With an eye of an eagle for details I strongly believe that employees are the pillar and asset of the organization. In light and line with an open door policy employees will be encouraged and motivated, as time goes on, to attend to endorse most importantly consistently stay SOX compliant with the following essential tools and roots of the enterprise: 7 cultural values, 7 procurement principles and 7 Ps of Marketing. 7 cultural values: Trust, Respect, Integrity, First Class Standards, Innovation, Commitment and Knowledge transfer. 7 procurement principles: Transparency, Integrity, Economy, Openness, Fairness, Competition and Accountability. 7 P of Marketing: Product, Price, Place, Promotion, Process, People and Payment terms. These essential roots are of paramount importance in Africa they are the corner stone, the pillar of lots business developments. Rwanda my home is a perfect example their development is due to a strong leadership focusing on the above roots. November 2015 Flemingo International Ghana was awarded a Gold award from the Minister of Trade and Industries. I was special PR (public relations) monitoring and coordinating using the BOL (Bill Of Lading) all Flemingo International maritime activities within Tema Harbor Port (Import Terminals) and Takoradi Harbor Port (Export Terminals) with International Shipping lines (Maersk Group), local clearing and forwarding agents. I Managed on SAP R/3 the Receiving and posted all GRNs and import invoices for International vendors and suppliers and processed local invoices for local customers and export invoices for international customers. I was the POC (point of contact) for Industrial & Commercial Workers Union (ICU-Ghana largest Union in Ghana), for Ghana Customs and Ghana Revenue authorities.
In charge of Master Data management of Ghana locations: Template creation and management, ensure that all data is captured accurately and stock balances are ok, Monitor all transactions and seek approval for changes where necessary. Process orders in an efficient manner, actively providing updates to locations if there are any delays or any potential issues, Ensure all GRN’s are processed on time and all stock transfer is done on time and in line with the company policy. Stock control: Ensure proper capture of all stock movements; local bulk sales, export bulk sales, transfers, sales posting and proper documentation where necessary. Maintain a tracker.
Ensure Order, PO and price approval in ERP is done for Ghana and also provide the appropriate approval where needed. Liaise with location head to schedule stock takes and planning to minimize stock losses. Establish and maintain effective relationship with location manager to gather his feedback and understand his needs and expectations. Coordinate with other departments (Logistics, Purchase, Finance) in order to establish and maintain effective and relevant export activities and support in relation to the organization’s sales, purchase, material management and overall operating functions. Highlight any anomalies in the final orders to immediate supervisor, before execution. Co-ordinate with the Warehouse team for timely loading of consignments and execute the same in the system. Manage the movement of products in and / or out of country in accordance with organizational policy and procedure to comply with relevant local, country or international law and process.
My SAP team has successfully implemented SAP MM/SD modules in Rwanda, Uganda, South Africa, St Maarten (Caribbean Island), Zambia, Burundi, Abyei (North Sudan) and continued to support on-line 23 sites in 11 countries in Africa (including Kenya, Ghana, Mozambique and Cape Verde)
Responsible for the development and testing of BI reports in SAP in conjunction with SAP IT team in Dubai and SAP developers in India to cater for the business needs. Generated monthly reports through SAP, and delivered the same to various business heads within the Commercial, Sales and Operations Departments for their analysis. Trained various teams to run these reports. Created automated reports for their needs on continuous basis, and considering the dynamic features of the business.
Responsible for Africa SAP system governance in 11 countries 23 sites in order to deliver solutions that meet our corporate business strategy. Monitored our ERP SAP MM/SD P2P (procure to pay) process improvement to meet our business requirements. As technologies and business requirements evolve in modern and competitive markets re-visited from time to time the P2P cycle to ensure it is meeting the needs of internal and external customers, vendors and suppliers
Understand a key major challenge for many global companies is in the areas of improving efficiency in P2P (procure to pay) process so that information is captured and used effectively. In addition, there exist significant challenges to ensure that the correct price and quantity is charged, the purchase order is transmitted correctly, the invoice matches the purchase order, and that finally, the supplier is paid the correct amount for the actual services delivered.
Instilled a culture of continuous improvement across Flemingo International procurement, warehousing, inventory management, sales, reporting, cost saving, quality, productivity a pre-requisite to better profitability, customer satisfaction and corporate success. Have locations strictly adhere to the company policy on SAP P2P (Procure to Pay) guidelines and processes. Encouraged the team to seek regular on-line support in order to get issues resolved in a timely manner and stay compliant with the 3 Ps of Warehouse & Inventory Control which are Product, Process, People. Reinforced daily on SAP system 4 internal audit controls with 3 levels of approval based on the 3 way match when creating POs, adding Cost, posting GRNs and capturing RSP (retail selling price). Level 1 Location Manager, level 2 Supply Chain Manager and level 3 Function/Location Head
Coordinated with Dubai MDM team to resolve various product issues related to location product maintenance to complete procure to pay process. Ensured UAT (User Acceptance Tests) are successful and proper training is provided to users. Monitored SAP licenses with Sales and Operations. Continued to pay attention to issues that surface, took quick corrective action and ensured that the lessons learned from those issues are shared with the larger team. Eliminated where possible non-value added activities. Identified areas where we can improve efficiencies.
