SAP BI manager / data manager

Suez is one of the world's leading players in the utilities industry.

My role has included:

• Business support in requirements definition
• Management of a 6 BI consultants
• Business requirements analysis
• Workshops facilitating with the business
• Best practices implementation
• Architecture design
• Flow and data management
• Steering the SAP BI team
• Projects/enhancements roadmaps management
• Technology watch
• Implementation of new agile processes for continuous improvement and delivery quality

Technical environment:
SAP BW 7.5 on HANA, S4, BI-IP, SAC, SAC planning, AfO, TM1, EPM.

Projects include:

• Design & Build project planning, Finance tool for P&L and BS planning, SAC benchmarking & implementation, Cats reporting & planning, EPM benchmark & implementation, interfaces & data management.

CHANEL is one of the world big players in the luxury industry.

My role has included:

• Business support in requirements definition
• Management of a 4 consultants team
• Business requirements analysis
• Workshops facilitating with the business
• Best practices implementation
• Dataflow design
• Architecture design
• System tuning

Technical environment:
SAP BW 7.4 on HANA, ECC6, PowerBI, SAP BPC, IBM TM1.

Projects include:

• Stock coverage and projection reporting and dashboards, lead time reporting and dashboards, Seveso reporting, purchase reporting and dashboards,safety stock reporting and dashboards, controlling and finance reporting and dashboard.

NEOPOST is big player in the mail processing industry, with more than 1 112 €million revenue in 2018.

My role has included:

• Business support in requirements definition
• Business requirements analysis
• Workshops facilitating with the business
• Raising the awareness of Best practices
• Challenging Dataflows design
• Build follow up
• Business support in testing and validation

Technical environment:
SAP BW 7., ECC6 , BIG DATA PLATEFORM (Cloudera)

SANOFI is pharmaceutical industry market leader in France , with more than 33 821 €million revenue in 2016.

SBS Global KPIs

• After an organizational change, Sanofi's top management wanted to have a standardized dashboard that would allow the managemnt of all global support activities, I worked as BW expert responsible of the architecture of the project, A2R and P2P steam lead.
• My role has included:
  • Business requirements analysis
  • Workshops facilitating with the business
  • Global design and architecture
  • Best practices implementation
  • Dataflow design

Data lake

• Sanofi's top management wanted to have a single data access for reporting that could handle all of the company's needs, we are in the study phase and I am working as BW expert helping to define the benchmark points between SAP BW4HANA based solution Vs non SAP solution (vendor specific solution based on open source bricks), the next planned steps includes creation of MVPs and bluiding the Data lake.

Technical environment:
11 ECC 6, 4 BW 7.4, 1 BW4HANA, SAC, Qliksense

Madrigall is one of the largest publishing group in France, with more than 440 €million revenue in 2014.

Flammarion was acquired by madrigal group, after the acquisition a project was launched to provide sap BW for the subsidiaries of the group, and therefore to include SAP BW needs of these subsidiaries, I worked as a team leader for the BW rollout and I was in charge of multiple reporting and simulation projects for the sales department, I also solved recurring and painful data loading and reporting performance problems. My role has included:

• Business requirements analysis
• Workshops facilitating with the business
• Dataflow design
• Bex queries / workbooks optimization
• Best practices implementation

Among achieved projects:

• Migration project
  • The aim of the project was to migrate the BW system from 3.5 to 7.31 version
  • My role included:
    • Target definition
    • System analysis and perquisites assessment
    • Pre upgrade housekeeping tasks plan
    • Data model adaptation / correction
    • Data loading plan definition
    • Post upgrade corrections

• LUMIO

  • T​​​he aim of the project was to offer an intuitive reporting interface based on BW data, the interface was made in Microsoft web technology with an MDX access to data, I was responsible for the entire BW part of the solution

  • My role included:

    • Business requirements analysis

    • design and implementation of flows

    • implementation of requests

    • MDX interface

    • Performance optimization

GO-SPORT Group is one of the fastest growing sporting goods retailers in Europe, with more than 641 €million revenue in 2014.

