UBVoigt-english-details

University:

Business administration at the college of Münster with focus on accounting/controlling and mathematics in the time from 1984 up to 1988. Diploma thesis: Introduction of a computer based controlling system in a middle sized plastic processing company. Result 1.0 (German highest rate at the university)

Professional career:

1988 – 1989, Manager of the department “Relation Usine” for Volkswagen France in Villers-Cotterêts

1989 – 1994, Manager of the department “Controlling of subsidiaries” for Maschinenfabrik Reinhausen in Regensburg, Germany

1994 – 1996, Business director for Gurtec GmbH in Schöppenstedt responsible for accounting, controlling, purchase and human relations. In this time I was also project manager of a SAP project. The project was ending with a success story distributed by SAP, Walldorf.

SAP consulting:

In the time from 1996 up to 1998 I was SAP consulting manager for the SAP consulting company “Schmidt, Vogel and partners” for the South German market involved in the following projects:

a.) Pfalz-Flugzeugwerke in Speyer, Germany (previously DASA).

The company is producing piping for the aircraft industry, such as AIRBUS and Boeing. The company was created by an “employee by out” which was followed up by German and international press. The SAP installation was considering all modules with a specific focus on the quality management tool from SAP (FI, CO, MM, SD, QM, PP, HR). My responsibility was the FI and CO part and the project management.

b.) Sulzer-Escher-Wyss in Lindau, Germany.

The company is producing huge cooling devices for the industry. Challenging was the new module PS (=project management) and the short time frame of 12 month for a complete SAP installation including FI, CO, MM, SD, QM, PP and mainly PS. My responsibility was the FI, CO and MM environment as well as the project management

c.) Mann & Hummel in Ludwigsburg, Germany.

The company is producing air filters fort the automobile industry. A new plant in England was requesting FI consulting.

From 1998 up to 2007 I was mainly involved in the SAP consulting in the packaging industry.

d.) Klingele Papierwerke in Remshalden, Germany.

The company Klingele is a mid sized paper and packaging company with 5 plants in Germany. In a two step scenario we have installed at first FI, CO, MM and HR (in 1998) followed up by SD, PP, QM and VC (Variant configuration) (1999-2000). My part was again the business modules and in the second part of the project the installation and creation of the variant configuration. The implementation of SAP for the customer Klingele was followed up with a success story from SAP.

e.) Roman Bauernfeind in Raubling, Germany.

The company Roman Bauernfeind was taking over the packaging template from Klingele. But Roman Bauernfeind was much larger then Klingele. They have subsidiaries in Germany, Austria, Switzerland, Belgium, Poland and Italy. The installation was running from 2001 up to 2003. In the middle of 2003 the company was completely sold to the Mondi Group. The packaging template was enlarged in this time mainly in the CO (product cost calculation) and delivering area (delivery note, transportation order and credit note procedure for freight costs). My work was concentrated in the new delivering logic and in the project management for this company.

f.) AMCOR packaging in Melbourne, Australia.

The AMCOR project was initiated by SBS (Siemens Business Services). My main task was the knowledge transfer of the variant configuration.

g.) Model in Moudon, Switzerland

As part of a bigger complete SAP implementation project I was responsible for the implementation of FI, CO and MM in the plant Moudon in the French speaking part of Switzerland. It might be interesting to point out that I was introducing those modules without any further assistance.

h.) Smurfit Group in Ireland/Netherlands

The Smurfit group is the largest packaging company in Europe and South America (approx. 250 plants). The adaptation on the specific accounting rules and the design for the controlling part was my responsibility in this project in the Netherlands. With an implementation time of 9 month (2003 / 2004) in such a large company it was a challenging mile stone.

i.) Rigesa in Campinas, Brazil

The Rigesa group is owned by the US – American company MeadWestvaco. The special challenge of this project was the adaptation on the specific country requirements in Brazil (localisation). Those localisation issues are mainly involving the CO and SD part. SAP is talking about the most impacting country requirements world wide. Additionally the language challenge is a second issue, because in general terms Brazilians could not speak English fluently. The project was running more then 2 years in Brazil with implementations in Feira de Santana (Bahia), Pacajus (Céara) and Valinhos (SP).

In addition to the above explained projects I was involved in several smaller projects in the last 12 years, mainly to help in knowledge transfer, education and hot spot activities. To complete my SAP activities the following companies are only listed:

a.) International Paper, Memphis, TN, USA

b.) Carmel Packaging, Tel Aviv, Israel

c.) SCA, Copenhagen, Denmark

d.) SBS, Singapore

e.) Citrosuco, Mattão, Brazil

f.) Klabin, São Paulo, Brazil

2007 Ericsson, Backnang

From June 2007 up to November 2007 I was the project leader for the migration of the SAP system. The company of Ericson in Backnang, Germany was bought from the Italian company Marconi. The main focus was on the material maangement, the sales and the financial migration of those 2 SAP systems.

2007 – 11/2009 Metro Group Germany, Romania, Turkey, Pakistan, Czech Republic, Slowakia, Egypt

From Novmeber 2007 up to March 2008 I was trained in the use of the template of the Metro Group. From March/April 20008 I was the responsible consulting manager for the rollout in Turkey and Romania. I a second wave I was engaged in Pakistan, Egypt, Czech Republic / Slowakia. From April 2009 up to November 2009 I was responsible for the controlling module with location in Düsseldorf, Germany.