Focused on locations skills development, training and cross training from within on wide range of internal processes and procedures for smooth vacation coverage. Promoted daily virtual team work to improve efficiency, productivity and morale. Supported open communication, developed within the team a process of inclusion ¬on workload, priorities with delegation of authority for some lower level decisions making.
Managed large team that booked on SAP QTC Verizon Wireless USA B2B POs valued to 2.5 USD billion each year - Selected on Alcatel-Lucent North America 2012 Critical Talent Management Program - Selected on Alcatel-Lucent North America One ERP Project 2011 gap analysis on 4 ERP platforms - Received Alcatel-Lucent North America Award of Excellence Q1-2011 and Q2-2011 - Selected on Alcatel-Lucent North America key performer program 2009, 2010, 2011 an indicator of my importance to our corporate success - Developed trust, respect and good business relationships with internal and external customers - Promoted and support teamwork and used their skills to leverage the strength that each brings to the table - Trained and built a strong Order Management team that improved our KPI metrics based on our corporate core values (customer comes first, accountability, innovation, respect, teamwork) - Selected and continue to monitor daily upfront team, regional team and complex team - Aligned team leaders with strategic roles and responsibilities in order to provide daily information on team productivity and quality of work. Promoted cross training within and outside the team - Supported shared resource optimization in order to address workload fluctuations - Worked with IT team on EDI/B2B enhancements, UAT on SAP SD QTC WBS (project orders) to drive efficiency, quality, productivity and cost savings, to improve time to book, on time delivery and cash collection Engaged IT to implement new utility mass change tool to address quarter end high volume. Received kudos from Maintenance team for on-going support on booking on SAP SD complex maintenance POs worth 300 Million a year - Received high 5 - Successfully contributed on several EDI/B2B and ERP (QAD, Apollo, MARS, Alliance, QTC and BP) Alcatel-Lucent IT projects.
Manually processed and managed orders for Canada region - Responsible for all mastectomy orders Promoted on regular basis specials of the week - Resourced customers on price and product selection - Kept the level of inventory update -Advised customers on freight and cost of goods
Manually processed and managed orders - Promoted on regular basis specials of the week - Kept update level of inventory every week - Resourced customers on price and product selection - Advised customers on freight and cost of goods ordered - Responsible for stock and inventory of company product
Sold successfully Electrolux equipment - Occasionally won Electrolux prizes - Trained new sales representative Enjoyed doing demos and presentations - Organized and supervised sales clinics
Responsible for daily petty cash for expenses - Administration finance and personnel management - Local and international procurement - Public relations and rental contracts - International banking, customs and clearance, freight forwarding and logistics - Organized daily delivery of food and soft drink to expatriates in the camp - Coordinated large payments of damaged crop - Due to my strong commercial focus geared to building up trust and reliable business relationships with government officials I played a pivotal role to rate the project a big success.
Responsible for imports of primary commodities (sugar, salt, cement and other constructions materials) - Local and international banking (letter of credits) - Public relations, local and international procurement, inventory management and warehousing - Logistics, customs and clearance.
Responsible for daily petty cash for expenses - Public relations and rental contracts ¬- Local and international procurement - Customs and clearance - Inventory management and warehousing - Logistics and distribution Coordinated delivery of food and teacher's salaries for more than 100 primary schools - Delivery of construction, agricultural and water materials. Achievements: Contributed to the organization’s overall cost savings by assisting
my Director to initiate our own garage, our own petrol station and secured from appropriate ministry an official exemption letter to bring from U.K containers of tires, spare parts, school, construction, agricultural and water materials
Alcatel - Lucent North America University, Ottawa Canada from 04/1994 - to July 2013
Alcatel-Lucent Managers Learning Program: effective communication, ongoing motivation, leadership development, coaching for performance.
Myers Briggs Type Indicator “ESTJ “. Harassment: Manager’s Responsibility.
US Export Compliance. Project Planning and Scheduling. Customer on time delivery.
SAP Data Warehousing. SAP SD O2C and QTC Order Processing. 46020 ATM Network Service Management. Network Communications: Fundamentals. Negotiating Skills. Customer Service. Introduction to Telecommunications. Advanced Excel
Degree of Bachelor of Commerce with specialization in Marketing