The cash-outflows forecasting was done in a MS Access and MS Excel application, the data collection and harmonization was a time-consuming work and the KPIs published through this solution were not very reliable given the time elapsed between the data extractions and publication of KPIs, the KPIs in case of alerts were communicated to top management and the availability in time and reliability were major concerns. GO-SPORT decided then to launch a project to manage cash forecasting in SAP BW in a central and automated basis to meet the targets of KPIs reliability and availability in time and for all the the stakeholders of the company, I was responsible for this project and my role has included :

• Business requirements analysis
• Workshops facilitating with business key users to validate the target solution
• Datasources enhancement and dataflow design
• ABAP coding (datasources, transformation)
• Bex queries creation and integration in SAP Portal
• Assistance in acceptance testing phase
• Go-live planning

Veolia designs and delivers services that are vital to human development and sustainable performance through three complementary business activities: water management, waste management and energy service, it's a worldwide company with more than 29 € billion revenue in 2012.

Since several years SAP BW is managed mainly by an offshore team, end of 2014 VEOLIA have decided to do an audit of the system, the goal was to check if it complies with SAP best practices and do the necessary tuning, I was responsible of this project. My role has included:

• Performance audit of the system and tuning according to best practices
• Preparation of an action plan to ensure compliance with SAP best practices

PLASTIC OMNIUM is the worldwide market leader in exterior automotive components and modules with more than 5 € billion revenue in 2014.

PLASTIC OMNIUM have an SAP BW implementation serving users worldwide with more than 11 SAP ECC source systems in different time zones, I have intervened as an SAP BW expert and was in charge of the whole BW perimeter wich includes existing projects maintenance and new projects launch.

• Business requirements analysis
• Workshops facilitating with the business, key users and administrators
• Technical and functional specifications writing
• Team leading
• Coordination and communication management with other teams
• Assistance and business and key users
• Datasources creation and enhancement
• Data flow design and implementation
• ABAP for BW coding
• IP model implementation and fox coding
• Authorization and roles management
• Go-live planning
• PoC implementation
• HANA views creation
• Bex Queries and WAD reports development
• Bugs fixing and maintenance
• SAP portal management

Among achieved projects:

