Summary


Yeow-Teng Lok


Executive of a Big-4 global consulting firm with experience in SAP projects.
Led large-scale global SAP programs through full life cycle of implementation.
Experienced in roles which require integration of business process and technology : from solution architect, development manager, testing lead, data conversion lead, change manager to technical manager.
Experienced in SAP application outsourcing and business process outsourcing at global scale.
Eighteen-year implementation experience with SAP.
Installed a wide array of SAP modules : from financials, order-to-cash, logistics, human resource, business warehouse, strategic enterprise management to oil and gas industry solutions.
Proven in roles which require business process and technology integration : from solution architect, development manager, testing lead, data conversion lead, change manager to technical manager.
Proven in diverse challenges.
Broad industrial exposure : from automotive, financial services, energy, chemical, manufacturing, to telecommunication.
Global outlook : international exposure ranges from United States, Germany, Italy, France, Netherlands, Singapore, Indonesia, Thailand, Brunei, Taiwan to China.
Diverse implementation environments : team sizes up to over 200 members ; approaches from fully-customized to packaged installations ; systems architecture, from centralized to distributed processing ; and different technical platforms, from local area networks to mainframe.
Client : Global Automotive Equipment Company USA
Unit Lead for SAP Application Management Services Jun-2008 - - - Current
As the unit lead, managed the overall service levels of SAP application management for the Client in North America.
The SAP AMS is part of the global SAP application outsourcing AO arrangement between a major automotive group and a global consulting firm. The global AO supports more than 20000 users and 1000 interfaces across Europe, North America and Latin America. The back-office has 150 FTE+ support resources, ie Level 2 - application support in Italy and Level 3 programming support in India.
The SAP AMS NA has a 7 FTE+ front-office which comprises of Level 1 phone help desk and business analysts to service more than 2000 users. The scope of SAP includes : Capital Finance, Industrial Finance, Procurement, Warranty and Manufacturing.
Recruited, set up and managed the SAP front-office, ie help desk and business analysts laying the ground works for AMS.
Monitored and controlled the quality of processes, procedures and qualitative standards.
Managed operational costs and evaluated costs for additional requests.
For complex functional change requests, facilitated the assessment and approval of the efforts with business and IT stakeholders.
Client : Global Automotive Company USA
Release Manager for NA Industrial Finance releases July-2007 - - - May-2008
As the Release Manager, led, managed and directed the life cycle of detailed design, build, test to deployment for Industrial Finance in North America.
The Client is a world leader in the agricultural and construction equipment businesses, supported by about 11500 dealers in 160 countries.
The SAP Core Program is a multi-year change program that provides the Client with a competitive advantage by redesigning the business. The SAP Core Program will align the Client processes and systems globally with its Group to support standardization and enhance business competitiveness brand and region specific processes are eliminated. The program will increase cross functional collaboration across business functions and teams to support integrated solutions for the Client.
The Global Finance Solution is the first implementation for the SAP Core Program. Global Finance Solution is based on the business process of North America. The Client will implement SAP functionality to replace current systems used to support company financials. This implementation establishes the foundation for future SAP deployments, Warranty and Revenue Cycle. The Solution is implemented in North America and then later in Europe and Latin America. There is estimated 1600 business users to be impacted by NA Finance Solution.
The project size is 70 ~ 65 FTEs with budget over US$20M.
Developed release and support strategy.
Measure and monitor progress to ensure schedule, budget and expectations.
Balance scope, schedule, budget, quality and risks of Release 1.x.
Obtain buy-in from senior management of CNH both IT and business - for key project plans, commitments and changes, requirements, quality assurance plans, schedule and scope changes.
Client : Commercial Bank China
Release Lead and Lead for Technical Architect Office Feb-2006 - - - July-2007
As the Release 3 lead, manage and direct the life cycle of Release 3 delivery - from planning, detailed design, build, test to deployment.
The Client adopted SAP as its key strategy to revamp its software systems, a key initiative to its growth ambitions and respond to market demands as the Chinese financial market deregulates. The anchoring solution is SAP For Banking which includes deposit and loans, treasury management and general ledger - along with a front end solution for tellers. This will enable the Client manage all transactions through 1 integrated system. As part of its standard core banking software, SAP will incorporate localized functionality specific to deposits and loans in China. This will enable the Client to more satisfy the demands of China s banking industry laws and regulations.
The Integrated Banking System IBS project starts with Project Definition and Planning PDP phase and has 3 Implementation Releases. Release 1 : GL, treasury and customer information ; Release 2 : Loan Management ; Release 3 : Deposit Management and integration of previous Releases.
