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since July 2020
SAP Consulting Dieter Radeke |
| Period | Project | Role in Project |
11/2022 – 05/2023 | Develop an SAP template for all locations of an international supplier of automobile manufacturers | Project Leader SAP |
03/2022 – 10/2022 | Consolidation of various SAP systems for the german company of the largest milk producer in the world. The integration of corporate acquisitions is also part of my tasks. | Project Manager IT |
11/2021 – 12/2021 | Collaboration in the implementation of SAP Integrated Business Planning at a customer in the healthcare industry | Consultant for the project |
05/2021 –10/2021 | Participate in the preparation of proposals for a major SAP implementation services provider for the following opportunities:
| Member of the bidding team |
07/2020 – beginning 2021 | Preparation of remodeling the complete IT-landscape at a middle sized customer from the production industry with the topics: – Conversion from SAP ECC to SAP S/4HANA following the Greenfield-approach – selection of standard-software for
| Project Manager |
July 2019 – June 2020
Syntax Systems |
| Period | Project | Role in Project | Project Size |
07/2019 – 03/2020 | Implementation of SAP S/4HANA cloud for a customer coming from the packaging industry | Project Manager | 20 Syntax-Consultants |
October 2015 – October 2018
Lidl Stiftung |
| Period | Project | Role in Project | Project Size |
| 02/2018 – 07/2018 | Preparation of the technical conversion of the Lidl-SAP-ERP-solution to SAP S/4 HANA | Project Manager | as part of the SAP program: ~€ 500 million total Program-Budget |
| 10/2015 – 10/2018 | Implementation of SAP Retail for HANA in 28 different countries | Project Manager for Allocations of Fresh Products |
January 2015 – September 2015
Wincor Nixdorf Retail Consulting |
(now Diebold Nixdorf)
| Period | Project | Role in Project | Project Size |
| 2015 | Implementation of a Standard-ERP-System for a middle size Food-Retailer in Italy | Project Manager and Solution Architect | ~2 Mio. € Project budget |
November 2012 – December 2014
Accenture |
| Period | Project | Role in Project | Project Size |
| 2014 | Implementation of SAP in Europe for one of the biggest brewery companies in the world | Delivery Lead Logistics responsible for the implementation of SAP WM, SAP LE and SAP EWM in the countries Finland, Poland and Switzerland | ~40 team members |
| 2014 | Implementation of SAP with the core components ECC and EWM in the logistics area of a big German mail order business company | Support of the Program-Management (coming from the customer) during the initialization of the program | ~€ 20 million Program-budget |
| 12/2013 | Combining existing IT-systems during a company-merger in Japan | Support of the project management on site in Tokyo | ~10 Mio.€ Program-budget |
| 2013 | New implementation of SAP ECC within a large international multi-technical company | Supply Chain Lead for the European markets. Responsible for the areas MTD (make to deliver), LEX (logistics), OTC (order to cash), MTO (market to order), STP (source to pay). SAP modules MM, SD, WM,GTS | ~30 team members (also coming from External) |
May 2007 – October 2012
Kaufland Information Systems |
| Period | Project | Role in Project | Project Size |
12/2010 – 10/2012 | Conception and international execution of a SAP LES Release-Change for 31 SAP systems | Project manager | ~€ 2 million Project-budget |
06/2010 – 03/2012 | Conception of a solution for the management of optimal delivery times of the goods to the Kaufland-stores | Project manager | ~€ 0.5 million Project-budget |
05/2007 – 05/2010 | Implementation of SAP LES as well as additional components of SAP Retail and a Pick-by-Voice system in the following abroad-countries of Kaufland: -Czech Republic -Poland -Romania -Slovakia | Project manager responsible for local implementation. The management of this complex project required my permanent presence locally in the country (approx. 9 months per country). My main tasks in the project:
Leading the activities of the productive starts done as scheduled | ~30 international team members, ~€ 2 million Project-budget per location |
January 2004 – April 2007
Salomon Automation |
(now SSI Schaefer)
| Period | Project | Role in Project | Project Size |
06/2006 – 04/2007 | Support of the implementation of SAP Retail with the warehouse management system WAMAS within a reseller for home textiles | Project manager | ~10 team members |
02/2006 – 04/2007 | Implementation of the warehouse management system WAMAS and a Pick-by- Voice system within the food discounter ALDI south | Project manager | ~20 team members |
End of 2005 – 04/2007 | Implementation of the warehouse management system WAMAS in connection with extensive warehouse automation technic in a large company of the meat-processing industry (company Bauerngut in Bueckeburg, Germany) | Project manager | ~20 team members |
2004 – End of 2005 | Implementation of the warehouse management system WAMAS in all distribution centers of the food retailer EDEKA | Project manager responsible for
the successful implementation in all distribution centers of one EDEKA wholesale business unit | ~25 team members |
November 1991 – December 2003
Tengelmann Group |
| Period | Project | Role in Project | Project Size |
| 2003 | Overtaking the supply of all german PLUS stores with fresh meat/fresh poultry with a plus-own logistics system | Project manager | ~5 team members (internal and external) |
2002 – 2003 | Implementation of the warehouse management system ALWIS in additional distribution centers of PLUS | Project manager | ~10 team members (internal and external) |
2002 – 2003 | Creation of a uniform ERP-System for the discounter PLUS | Deputy overall project manager | ~30 team members |
| 2002 | Finding of strategy for the uniformation of all ERP- and warehouse management systems used by the company PLUS | Project manager | ~10 team members |
| 2001 | Implementation of a standard software for the tasks: -software/ database management, -software version-management – software distribution | Project manager | ~5 team members |
2000 – 2001 | Integration of additional purchase functionalities into the ERP-system EUROLOG | Project manager | ~10 team members (internal and external)) |
2000 – 2001 | Conversion of the IT-systems of the entire Tengelmann group to €uro | Subproject leader with relevant part at the conception of the approach | ~100 team members in the whole project |
1999 – 2000 | Evaluation and prototyping of SAP R/3 Retail as basis for the decision of a new system architecture | Subproject leader (responsible for logistics systems) | ~15 team members |
1998 – 2000 | Safekeeping of proper turn to the year 2000 with the IT-systems of the entire Tengelmann group | Subproject leader (responsible for a group of systems) | ~100 team members in the whole project |
1998 – 2000 | Advancement of the ERP-system EUROLOG for optimized use within the assortment fruits and vegetables | Project manager | ~10 team members (internal and external) |
1997 – 1998 | Conception, development and practice implementation of the “multi-warehouse-availability“of the ERP-system EUROLOG with centralization of sourcing activities | Project manager | ~15 team members (internal and external) |
| 1997 | Implementation of the ERP-system EUROLOG within plus discount Czech Republic, Prague | Project manager | ~20 team members (internal and external) |
1996 – 1997 | Implementation of the ERP-system EUROLOG within plus discount Poland, Katowice | Project manager | ~20 team members (internal and external) |
1995 – 1996 | Advancement of the ERP-system EUROLOG for use with all assortment ranges, translation into the Spanish language and its implementation within Tengelmann España, Madrid | Project manager | ~25 team members (internal and external) |
1991 – 1994 | Development of a new PROGRESS-based ERP-system (internally called EUROLOG) for the fruit purchase departments of the entire German Tengelmann group with interfaces to SAP R/3 FI/CO and Data Information Warehouse | Project team member with the tasks:
| ~30 team members (internal and external) |
