
    • conduct the test plan
    • improve & adapt the standard operating procedures (JSOX & ISO)
    • SQERT reporting the progress: Scope, Quality, Effort, Risk & Timing

    Tools: SAP, ADKAR, BPM, PRINCE2, V-model quality assurance, C4C/CRM cloud, SD, MM,WMS, PP-PI, PM
  • confidentiel*** - PMO - PPPM

    2016 - 2016 To support hands-on the transformation towards a renewed Operating Model and architecture including the core, non-core processes an IT-landscape to reach qualitative and quantitative targets:
    • Transition IT into an agile service department
    • Reduce the complexity of IT landscape
    Activities:
    • Hands-on support:
    o Setup of project definition documents, planning, product & work breakdown structure (deliverables & workload), contracts
    o Implementation of KPIs and Earned Value Management
    o Support training in project methodologies (Agile & Waterfall) for Project Managers
    o Quality review (techniques and procedures)
    o Optimization and improvement to reduce losses (non Timely, non Accurate, non Professional, non Efficient)
    o Change processes & procedure towards First Time Right
    • Budget Portfolio Management of 4 clusters, 23 projects (+35.000MD)
    • Monitor deviations of CAPEX and OPEX upon scope/quality/effort/risk/time
    • Risk and escalation management
    • Type of projects: infrastructure, architecture, business

    Tools: operational excellence, KPI, Earned Value Management, PPM Clarity, ADKAR, PRINCE2, SHAREPOINT, V-model quality assurance, PPPM (Portfolio,Program,Project Management)
  • HeidelbergCement - Project & change manager

    Heidelberg 2015 - 2016 To harmonize the processes, the organization, the IT-solutions, the customer services along a merge & acquisition program.

    • due diligence of processes, organizations, IT-solutions for 2 companies & 6 business lines
    • solution design (request for proposal)
    • solution proposal (business case design, vendor selection, contract management)
    • solution implementation (change & project management)
    • organizational change of structures and translation into system landscape / architecture
    • hand-over
  • SNCB Europe - Transition mgr / PMO

    Bruxelles 2013 - 2015 GOAL: Transition mgr and PMO to replace the current departure procedure of a passenger train by a new and safer procedure in order to uniform the departure procedure, to eliminate the "grey zone" and to align the departure procedure. The solution is governed by a program of +20 projects (business and IT solutions) delivered by internal and external suppliers and monitored by external safety auditors. This change has a nationwide and cross boarder impact of train companies with regards to safety compliant, development of IT & Telecom infrastructure GSM-R, appliance of new ways of working for train drivers & train managers. Setup & drive the Project Management Office, stakeholder management, suppliers involvement, team management and control over awareness, desire, knowledge, progress reporting of realisation of solutions, setup & conduct the transition, manage project risks, design/ implement and daily follow-up of a quality management system to reduce cost of poor quality & give exposure to communication.
    - Engage stakeholder management : awareness, readiness, desire, build knowledge (executive to operation resource, internal and external)
    - Suppliers involvement
    - Change management to control awareness, impacted areas, desire, knowledge
    - Business Process Analysis (current mode / future mode / gap-analysis / change plan)
    - Conduct and generate inbound & outbound communication (unions, Steerco, Domain)
    - Update of project plan, labour and cost forecasting
    - Setup & conduct the transition

    - As PMO setup & drive the Project Management Office
    - Progress reporting of suppliers
    - Manage project risks, quality assurance, proposing preventive & corrective actions
    - Design, implement and daily follow-up of a quality management system to reduce cost of poor quality
    - Follow-up financial project metrics (forecast, earned value ratios, billing)

    Techniques: BPM, change management (PROSCI/ADKAR), Earned Value Management, Prince2, FTA, FMEA, Operational Excellence, IT-Governance
  • Lotus Bakeries - Change manager

    Lembeke 2013 - 2013 GOAL: give BPM-advise and methodology training to support the global expansion of ERP SAP standardization

    - setup the BPM toolkit (methodology, usage and implementation of BPM and BPMS for ERP)
    - select – prepare and support implementation of operation reference models in a supply chain
    - setup demo for BPMS (comparison of tools & vendors, expectations mapping)
    - how to transition to a consolidated and rich documented knowledge center

    Techniques: BPMS: Logizian-Bizagi-ARIS-Adonis, ERP, Operation Reference Models (APQC, SCOR), Process Classification Frameworks, PROSCI ADKAR (methodology), BPM

    Result: delivery of a change management methodology
  • Fluxys - Change manager

    2012 - 2013 GOAL: Empower cross-over structural improvements and transitioning towards cost reduction and energy saving by detailed re-engineering of ERP processes and IT solutions (engineering, construction, procurement, logistics, transportation, distribution, stock management).