As 1 of the lead Solution Architect, work with the client management and focal points to define the overall application and technical requirements, review and integrate all application requirements, functional, security, integration, performance, quality and operational requirements.
Client : Global Consulting Company USA
Solution Architect Delivery Manager Jul-2005 - - - Jan-2006
Architected the scope, plan and approach for developing the delivery assets which jump-start and accelerate the project life-cycle from process design, configuration, development to conversion.
The global consulting company and SAP developed and market an industrial solution to meet the unique demands of financial institutions. The solution provides an integrated set of tools and automated processes to manage the business environments from high-volume transactional banking processes and customer relationship management to financial accounting, cost controlling and profitability and risk analysis. To increase market penetration, the consulting company planned to develop re-usable assets which make the implementation faster, better and at lower costs.
Led the teams to configure the SAP base-line which supports the sales teams for client demos and to provide pre-configured solutions.
Support the sales teams in developing sale messages, implementation plan and estimates.
Client : Global Investment Bank Germany
Global Deployment Lead and Service Implementation Architect Aug-2004 - - - May-2005
Established the global approach, plan and organization for deploying the new business process outsourcing BPO services.
The program has a compelling business case : to assist the $20Bn bank to deliver a procure-to-pay P2P outsourcing program that will realize $1Bn in operational and sourcing savings. The seven-year deal is delivered through a new BPO organization which is established as part of the program.
The program was staged in 2 phases. During Service Transition phase, the Bank transferred the as-is operations of global sourcing and accounts payable operations for UK, US, Germany and Asia Pacific to the BPO organization. The BPO is supported by a network of delivery centers in Bangalore, Bratislava and Dalian. During Service Implementation phase, the transitioned countries and delivery centers are converted to new applications and IT platforms. The business solution is anchored via core SAP R/3, EBP and portal. At peak, the operations involved 350 personnel while the service implementation team 120 team members.
Led the teams to establish the integrated master plan for the Transformation phase across teams from service design, application build, testing, technology, conversion and operations.
Led the Command and Integration Center to implement the management process necessary to monitor and direct the progress. eg progress reporting, readiness scorecard
Client : Large Oil and Gas Exploration and Production Company Brunei
Project Manager Jan-2003 - - - May-2004
Requested specifically by the Brunei client, helped lead the SAP project through a full life-cycle : from design, development, test, cutover to production support - - - - as part of the global SAP program by the Client.
The project was budgeted US $28 - mil and had over 100 full-time team members.
Guided the teams and line management to standardize and streamline the key processes around financial management, contracts, procurement and logistics and work management.
Rolled SAP to both operating unit and the gas and power operating unit the latter was 1st in the Client program.
Localized the SAP production system from a shared instance ; by meeting this regulatory requirement without delaying other critical activities, helped the project avoid the potential loss of $1.1 mil/month.
Coordinated between the Brunei project and off-shore development centers in Malaysia, India and Netherlands.
Secured continued engagement with the clients valued $6 million.
At group level, both Shell internal and external auditors rated the project green, a first ever in the Client. The C-level management echoed the same sentiment.
Client : Large Integrated Oil and Gas Company Southeast Asia and Netherlands
Regional Business Interface Manager Jan-2002 - - - Jan-2003
As a member of the program management team, planed and coordinated the global SAP program, 1st group-wide attempt by the Client Group to harmonize SAP implementation.
The SAP Blueprint program aimed to implement a common platform to standardize and improve business process and to minimize the total costs of ownership. The integrated business process covers finance, contracting and procurement, logistics, work and maintenance management. Key components are : SAP R/3, SAP BW for applications ; Crossworlds for enterprise application interface.
The program was budgeted for US$190 million with 15000 users worldwide. The development and support organization DSO was off-shored to Malaysia and Indonesia while the servers were maintained in Netherlands.
As the business-interface manager or account manager, coordinated SAP roll-out in Malaysia for Jan-2003 go-live and both Brunei and Sakhalin for Jan-2004 go-live. Guided the project managers of these countries to plan, drive and monitor the SAP roll-out.
Client : Large Integrated Oil and Gas Service Company USA
Lead for Financial and Cost Management and Procure-To-Pay Nov-2000 - - - Aug-2001
Designed and realized the cohesion among the teams which were spread between US and Netherlands. Lack of cohesion was what prompted the client management to bring in Yeow-Teng. The challenges were unique as initially his direct reports were only clients and no consultants.
The SAP project was initiated following the merger of the US- and Netherlands-based service companies into 1 organization. The project aimed to provide a common platform for standardizing and improving business process by leveraging SAP.
Led the teams and business organizations to leverage SAP for business process around financial accounting, cost management, planning and budgeting, contracting and procurement. The integration was with work management, time and expense claim processing, human resource management.
