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Béghin Say
- FICO/4 Lead
Paris
2016 - 2017
Program and Project Architect for SAP Simple Finance 2.0 add-on. related efforts. Provided guidance and support to in-progress migration with merge of Account/Cost Element in Chart of Accounts was carried out along with unified Master Data Maintenance for GL Account and Cost Element (Account Type and Cost Element Specific Attributes).
Within the upgrade, setup of SAP Fiori system landscape (intranet deployment scenario) with SAP HANA XS.
Developed a repeatable SAP project toolkit consisting of 65+ work products covering 25 major activities across all project phases. Managed internal FICO team to create PMO charter, competency definitions, prioritization roadmap and roles & responsibilities matrix.
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Glaverbel
- CO ML Consultant
2015 - 2016
Upgrade and migration from their existing system (from Business Suite) to S/4HANA Enterprise Management the Material Ledger is mandatory. So Material Ledger was activated as part of the migration.
Glaverbel has a high volume supply chains for distribution, warehousing, retail, and especially with prevalent foreign currency transactions and intercompany transactions. A large preparation project was carried out prior to activation to establish the inventory valuation principles, MM transaction classifications and the revised business processes to be employed.
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Toyota
- CO-PA/BW Consultant
VAUCRESSON
2015 - 2015
Analysis, design and implementation of COPA/BW Management Accounting solution. Configuration and extraction of COPA transaction data into BW.
Design of COPA Cubes architecture to feed Planning BPS layouts, custom extraction from Hyperion Planning data. Results Analysis : revenue calculated by RA (revenue accounting) that corresponds to the actual costs posted on the billing element.
Regeneration of the existing costing-based COPA DataSource to bring in additional field/Characteristics for reporting purpose. Since CO-PA is a regenerating application we couldn’t add a new field directly to an existing CO-PA data source from the Operating Concern. Data source had to be deleted and then re-created with the same name.
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UGAP
- FM GBCP Consultant
Champs-sur-Marne
2014 - 2014
Projet d’application of new French public sector funds accounting law (GBCP). Configuration of both transactional restatements (beneficial), and reporting on SPL and Transfers, load from legacy systems and reporting. Creation of blueprint for migration to FM BCS. Definition of all dependencies and impacts on modules in place (GM, PCP, PBC).
Uprgrade ECC6 EHP4 to EHP7 with Public Sector Grants and Funds Management using BCS and Public Sector Accounting process (Commitment and Obligation). Provided assessment on Position Budgeting and Control (PBC) functionality using the overall SAP public sector budget control solution.
Creation of User Exits for PSM (FM-BCS) to add functions to SAP
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Altana Pharma
- CO PC Consultant
Paris
2012 - 2014
Global Business Integration Project, took ownership of the project requirements definition, ensuring that it aligned with the client strategy (blue print design, implementation, customization, configuration and post Go Live support, of all aspects of the SAP CO modules).
GBIP involves SAP R/3 modules IM – Investment Management, PS – Project System, HR – Human Resources and BW – Business Information Warehouse. Lilly also use several Special Ledgers for management accounting and local statutory reporting, CO-CCA, CO-PA, Co-PCA. A particular challenge was “triangular deals” which Altana Pharma use very frequently. I had to analyse these and advise on the correct VAT treatment for each case. IM – Investment Management and PS – Project System is very important to Eli Lilly because of their enormous investments in new products which are capitalised and amortised over the product life cycle
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Alcatel Lucent
- EU Tax consultant
Paris
2011 - 2012
FICO lead cum Tax consultant for upgrade 4.5 to 4.7 (Enterprise) and EU localization with implementation of new 2010 VAT package covering new EU rules taking effect in 2010 with significant changes regarding cross-border VAT refunds.
The new VAT Package rules allow to levy VAT on services at the actual physical place where the customer is located. There were substantial changes made on the SAP system to be compliant for this: Configuration of settings required for arrivals and dispatch declarations (Interco movements, Vendor consignment stocks, movements against stock transport orders and direct ship through EU ports of entry.
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Sony
- FI ML COPA Consultant
Puteaux
2009 - 2011
Design and implementation of material ledger (local and group currency and actual costing) for its EMEA plants with the intention of using this template later on for all plants worldwide. ML was configured to allow Sony to see actual costs for ending inventory of single and multilevel products and cost of sales, and still measure the procurement processes according to standard costs.
Actual Costing for Materials: Variances occurring from inventory transactions were posted back to ending inventories in order to value them at an actual cost. This was done while retaining the standard cost of the material as a benchmark.
I was contracted to analyze statutory requirements for complex management reporting, including COGS, EBIT and profitability reporting.
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SUEZ
- FI-CA Functional Consultant
PARIS LA DEFENSE
2008 - 2009
SAP Financial Team lead for roll out and assisted in project management responsibilities for 9-month Extended FI-CA (PSCD) implementation - Blueprint into realization. As Manager of 4-month post-implementation support team, responsible for problem resolution including data tracking, debugging, process improvement and knowledge transfer. Project Management duties included staffing, budget maintenance, performance reviews, and Board of Directors presentations.