    - Audit / impact analysis and BPM of the As-Is situation (processes, organization, data/information quality, ICT-tooling, services) call desk for business and IT
    - Requirements gathering of the To-Be, stakeholders management (objectives, benefits, changes, solutions to integrate the operations with ICT-solutions), separated service desk for business & IT operations
    - Gap analysis (As-Is, To-Be), remodel with Business Process Management, support blueprint
    - Set up the program book, detail the work streams and the project implementation plans
    - Determine the change management and the transition plan to restructure and re-align solutions with the business processes and departments.
    o minimize the IT interventions for Business operations
    o coach the concept “first time right” data entry for IT solutions
    o first steps towards lean management
    o renewal & management of the SOPs (standard operating procedures and actions)
    o change setup for integration of solutions (SAP & portal) at all platforms
    - Prepare the end to end test plan (IT & business acceptance)
    - Support communication of change (technical, managerial, Steering Committees)

    Techniques: PRINCE2, PROSCI ADKAR (change methodology), ERP, BPM, BPMS: Enterprise Architecture
  • BI Community - Advisor - Training

    2012 - 2013 GOAL: Give courses

    - Customization of project methodologies + best practices
    - How to design the roadmap for BI / DWH projects
    - Business Process Management in practice
    - Live demo of BPM with BPMS packages
    - Operational Excellence mapped onto Process Classification Frameworks

    Techniques: BPM: Logizian, Visual-Paradigm for UML, PRINCE2, Agile, SCOR, APQC
  • Van Landschot - Change manager

    2011 - 2011 GOAL: improve service management processes according the CBFA/FSMA requirements.

    - Audit of business processes, process documentation through BPMS
    - Gap analysis (As-Is versus CBFA requirements)
    - Remodeling of the processes of
    o service management (incident – problem – escalation – issue)
    o service transition (change management, release management, asset management, configuration management, test management)
    o service strategy / design (demand management, risk management, portfolio management, requirements management)
    - Set-up plan of approach for a project management methodology
    - Addressing the concept “product & service catalogue” for new product launches, the organization (who is responsible to do what, when, where and using what), taking into account “segregation of duties” when operational teams are developers
    - Set-up of blueprint & improvement plan to strive for operational excellence
    - Set-up of change management and implementation plan

    Techniques: PRINCE2, RACI, role-activity diagrams, BPMS: ADONIS, COBIT, CMMi & ITIL V3

    Result: blueprint & roadmap to improve the alignment of Business & IT
  • Carrefour - Service Delivery Manager

    Massy 2010 - 2012 GOAL: ERP project & service manager for store operations of Food / non-Food, operation management

    - Coordinate the daily RUN & CHANGE operations of the point-of-sales software applications between stakeholders, IT-management, product owners and an international sourcing model of delivery teams for a topology of +500 stores.
    - Support project portfolio management, analysis of risks & impact of demands onto the business & IT layer (infrastructure & architecture).
    - End to end life cycle management of projects (from cradle, business requirements gathering, coordinating development, testing and industrialization of software images of the infrastructure outlets).
    - Prepare and preside the CABs, verify the maturity of the RFCs and its solution, negotiate planning with stakeholders for development, testing and implementation.
    - Negotiate the calendars with the product managers for development, implementation, testing and roll-out of the change requests and project demands.
    - Set-up of test strategy plan: per change request collecting the user requirement specifications, set-up of the test scenarios, organization of the test environment (technical, functional, test team, timeslots), monitoring & follow-up the working instructions / SOPs
    - Coaching all teams (internal & external) towards process improvement of service management.

    Techniques: Point of sales solutions, store retailing, weighing systems, self-scanning, cash management, price management, ITIL, ITSM

    Result: improvement of the responsiveness between demand & solution delivery, decrease of the no. of incidents, standardization of service management processes
  • Ing Direct - IT Audit / Service Management / Service Desk

    Paris 2010 - 2010 Audit, FMEA en BPM tot optimalisatie van service management processen, service desk, workplace solutions en outsourced suppliers. Opstellen plan van een communicatieplan tot het invoeren van korte & lange termijn verbeteringen voor customer & employee satisfaction (niveau: operationeel, tactisch, strategisch).
    Transition naar “green concept, first time right”
  • SCE - Business change manager