As the lead consultant, helped the US client lead direct the efforts, change management with business organization.
Client : Large Integrated Oil and Gas Company China
Subject Matter Expert for ERP Selection and Planning Jul-2000 - - - Aug-2000
Supported the teams of China office through ERP software selection, technical architecture, estimating and roll-out approaches.
The Client wanted to overhaul its enterprise business process through ERP implementation. The strategic imperative became more urgent as the Client was about to go for IPO and China was to acquire the WTO status. For a national company of 1.5 - million employee, the change through ERP would be considerable. Yeow Teng was a key member who laid the foundation of this major undertaking.
Helped the client C-Level management better assess the fit and impact of ERP solutions. This included being the key presenter to the Chairman of the Client.
Client : Large Chemical Company USA
Lead for SAP Roll-out Planning May-2000 - - - Jun-2000
Defined and planned the SAP roll-out approach for North America operations in line with the European solutions and the eCommerce strategy.
As part of the Y2K efforts, the German-based Clariant implemented SAP across Europe and Latin America. To achieve common process globally, Clariant wanted to roll SAP across US, Canada and Mexico.
Client : Energy Company Taiwan
Subject Matter Expert for ERP Proposal Feb-2000 - - - Apr-2000
Supported the teams of Taiwan office through ERP software selection, technical architecture, estimating and roll-out approaches.
Due to the upcoming deregulation, the Client needed to improve its enterprise business process through ERP. Yeow Teng was part of the proposal team which won the RFP.
Client : Large Chemical Company USA
Program Manager Jul-1999 - - - Jan-2000
As part of the program management team, helped plan, organize and coordinate the overall SAP implementation.
The Client planned to implement SAP core R/3 and APO globally. The design/build was done through a central group, Global Shared Design GSD. Yeow-Teng was the first consultant manager on the ground to assist the client management.
Coached the testing lead and data migration lead to define approaches and mobilize resources.
Planned and mobilized the resources to ensure coverage for implementation ie from management assistance 7 consultants to implementation assistance 20 consultants.
Client : Chemical Company USA
Testing Lead and Release Manager Jun-1998 - - - Feb-1999
Jump-started SAP integration test in 2 weeks - - - which helped put the project back on schedule. This included designing the testing approach and enhancing the testing tools for multiple releases.
Managed cut-over of Release 1 and helped to implement the support/run organization. The business process included global sales and operation planning for the Client planning offices around the world and manufacturing and requisition for 7 plants in North America.
Guided the project to enhance Release 1 to Release 2. The business process included order-to-cash, enterprise management, enhanced manufacturing and payment ; the sites for roll-out expanded to include Brazil.
A few months before cut-over, the Client management decided to implement Metafreight, a 3rd-party logistics system in conjunction with SAP. Yeow Teng led the project through integration tests, conversion and cut-over. Release 2 went life on schedule.
Client : Large Oil and Gas Downstream Company USA
Lead for Conversion, Interface, Extension and Reports and later, Release Manager
Dec-1997 - - - May-1998
As development lead, assisted the formed Joint Venture to assess the conversion, interface, extension and reports. Also advised clients on the interface approaches and technical architecture.
Appointed as release manager by client management to leverage his diverse SAP experience.
Assisted the client lead to define and implement the approach and resources for release management. A release involves cut-over of new applications or SAP software upgrade or major hardware upgrade.
filled in as the testing and integration lead : Established the testing approach using automated testing tools like WinRunner and Test Director.
Defined the client/instance strategy and batch architecture.
Client : Large Oil and Gas Downstream Company USA
Lead for Conversion, Interface, Extension and Reports Oct-1997 - - - Nov-1997
Planned and estimated the implementation of SAP R/3 Oil and Gas Solutions Downstream, especially the conversion, interface, extension and reports.
Advised the client management in evaluating different implementation approaches and technical architecture.
Client : Large Oil and Gas Downstream Company USA
Lead for Conversion, Interface, Extension and Reports Jul-1997 - - - Aug-1997
Planned and estimated the implementation of SAP R/3 Oil and Gas Solutions Downstream, especially the conversion, interface, extension and reports.
Advised the client management in evaluating different implementation approaches and technical architecture.
Client : Large Oil and Gas Downstream Company USA
Lead for Conversion, Interface, Extension and Reports Mar-1997 - - - Jun-1997
Conducted planning workshops to identify and assess the gaps between Star and TRMI, particularly the conversion, interface, extension and reports.
Evaluated the overall reuseablity of SAP R/3 solutions of the Client and identified the implementation approaches.
Client : Large Oil and Gas Downstream Company USA
Lead for Conversion, Interface, Extension and Reports Dec-1995 - - - Jan-1997
Led teams to design, code, test and implement conversion, interfaces, extension and reports for SAP implementation.
The Client adopted SAP to integrate and improve customer orders fulfillment and the hydrocarbon supply and distribution and, thus, eliminate its isolated applications. The SAP applications covered financial, logistics and Oil and Gas Solutions Downstream. The interfaces included EDI and real-time interfaces with the terminal automation system.