• OPTIK-TOPLINE (Plastic Omnium Transversal Information Knowledge), EPM project
  • Planning and simulation for sales and margins worldwide was a very consuming task in time and effort for PLASTIC OMNIUM teams. This task was done in a manual way through the Excel files sent by the subsidiaries in each country. Data sources were heterogeneous and volume of managed data was very high since it is a Planning for the world production for all car manufacturers done by part type, vehicle model, manufacturer, and plant. Even with a great effort the Planning was done only for a single part type and for no more than a 2-year horizon.
  • PLASTIC OMNIUM has decided to launch a project to manage this Planning on SAP BW/BI-IP, the goal was to have a solution to manage sales and margins planning on a 10-year horizon for several part types for the whole world production of all car manufacturers on several axes: plant, country, manufacturer, vehicle model, etc. with a centralized system, accessible to all subsidiaries worldwide and able to manage security access to data by authorization profiles. The solution is also able to manage simulation scenarios and provide a dashboard for the top management in addition to operational reporting.
  • This was a strategic project for PLASTIC OMNIUM, driven by sales department and sponsored by a member of the top management board; I was the team leader and architect of the SAP BW/BI-IP side of the project.
• OPTIK-Market (Plastic Omnium Transversal Information Knowledge), EPM project
  • The challenges of this project were similar to those of PTIK-Topline project, but the goal was to have a solution to manage market shares planning on a 10-year horizon for several part types for the whole world production of all car manufacturers on several axes: plant, country, manufacturer, vehicle model, etc. with a centralized system, accessible to all subsidiaries worldwide and able to manage security access to data by authorization profiles. The solution is also able to manage simulation scenarios and provide a dashboard for the top management in addition to operational reporting.
  • This was a strategic project for PLASTIC OMNIUM, driven by marketing department and sponsored by a member of the top management board, I was the team leader and architect of the SAP BW/BI-IP side of the project.
• PAMS (Projects Accounting Management System)
  • PAMS is the codename of an integrated central solution that provides to PLASTIC OMNIUM teams worldwide a wide range of features to track and forecast for automotive projects from the earliest phases of study, research and development to mass production.
  • Major features include tracking and planning of development hours, purchasing information, sales information and financial follow-up. The solution have been build initially to track and forecast only the development hours and PLASTIC OMNIUM has decided to launch a project to extend the features available for tracking and forecasting of purchasing information, sales information and financial follow-up. I was responsible of the BW/BI-IP side of the project.
  • The main interlocutors for this project were the departments of controlling and R&D.
• IPI (Industrial Performance Indicators)
  • To support the process of continuous quality improvement, PLASTIC OMNIUM has a system that allows, for each plant worldwide, to monitor the evolution of performance indicators and setting goals for the following year. This historical system has some shortcomings and PLASTIC OMNIUM has decided to launch a project to improve it. the objectives were to redefine the KPIs, simplify data input user's interfaces, secure validated data against any changes, provide administration tools to allow the managing of input periods opening and closing and the set up of a management dashboard in addition to the operational reporting
  • The main interlocutor for this project was the quality department.
• Procurement Dashboard
  • PLASTIC OMNIUM have decided to build a procurement dashboard, to benchmark and improve the procurement process worldwide, I was in charge of this project
  • To improve its performance the procurement department at PLASTIC OMNIUM wished to have, in addition to the existing operational reporting, a dashboard that allows the monitoring of some procurement indicators at world level, the indicators included payment terms, expenditure achieved without procurement procedure in volume and value and the panel of supplier. I was team leader and responsible for the BW side of the project.
• FICO tools
  • The aim of this project was to provide controlling team in PLASTIC OMNIUM with operational tools to help them i detect financial variances and anomalies, the tools were used mainly in support task done by key users for the business users. I was in charge of this project
• Vendor rating
  • PLASTIC OMNIUM regularly conducts a multi-criteria assessment of the quality of its suppliers, to improve the communication and enable them to know their ratings at any time PLASTIC OMNIUM has developed a web portal, the rating data are available on BW and it was decided to provide the portal web via a webservice on BW. I was in charge of the BW part of the project.
• SAP HANA PoC
  • The aim of this project was to discover more in depth the SAP BW ON HANA product and test the potential improvements that can be made by using it; some scenarios were developed for this purpose.
  • I was in charge of the BW application side
• SAP BO PoC
  • The aim of this project was to benchmark SAP BO with other market solutions for dash boarding; I was a member of the BO/BW team.
• Upgrade SAP R3 4.6 to ECC6
  • The aim of this project was to upgrade the entire SAP ECC perimeter (11 production systems worldwide); the technical team in charge of the project needed some help in BW related issues, a procedure document and some technical tools were provided to them for this purpose. I was the SAP BW reference for this project
• Upgrade SAP BW 7.0 to 7.2
  • Migration of authorization concept form 3.x concept to 7.x concept
  • I was the SAP BW applicative referent for this project

CHANEL is one of the most famous player in the fashion luxury market with more than 6.7 € billion revenue in 2014

This was a part time assignment and my role was to help CHANEL solve some SAP BW technical issues.

• Fix applicative gaps between production and development systems
• Referent on the applicative side for the BW upgrade from 7.0 to 7.1
• Helping on the development of a sales planning solution based on BI-IP

AXA is an international company working in insurance and banking markets, with more than 89 € billion revenue in 2014

AXA decided to upgrade Ariba implementation as part of a global project called COPERNIC (Common Operating Platform for European Reporting & IFRS Consolidation), I was member of the Ariba team.

• Assistance in testing and UAT phases
• Referent on the applicative side for the BW upgrade from 7.0 to 7.1
• Helping on the development of a sales planning solution based on BI-IP

MAROC TELECOM is the leader of the telecom market in Morocco and many African countries, it has more than 40 millions clients.

MAROC TELECOM has decided to implement SAP BW for 3 main areas, FICO, MM/SD and QM, I have intervened as a member of the SAP BW team and at the end of my assignment I was the technical referent for BW perimeter

• Process chains creation and monitoring
• Bex Queries and WAD reports development
• Business content installation and enhancement
• ABAP for BW coding
• Users and roles management
• Support level 3 for key users
• Bugs correction and maintenance
• Preparation of training material
• Technical specifications writing

MAROC TELECOM had Ariba buyer to manage the procurement process; I have intervened as a member of the Ariba Buyer team who was in charge of the support, maintenance and evolution of the implementation

• Support level 3 for key users
• Bugs correction and maintenance
• Users training