    Nantes 2009 - 2010 Audit van de business processen voor de fabricage van silo's voor de voedingsindustrie. BPM, Gap-analyse, blue print, opstellen change en transitie plan tot implementatie van een ERP oplossing met lean concepten. Reduceren van de dagelijkse operationele kost dmv optimalisatie van processen, procedures & activiteiten voor fabricatie, perfecte first-time quality, waste minimization, reduceren van transport & intern overhead.
  • Bnp Paribas - Project manager

    Paris 2008 - 2008 Transform and merge the infrastructure of Fortis & ABN Amro at corporate level.
    -Stakeholders management: gathering business requirements
    -Develop and implement a Common Sales & Transaction Portal (CRM/Siebel layer) for Commercial and Merchant Banking (CB/MB) accessible through a Single point of Access to improve sales & services at all affiliates and enable cross-selling.
    -Conduct the integration of the CRM/Siebel layer with the ICT legacy of ABN Amro & Fortis

    Project was stopped earlier due to the separation of Fortis & ABN Amro
  • P&V - Project manager

    2008 - 2008 Acquisitie van 2 ICT backbones, vervanging van de infrastructure door 1 centrale oplossing voor de front- & back office, sales & marketing, call centra's & help desk.
    Kosten verlaging van ICT (1 datacenter voor 2 business kanalen in plaats van 3) harmonisatie en reorganisatie van de IT oplossingen (infra & telecom) en ITSM.
  • Atos Worldline - Process change manager (ITIL)

    Bezons 2008 - 2009 Implementation of ITIL Service Management

    Alignement des centres informatique (IT Shared Service Centers) aux niveaux processus, outils, organisation, data, services, préparation et supporter les comités de pilotage
    Réduire les coûts de fonctionnement quotidien grâce à la normalisation des processus ITIL service management, intégration d'un bureau de service virtuel dans 3 pays
  • baloise inssurance - Project - change manager

    2007 - 2008 Implementation of the process output management (create, design, implementation and print to output channels).

    Role: project & change management
    Definition of the domain requirements (life, non-life, SAP, HR, distribution)
    Set-up of the approach per domain
    GAP-analysis concerning the impact of the solution on Procedures, Organisation, Data, Applications. Change of HR staff, processes
  • L'Oréal - SAP change manager

    PARIS 2007 - 2007 coordinate the implementation of SAP SCM (SD/MM/WM/FICO) for the HUB in Belgium to supply to 4 business channels in 5 different countries
  • Metro Cash And Carry - Consultant ITIL / audit service management

    Nanterre 2006 - 2006 IT-Audit to implement ITIL IT Service management
    • Solution proposal, recommendations
    • Program set-up for implementation of ITIL service management
  • Bnp Paribas - Consultant / project - change manager

    Paris 2006 - 2007 Implementatie ITSM. Alignering IT management , transformatie en herstructurering service desks (processen, organisatie, tooling) als voorbereiding op IT Shared Service Centers
    Herorientering Globaal Operationeel Model voor 5 service desks), verhoging van de operationele excellence, verlaging uitbatingskosten in 3 landen
  • Bnp Paribas - Consultant ITIL

    Paris 2005 - 2005 Customisation & implementation of ITIL-processes using Peregrine

    • Co-sourcing the processes Service Delivery of a Network Operating Center worldwide
    • Providing the detailed for procedures & process description
    • ITIL process design through UML
    • Uniformisation of the processes in the organization
  • Siemens - ERP practice manager

    Saint-Denis 2005 - 2005 ERP practice manager, responsible for Profit & Loss, sales & delivery
    • determining vision, mission, strategies / objectives and perform business planning
    • steer, innovate, and optimise the program for the business unit
    • profit & loss responsibilities of the department
  • Sncb Europe - ERP consultant / strategic

    Bruxelles 2005 - 2006 Business consultant to define a strategic implementation plan of an ERP/SCM solution.
    SAP business analyst for an SCM lifecycle
    • GAP-analysis for the lifecycles procurement – production – sales - maintenance
    • determining vision, mission, strategies / objectives and business planning
    • Tool: ValueSAP 4.6D / ASAP, positioning the usage of the tools (SAP, Peregrine)
    • global strategy blueprint (feasibility analysis) for a full SAP SCM lifecycle
    • Definition of business requirements and feasibility
    • Proposal definition for organisational changes
    • Reorganisation of the procurement & logistics lifecycles
    • business case definition (benefits & costs)
  • Mobistar - Consultant / quality improvement