Challenging and multi-faceted role covering PSCD, FSCD an RMCA (revenue management contract accounts) IS-U FICA (Utilities Contract Accounts) and Extended FI-CA solutions. Due to its high-volume AR, billing was done here separately and integrated with G/L.
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Daimler Chrysler
- FICO Lead
Le Chesnay Cedex.
2007 - 2008
EU wide SAP roll-out and go-live through the development of training plan for 200+ end users. The German site was the first of 12 global manufacturing facilities targeted for implementation between 20O6 to end 2008. The project was to align a local ERP solution (12 company codes, 12 countries) with a Core Solution.
Project management responsibilities for 24-month full suite ASAP methodology 3.1g implementation through all phases of project including go-live. Responsible for problem resolution including data tracking, debugging, process improvement and knowledge transfer. Project Management duties included staffing, budget maintenance, performance reviews, and Board of Directors presentations.
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ExxonMobil
- COPA Consultant
Notre-Dame de Gravenchon
2006 - 2007
Exxon was using PCA in branch accounting but since their Profitability was more Market and Product oriented, CO-PA was proposed as a better match. The activation of Costing-based CO-PA was set-up to match their requirements. Product costing activities included developing budget structure, billing material structure, routings, cost center and cost collecting structures.
Implemented Account based COPA where Costing Based COPA was already implemented. FI/COPA configuration and documented business process, created functional specs, and testing.
Key areas covered: designing Account Base COPA implementation, mapping GL accounts and Cost elements. Researching Costing based COPA in Production to see used Value fields.
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Rio Tinto Alcan
- FI CO Costing Consultant
Montréal
2005 - 2006
Implementation of activity-based cost accounting models and profitability analyses on time driven activity-based costing. Incorporation of ABC with implementation in SAP PCM (7.5) and tandem usage of Resource Consumption Accounting (RCA) with Activity Based Budgeting (ABB).
Design and setup within Profitability and Cost management (PCM) of Activity based Costing models. Rio wanted to plan quantities and costs of its business processes. In order to do this formula planning, mathematical dependencies were used. This allowed Rio to use the same formulas for similarly defined business processes. For formula planning, templates were created and assigned to one or more business processes.
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Siemens VAI
- BW BI Consultant
Savigneux
2004 - 2005
Siemens proprietary integrated solution in SAP BW 3.5 release based on standard financials, controlling and logistical processes, and upgrade to BI Net weaver, SCM and SEM.
Prepared the upgrade and migration plan for the BW system and lead the BW Basis team. Prepared the post-upgrade action plan for BW custom and standard objects optimization, Remodelled the process chains for data load optimization, Customized reports Cubes and staging for Cost center accounting application.
Created extractors to extract CO-PA data for the relevant Operating Concerns from R/3 into BW and created corresponding Infosources, ODS objects and Infocube.
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Mizuho Corporate Bank
- FI Team lead - Mizuho Financials
Tokyo
2003 - 2004
Full suite roll out ASAP methodology 3.1g. Acted as SAP FI Team Lead and assisted in project management responsibilities for an 11-month implementation through all phases of project including go-live. Management duties included staffing, budget maintenance, performance reviews, and Board of Directors presentations.
Supported international full-cycle implementation of SAP FI. Responsible for consultant training, requirement determination, functionality presentations, configuration and documentation of inventory management, availability checking, account assignment, pricing, taxes and billing.
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Shell
- SAP JVA/PRA Consultant
Paris
2002 - 2003
SAP JVA/PRA Consultant - Played the team member role in Shell's PRA team in
This Production and Revenue Accounting role covered the production of oil and gas, the production and sales values, distribution of the revenue generated among the operator and other owners and finally the generation of the monthly Tax and Royalty and Volumetric Reports to the government Oil and Gas Agencies.
In short configuration of PRA module business processes of Production Allocation, Regulatory Reporting, Ownership, Tax and Royalty Reporting. Setup and maintenance of Production Allocation networks pertaining to operated facilities in North America upstream Oil & Gas PRA Customer.
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ENRON
- SAP TR Business Analyst
1998 - 2002
ENRON UK business analyst, evaluating and documenting the business processes for Enron's trading platform. Involved in Treasury module upgrade, money market, foreign exchange, loans and bank reconciliations.
Auto update exchange rates, FX position accounting, currency revaluations, activate foreign currency P&L sweeps and general help with general knowledge of multi- book ledger concepts. Accounting had been kept on SAP, but all treasury transactions executed by the Holding for the Entire group had been managed under Excel.
Due to the centralization of the treasury function and the introduction of a group-wide cash pooling of bank accounts, a marked increase in treasury business and transactions to be performed by the Holding was required.
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Kelly, Levey & Associates
- FICO Consultant
1996 - 1998
Worked as Team member for support and defects solutions for various application areas of FI- AP AR and AM Resolved the critical issues within the time limit Worked on Financial statement versions and consolidation reporting Worked on Electronic bank statement, Automatic payment, interfaces with EDI, Interest calculation, Credit management, integration with MM and SD, Dunning, Internet services, Direct and indirect material procurement cycle, Logistic invoice verification and electronically incoming payments and banking. Worked on defining the strategy for field mapping in interfaces for AP and AR.