This implementation was the 1st project to implement Oil and Gas Downstream and real-time interfaces in the industry.
Managed teams at both the Client and Solution Center of a global consulting firm. In addition to his 12 - member team at the Client, he assisted the client lead to manage another 22 analysts and programmers.
Since the project was the first to deliver design and programming from the Solution Center, he architected and engineered the team dynamics.
Client : Large Integrated Oil And Gas Company Malaysia
Program Manager for Roll-out and Project Manager for Archiving and Financial Consolidation Jun-1994 - - - Sep-1995
requested by clients, served as the program manager for SAP roll-out.
Assisted the project director to lead the 5 - member management team to plan, coordinate and monitor roll-out of SAP to more than 20 subsidiaries throughout Malaysia. The activities ranged from systems development, integration test to production support.
The program involved over 200 full-time team members and aimed to roll SAP across subsidiaries from head offices, to downstream to upstream.
During his 1st 2 weeks, the SAP production system was found to approach the technical limit of data storage system. Yeow-Teng expanded himself to lead a SWAT team to implement data archiving and mitigated the imminent risks.
Lead a team to design, test and implement SAP financial consolidation system predecessor to what is called SAP SEM.
Advised the client on long-term SAP direction, particularly migration/coexistence strategy for SAP R/2 and R/3.
Client : Oil Refinery Company Singapore
Subject Matter Expert for ERP Proposal May-1994 - - - May-1994
Assisted in preparing a proposal for SAP R/3 implementation.
Established the implementation approach and schedule.
Helped estimate efforts and costs of the implementation.
Client : Large Telecommunication Company Thailand
Integration Manager and Project Manager Oct-1992 - - - Apr-1994
Established the cutover and testing approach and coordinated the testing and cutover of Phase 1 which involved SAP general ledger, cost center accounting, project system and asset management systems.
The Client was granted a concession by Thai government to implement 90% telecom lines of Bangkok. It needed a quick and integrated system to run the formed company. Phase 1 focused on SAP financial while Phase 2 on SAP logistics and human resource process.
Assisted in designing and implementing the Chart Of Accounts by leveraging the SAP code blocks.
Led the 60 - member project to implement Phase 2 which expanded Phase 1 to integrate with SAP budget control, purchasing and inventory control systems.
led a 8 - member team to implement SAP Human Resource systems - the first SAP HR installation by a global consulting firm in Asia Pacific.
In parallel to this effort, led a 6 - member team to custom-design, test and install a Thai payroll system.
Supervised a 5 - member technical task force to upgrade the production from SAP version R/2 5.0B to 5.0C++.
After Phase 2 went life, led the project to implement SAP data archiving.
Client : Large Integrated Oil And Gas Company Malaysia
Lead Analyst for workgroup computing and Team Lead for Financial Budget Control Feb-1991 - - - Sep-1992
During information planning phase, led a 4 - member team to design and implement the work-group computing standards and install local area networks.
During ERP selection phase, established the evaluation criteria and reviewed the short-listed software for Budget Control and Accounts Payable systems.
Through ERP selection phase, the Client decided to implement SAP group-wide from corporate offices, maintenance plants, downstream to upstream operations. The program had 4 projects running addressing different cross-sections of the Client. The breadth and depth of the implementation was then among top 5 in the global consulting world-wide.
During SAP implementation phase, from design, development, testing to production, led a 7 - member team to design budget control system group-wide using SAP cost center accounting, project accounting, fixed assets and extended GL systems.
Helped design and set up a new Chart Of Accounts to improve the group-wide financial and management reporting.
Client : Large Retail Bank Indonesia
Lead Analyst and Team Lead for Customer Information and Loan systems Aug-1989 - - - Jan-1991
As the lead analyst, designed, coded and tested the programs for customer information and loan systems.
The Client wanted to modernize its retail banking system across the archipelagoes of Indonesia. Business process spanned from office teller systems to back office systems.
Promoted to the team lead : led a 6 - member team to custom-design, test, install and support the customer information system and loan systems.
Helped custom-design the distributed data and cooperative processing architecture.
Planned and supervised the cutover and production support at the pilot branch.
Client : Manufacturing Company Singapore and USA
Lead Analyst Jun-1988 - - - Jul-1989
Custom-designed, coded, tested, installed and supported a job-order costing system.
The Client manufactures the frame of chips for semiconductor customers like Intel and HP. The project aimed to provide a costing system so that Jade could better manage its material and labor costs.
Piloted at the plant in Singapore and rolled out to the plant in Chicago.
Designed and set up a local area network for the back office and the shop floor in both plants.


Education

Skills

Yeow-Teng is experienced in advising client on strategic issues. eg Application architecture, business process integration, conversion and interface strategy, client/instance landscape especially for large SAP implementation.



Miscellaneous

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