    Bois Colombes 2004 - 2004 advise and coach on strategic decisions:
    1) set-up a strategy to implement a datawarehouse for the consolidation of national production
    2) implementation of a quality management framework CMM / RUP / UML / Prince2 + casetools
  • Suez - Project manager / SAP / ITIL

    PARIS LA DEFENSE 2004 - 2005 Customisation & implementation of ITIL-processes using mySAP CRM (MM/SD)
    • Conduct of the program between the customer and its outsourced partner
    • 3rd party management (solution provider) through SLA
    • definition & implementation of a SAP backbone
    • Uniformisation of the processes in the organization
    • Replace Peregrine/Remedy by mySAP CRM for processes : incident resolution and standard work request
  • Sofinco - Project manager / strategic consultant

    Evry 2004 - 2004 Sparring partner for stakeholders and solution providers.
    Set-up of a strategic business plan. Implementation of a front- & back office for consumer credit solution in order to improve time-to-market
    • Establish a blueprint for transitioning front- and back-office solution in order to improve the implementation of new products on the market (time to market) using the internet backbone (B2C & B2B model)
    • Define & management of the solution
    o Feasibility study “out sourcing front- & back-end solution”
    o package implementation, interfacing facing with existing legacy IS and processes
    o business process consulting & workflow management Vendor selection step (RFI / RFP) with dedicated specialists solution providers
    • Set-up of a business plan & strategy
    • Provide the necessary steps for package selection (translation of business requirements, non-IT criteria, quality level, partner solvability, costing, comparable projects, visits, mapping workflow processes through case tools). Daily project management.
    • Set-up of SLA & SLM for contract management between solution providers & customer for 1) implementation, 2) application maintenance & support
    o Secure the delivery of the solution (platform HW/SW, procedures, training, docu)
    o Engage the concept of KPI-monitoring
    o Ensure at coorporate level the awareness of business risk
  • vangansewinkel - Project manager

    2003 - 2004 business process re-engineer and implementation of solutions for CRM / ERP / DWH
    Strategic program preparation of CRM
    • Prepare the program to implement CRM for all departments Marketing & Sales, Finance & Accountancy, Logistics & Operations:
    1) the processes (business workflow)
    2) the organisations & procedures
    3) the data & the applications (the instruments)
    • Set-up a GAP analysis: audit of existing business workflow (inventory of front- / back-office solutions), business modeling & blueprinting
    • Establishing of a proof of concept “how to implement CRM cross companywide”
    • Nationwide uniformisation of business processes and workflow management for the complete product life-cycles at company-wide level
    • Migration of the related & supported legacy interfacing systems towards a central backbone
  • Kbc Bank - Consultant

    2002 - 2003 Program coordination for optimisation of the layer of financial institutions, Credit card applications (proton), responsible for testing
  • Belgonucleair - Consultant / project - change manager

    2002 - 2003 From IT-Audit to RFI & RFP in order to re-engineer the IT supporting layer for the production factory
  • LCM - Project manager / strategic consultant

    2000 - 2000 Implementation of the gateway CareNet, transition from a paper model to an electronic flux between the hospitals and the social security, proposal of Content & Document Management System
  • Kbc Bank - Project manager / strategic consultant

    2000 - 2001 PSO/PMO process improvement to define, implement, realize and enforce project methodology for SDLC / CMM / RUP / UML + casetools
    Define, implement, realize and enforce RUP project methodology for CMM
    Process support officer
    • Assessments of project development life-cycles (Waterfall-Iterative), in order to apply “best practices”
    • Discuss and negotiate in order to strive for a practical approach within an existing culture.
    • Process engineering & customization of the frameworks & project life-cycle deliverables.
    • Coach and hands-on training of the knowledge of project management frameworks, the benefits, the practical approaches
    • Assessments of feasibility for UML case tools (Rational Rose, Mega)
  • IBM - Project manager ERP consultancy

    Bois-Colombes 2000 - 2001 Proposal writer (functional & commercial) for solution providers
  • Eds_engineering Design Services - Consultant

    Douala 2000 - 2001 Define, implement, realize and enforce RUP project methodology for CMM
    Process support officer
    • Assessments of project development life-cycles (Waterfall-Iterative), in order to apply “best practices”
    • Discuss and negotiate in order to strive for a practical approach within an existing culture.
    • Process engineering & customization of the frameworks & project life-cycle deliverables.
    • Coach and hands-on training of the knowledge of project management frameworks, the benefits, the practical approaches
    • Assessments of feasibility for UML case tools (Rational Rose, Mega)
    • PSO : implementation of subsets of CMM to ICT departments : improvement of project methodologies for development with UML / RUP / XP” has been trained (group: +/- 250)
    • A uniform framework layer was implemented and rolled-out for some key process areas of CMM2 (configuration management, quality assurance, project tracking & oversight, business requirements management) in alignment with used COPAFITH standards
    • Practical projection of the framework on projects from inception to roll-out: stock exchange / front end / back office / clearance operations / purchase business model
    • Implementation of the selected case-tool (roll-out) with a program of training, coaching
    • The project has been delivered much quicker than planned with a tremendous smaller budget.
  • Kbc Bank - Project manager

