SAP ECC FI-CO

2014-2015 – V&D (retail)

V&D aims to move toward a multi-channel sales model. As a first step, the company wants to register consignment receivables and sales on a stock-based level. Until now, this was handled through the sale of service materials.

Vendor settlement is based on the retail selling price minus a fee. A key complexity is that SAP standard does not directly link sales prices to vendor settlement prices (net of fee). Processing and settling approximately 12,000 consignment articles per vendor per day creates significant performance challenges during month-end settlement.

2012-2014 – Bruna (retail)

Lead FI consultant

Bruna is a well-known Dutch retail organization operating a nationwide network of bookstores selling books, magazines, newspapers, and office supplies.

As part of the Boost 3×3 strategy, Bruna initiated a greenfield implementation of the SAP ECC6 Retail solution, replacing the existing SAP 4.6c system. The FI-CO implementation focused on correct financial settlement between company-owned stores and franchise holders, each with separate profit and loss responsibilities.

In parallel, the organization transitioned from partial to fully controlled goods movement processes to support a closed inventory scenario. Eric was responsible for the FI-CO implementation, including activation of the New General Ledger, enabling full profit and loss and balance sheet reporting at store and concept level.

The solution was designed with flexibility to support future strategic initiatives, including the expansion of Bruna’s online business through Bruna.nl.

2012-2013 Topcon (contracted by Deloitte Netherlands)

Lead FI consultant

Topcon is a global company headquartered in Japan, with its European sales organization based in the Netherlands.

The project began with an SAP FI-CO implementation for Topcon Europe, replacing the legacy MFG/PRO system. Contracted by Deloitte Consulting (Eindhoven), Eric participated as FI-CO team lead within a broader SAP implementation covering Order to Cash, Procurement to Pay, Service to Satisfy, and Record to Report.

In close collaboration with the Japanese headquarters, the European rollout was initiated. At the same time, an SAP implementation at Topcon US was nearing completion but delivered unsatisfactory results. As a result, the European implementation team was asked to travel to the United States (San Francisco) to execute a full re-implementation.

This led to an intensive year of international project work between the US and Europe. After nine months, the re-implementation was successfully completed, followed by a stable and successful go-live. Subsequently, the European rollout was put on hold due to budgetary decisions.

2009-2011 Draka (Prysmian)

Lead FI consultant

FI team lead for FI, CO, and CO-PA related projects, acting as the primary contact for the Head of Finance Europe. Led and coordinated the FI project team, consolidating and translating financial and system information into clear decision input for European finance management. Actively involved in SAP customizing, particularly in complex areas such as VAT, tax audits, and statutory and external reporting, with specific focus on Spain, France, and Germany. Coordinated the build, testing, and acceptance of new SAP functionality across Europe and was responsible for the implementation of a new Draka legal entity in Slovakia.

Served as FI team lead for the Optical Fiber project, a full SAP implementation integrating three optical fiber companies in the Netherlands, France, and the United States into the existing SAP landscape. Responsible for the correct implementation of FI-CO, Asset Accounting, and CO-PA. The project was paused during the build phase due to the Prysmian takeover. The main challenge was integrating these entities into an existing, complex multi-company environment alongside the cable business.

Acted as FI team lead for the Cable project, focused on shop floor production integration in Santander, Spain. Responsible for FI-CO, Asset Accounting, and CO-PC aspects in a highly complex environment with extensive custom developments. This project was paused after the blueprint phase following the Prysmian takeover.

Additionally, brought strong SAP logistics expertise in SD and MM (over six years), functioning as a key integrator between logistics and financial modules to ensure end-to-end process alignment.

2008-2009 Draka (Prysmian)

Lead FI consultant

Lead consultant for FI and CO, responsible for blueprint, realization, testing, and end-user training.

Played a key role in a major organizational transformation, migrating from a Plants Abroad setup to local legal entities across 8 countries (England, Germany, Netherlands, Denmark, Norway, Finland, France, and Spain) due to tax and compliance requirements. Led the financial and controlling workstream, including the design and implementation of intercompany processes.

Acted as a subject-matter lead on complex VAT, EC listing, and Intrastat topics, working closely with KPMG to align SAP configuration with business and regulatory requirements.

Strong cross-functional expertise in SD and MM, serving as an integrator between logistics and FI/CO to ensure end-to-end process consistency.

2007-2008 Yokogawa

Lead consultant MM and SD Shipment processes

• Led MM-PUR and SD-SHP workstreams, covering blueprint, realization, testing, and end-user training.
• Designed and implemented shop-floor-driven purchasing integrated with MRP, including contract management and price variance handling.
• Implemented shipment-based delivery processing with handling unit management, automated packing instructions, and global shipment execution.
• Integrated third-party customs software (BEO) for export processing.
• Configured Inbound and Outbound Intrastat reporting.
• Delivered barcode label printing during the goods receipt process.
• Supported subcontracting, consignment, and repair/return processes.
• Developed a subcontracting interface with external vendors (purchase orders outbound; confirmations and shipping notifications inbound).
• Supported batch invoicing and PDF output processing.
• Assisted with master data and transactional data migration.

2006-2007 Yokogawa

IT Finance consultant / Project manager

Yokogawa’s head office is situated in Japan. Eight European countries have a different fiscal year. The challenge was to change the fiscal year of these eight European countries. After the change the fiscal year of these countries are equal to the fiscal year of Japan. The change will be effective in the current (active) fiscal year! These change could have a tremendous impact on the following SAP modules: FI, CO, CO-PA, PCA, SD, PS, MM and VA. During the project we faced besides functional and technical problems also legal problems of some countries. We have to deal with several interfaces like BW and a CRM environment. The fiscal change will be effective as from April 2007.

2006-2007 Community Katwijk aan Zee/Rijnsburg/Valkenburg

IT Finance consultant

Communities mentioned above use the following SAP modules: MM, SD, FI, CO, VA and CA. The communities have been merged together in the beginning of 2006. Together with a SAP implementation. After a few months an extra need of support arises. Together with a colleague from Getronics we provided the support needed to deal with the daily business.

Eric supported also several (new) business processes like creating purchase orders in combination with workflow. On daily basis he provided support for FI-CA, VA and FI-CO. Eric also developed courses.

2004-2006 Getronics Pink Roccade

IT Finance consultant

Getronics has (on an average) 60 communities as customers. These communities uses SAP. I worked on 3th level support. Judge change requests and describe new tailor made programs was part of my responsibility. These communities uses SD, MM, FI, CO, PS and VA. Mainly for posting costs, revenues and budgets. The results were represented on the intranet of the community. These figures were collected by Report Writer. Due to great deal of data I also got acquainted by a lot of performance issues.