The logistic template includes: The PS module as the basis for the investment management, the MM module for purchasing in combination with catalogs, the maintenance and repair module as well as the connection to the adminstrative modules FI and CO.

01/2010 – 07/2011 Bosch Tecnologia de Embalagem LTDA, Barueri, SP, Brazil

The project for Bosch in Barueri was orginally planned as a check of the blueprint for 3 weeks. My special knowledge of the fiscal requirements in Brazil and my knowledge about the country and language in Brazil was extending the project engagement for another 3 month, finally for the whole project time. The SAP installation for Bosch in Brazil was planned as a global rollout. But the specific requirements were changing this plan. On the basis of SAP ERP 6.0 we have installed a standard SAP implementation with links to Sonda Procwork fiscal solution. We have also realized a linkage to the PMD (Bosch global template for master data). The modules used for this SAP implementation are FI, CO, MM, PP, QM, SD, CS and PS. Myself I was the internal project leader for consulting and also responsible for MM and QM.

08/2011 – 04/2012 Conduto Complete installation of SAP for a new Brazilian subsiduary of PPS Pipeline Systems in Quackenbrück, Germany. Planning of consultants, resoruces and budget. Creation of SAP in a difficult environment. Main topics: SD and MM in relationship with J1BTAX (tax transactions for the country Brazil), SD in the environment of services.

05/2012 - 09/2012 Osram do Brasil, SD Team Lead for the Rollout in Brazil, Argentina and Chile. After the business blueprint was established the project was stopped by Osram due to the sale of Osram out ot the Siemens Group.

09/2012 – 05/2013 DeLavalGroup in Brazil. Rollout of the worldwide template. Transfer of the Brazilian tax logic in relationship to the template of DeLaval in SD and MM. Specially the complexity of taxes for the agrar industry was a challenge, because this industry has additional tax exemptions in Brazil. Installation of TAXBRA for the ERP system of DeLaval. Use mainly SD and MM standard order types and item categories. Use of the TAXBRA pricing schemata. Use of net prices (instead of brut prices which are generally used in Brazil), Intercompany invoicing, Stock transfer

04/2013 – 09/2013Wacker do Brasil. Rollout of the German template. My part was the SD customizing and localization for Brazi

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08/2013 – 03/2014 BMW do Brasil. Restructure the SD and MM processes, integrate in the material master the FCI logic. Result: Complete bar code scanning in the plant to follow the split valuation for materials

02/2014 – 11/2015 Audi do Brasil. Audi was requiring 3 main changes:

a.) the SAP system which was used has to be refreshed (TAXBRJ --> TAXBRA, purchasing process and master data in general),

b.) Creation of o cockpit which allows the tracking of every car from ordering via production, shipment and arriving at the dealer,

c.) the financial integration in the Volkswagen SAP system due to the common production plant in Curitiba

09/2015 – 06/2016 Porsche do Brasil. Porsche was previously using an external company to import their vehicles to Brazil. An agreement with the "old" importer was realized then suddenly in 2015 and Porsche has had the need to use as fast as possible SAP in Brazil

05/2015 - 05/2016 VIC Pharma. Installation of SAP and take care about change management in the company

06/2016 – 05/2018 GfK. GfK is a market research company which has done with me the LATAM rollout as the project manager. Basically, you have to know that service companies in LATAM are handled differently to production companies. In Brazil that gets clear because you are not transmitting the Nota fiscal to SEFAZ department from the Government. For services you are obliged to create Nota fiscal on the webpages of the city hall. Also, you are involved heavily in withholding taxes such as IR, CSLL, ISS and PIS and COFINS. Also in Peru and Chile you are facing special withhold taxes with services. On the other side all LATAM countries are using today electronic invoicing. We have worked with Edicom to avoid 5 different interfaces which you will use in case of standard SAP (Argentina = PI interface, Chile, Peru, Colombia = edocuments, Mexico = IDOC and Brazil = GRC or flat ASCII files)

09/2017 – 05/2018 Playmobil. The famous German toy producer Playmobil was doing the installation of SAP for their Mexican subsidiary. It might be interesting to know, that Playmobil is not using SAP in Germany. But in their subsidiary in Spain they use already SAP. That’s why the project manager was the CFO from the Spanish company from Playmobil.

Remark:

As a strong point of my SAP career I consider the professional experience which I was learning before any SAP implementation. That helps me to distinguish everything by two different views. My special passion to the SAP software I will not keep as a secret. This passion was giving me the chance to work all over the world in quiet a lot of different projects. The integration of administrative modules with logistic modules was always a specific challenge. I am speaking today fluently German, English, French and Portuguese.

References:

Padraig Murray, +43 699 1279 4239, Independent before IT manager for Smurfit in Paris

Werner Marx-Aurnhammer, +65 9789 3835, Vice President Siemens

Robert Deuzeman, +31 653217196, Project manager Smurfit

Dr. Jan Klingele, +49 7151 701 214, CEO Klingele Papierwerke

José Jolevithis, +55 11 4588 7227, IT director Klabin (only in Portuguese)