    1999 - 1999 Impact analysis of the implementation of the €
  • Arcelormittal - Project manager

    1998 - 1999 Implementation of the concept SCM automotive on a SAP backbone
    • Introducing the concept SAP Automotive
    • Promote the migration towards SAP backbone for the life-cycle: pre-sales, order-registration, schedule handling, order follow-up, production, assembly, packaging, picking, shipping, invoicing at all European point of sales
    • Set-up of an EDI layer between the customer and the factory in order to process the delivery schedules, conversion of the delivery schedules into schedule agreements (contracts)

    • All European EDP sites have been convinced to migrate to SAP and use the SCM automotive framework in stead of local solutions (faxing, phoning the orders)
    • The plant is able to make use of the most effective factory (cost to develop, cost to make, cost to distribute)
    • The plant is able to re-allocate “lost material” into the product life cycle
  • Ing Direct - Project manager

    Paris 1997 - 1998 implementation of several interfaces between core & financial products
  • CIMAD - Project manager / solution architect

    1997 - 1997 compiling RFPs for customers in logistics branche
  • Service D'information Du Gouvernement (sig) - Project manager

    Paris 1996 - 1996 Project co-ordination, business analysis to implement "real-estate" solutions
  • Computer Associates technologies - Project manager ERP consultancy

    Londres 1995 - 1996 Migration of ERP software solutions to SAP outsourcing concept for SIG & BOPST (technical management)
  • European Patent Office - Audit

    1995 - 1996 IT software review, impact & workflow analysis of the infrastructure and architecture
  • Euroclear - Information analyst / process engineer

    1995 - 1996 Re-engineering of the application Accounts & Balances for clearance activities
  • Computer Associates technologies - Trainer

    Puteaux 1993 - 1993 Trainer DBMS
    Trainer ERP
    How to implement mainframe solutions using IDMS as DBMS
  • Ing Direct - Project manager

    Paris 1992 - 1993 Re-engineering the product life insurance
  • Bayer - Project manager / strategic consultant

    Lyon 1991 - 1992 Integration of “CRM” into ERP
  • Robeco - Information analyst / process engineer

    Rotterdam 1990 - 1990 Implementation architect of accounting software for settlement of stock-exchange
  • Telindus - Belgacom - Project manager

    1990 - 1991 Implementation of a B2C and EAI model for telecom products, cellular phone
  • Distrigas - Project manager

    1989 - 1990 Implementation of an invoicing application for measurement and billing gas
  • Kbc Bank - Information analyst / process engineer

    1989 - 1989 Implementation of work procedures for money transfers between KB & NBB
  • Sabena - Programmer / analyst

    Bruxelles 1987 - 1988 Integration of the catering services by means of an ERP solution.
  • Dexia - Solution architect

    La Défense 1987 - 1988 Development of a stock-exchange order system.
    Implementation of an offline reporting system (pre-Datawarehouse)
  • Mercedes Benz - Programmer / analyst

    MONTIGNY-LE-BRETONNEUX 1986 - 1987 Interface design for the applications Shop Floor Control and Material management
  • Michelin - Project manager / solution architect

    FERRAND 1986 - 1987 International migration of a very heterogeneous application environment to an ERP solution
    • Migration of the processes + IT-solutions for the productlifecycles: order take-in, construction, delivery, and billing
    • Implementation (development & execution) of the SCM concept
    • Organisation of the transition of the 2 systems
    • Deploy a good understanding (acting as bridgehead) between the European subsidiaries
    • Successful delivery of the ERP (sales & distribution) solution in an European context as a backbone
    • Automatic MRP involvement for stock leveling, business processes are aligned
  • Robeco - Programmer / analyst

    Rotterdam 1984 - 1986 Interface design for financial applications
    Optimisation of different backend and frontend solutions
    Database redesign

Formations

  • HRITON (Brugge)

    Brugge 1981 - 1982 IT

    level A1, bachelor, IT systemanalysis
  • STIMJO (Oostende)

    Oostende 1976 - 1981 accountancy

    level A2, accountancy

Réseau