1. DIRK VAN TUINEN – IT PROJECT MANAGER
OVERVIEW OF QUALIFICATIONS
Mr. Dirk van Tuinen is an experienced IT Project Manager with over 20 years of international implementations
and IT management for ERP, CRM and custom software development.
Project Management and hands-on delivery experience includes over 20 projects, with 14 Go-Lives and 9 Full-
Cycle cross-functional implementations. These projects have been delivered with small teams (5-25) or as part of
bigger teams (100+) for global companies as Hewlett Packard, Caterpillar, Citrix, Exxon Mobil, Philips, Lam
Research, Belden, Mott’s, General Motors and Ecolab. Also small enhancement projects (or break/fixes) needed be
implemented in a short period of time.
As a collaborative project leader, solution architect and team builder, I am used to fast pace project environments,
communicating with all levels of stakeholders, managing all project aspects (scope, deliverables, timelines, budgets
and resources) and working with all project team members ( C-level to shop-floor | technical and non-technical |
on-site and off-site). Depending on project scope and requirements, I worked with several project methodologies:
Agile, PLM, Waterfall, ASAP, ITIL and client specific project management systems.
For Citrix my corporate IT management experience includes: multiple go-lives for capital projects, minor
enhancements, product launches, level 3 support management and resource management for 15-25 internal and
external team members.
These projects were delivered on-site in USA, Canada, Switzerland, Germany, Poland, Denmark, United
Kingdom, Beijing, Hong Kong, Singapore and Australia.
With my project experience and dynamic can-do personality, I am looking forward to deliver successful projects
on-time and work together with the technical team members, other stakeholders and end-users.
EMPLOYMENT HISTORY
11/1/2016 – now Alchemy Data Analytics | Project Manager Product Development
05/1/2015 – 11/1/2015: Neoris US | SAP Contractor
06/1/2010 – 2/21/2015: Citrix | IT Group Manager Order to Cash, SCM and Functional Architecture
08/1/2009 – 3/1/2010: Abeam Consulting Europe | SAP Order to Cash Implementation Manager
12/1/2008 – 4/15/2009: MIT Consultants | CRM Project Manager
2/4/1997 – 11/15/2008: Technology Solutions Company | SAP MM/WM/PP/SD Senior Manager and PM
2/1/1995 – 2/4/1997: Deloitte & Touche | SAP MM/PP/SD Implementation Consultant
10/15/2005 - now Tune-IT LLC | IT Consultancy and Digital Marketing Services

2. DIRK VAN TUINEN
EDUCATION / OTHER
Mr. van Tuinen received his MBA in Economics with a specialization in Organizational Aspects and Information
Technology from the University of Groningen in The Netherlands.
- Immediate Availability
- 100% Flexibility to Travel
- English, Dutch, German
- US Citizen
Certifications: Siemens | SAP Logistics Specialist
SAP | ASAP Project Management
SAP Configuration | WM/PP/VC/LIS/APO
PeopleSoft | People Tools for Logistics
Internal Project and People Management | Deloitte, TSC, Citrix
PM Expertise: Project Management, Global Implementations and Roll-Outs, Business Process Analysis
and Business Process Optimization
Industry Expertise: Automotive, Spare Parts and Service, Chemical, High Tech Equipment, Software, Capital
Equipment Manufacturing and Consumer Packaged Goods
SAP Expertise: SAP R/3 2.0 – ECC 6.0. CRM, Sales, Procurement, Warehousing, Planning and
Operations
Other Applications: Salesforce, Ariba, Vantive CRM, PeopleSoft, SRM, GTS, Zoho, Clarity and MS Office
He is also a hands-on Digital Marketer, with experience in web-site design and setup, e-commerce sites, Web 2.0,
SEO, Facebook campaigns (ads and video marketing), Bing, Google AdWords and YouTube video creation and
advertisement, CTR conversion analytics and optimization.
Contact Information
Dirk van Tuinen
Fort Lauderdale, USA
Mobile: +1 954 646 3045
Email: DIRK.TUNE.IT@GMAIL.COM
Web: WWW.MORE-INFORMATION-NOW.COM/DIRKVANTUINEN
LinkedIn: HTTPS://WWW.LINKEDIN.COM/IN/DIRKVANTUINEN

3. DIRK VAN TUINEN
DETAILED PROJECT EXPERIENCE
n 11/1/2016 – now: For Alchemy Data Analytics his responsibilities include:
– Project manager for proof of concept and prototype development
– Setting-up internal documentation structures, team structure and team meetings
– Research, white papers and presentations for CEO and investors
– Zoho CRM system setup and procedures
n 05/1/2015 – 11/1/2015: As contractor for Neoris he developed an Application Management Support
structure for Carpenter and was hand-on responsible for solving severity 1 and 2 tickets for SAP PP, MM
and SD.
n 06/1/2010 – 2/21/2015: For Citrix as SAP Group Manager SAP Sales, SCM and Functional Architecture
his responsibilities and achievements include:
– Managing and Leading the SAP Functional team (10 direct reports, 2-3 on-site contractors and 6
offshore contractors) to provide minor and major Systems Enhancements and Operational Support
for SAP ECC (SD/MM), GTS, SRM and Highly Customized Integration with Custom CRM Systems
and Salesforce.com for end-to-end Sales Order Processing and Procurement
– Responsible for recruiting, capital budget estimation, resource and career planning, project
scheduling, delivery execution, configuration advice, solution development, critical and major issue
management
– Managing Hyper-Care for a Major Global Capital Project (30 mln)
– Reducing daily level 3 ticket count daily trend from 90 to under 20
– Stakeholder and Decision Maker for: vendor selections, SOX compliance, Internal and External
Audit requirements, VSOE, ITIL, Project Tools Improvements, SAP Archiving, Ariba and Quarter
End Close
– Proposing and implementing system enhancements and functionality improvements: outsourced
support, advanced return management and sales & operation planning
n 08/1/2009 – 3/1/2010: For Abeam Consulting Europe his consulting engagements include:
– For Ecolab, he was OTC Team Lead for 4 Nordic European Countries of a Global Roll-Out Project
for a full SAP ERP solution, integrated with CRM and Web-IC for Order Entry and Service
Management combined with EDI and custom Web-based order entry solutions. His OTC team
consisted of 10+ consultants and 20+ country resources. He was also responsible for the functional
aspects of the Service Management Module, which included Fit-Gap Analysis, Data Migration and
Integration Testing for Service Calls, Service Agreements, Equipment tracking and integration with
the Asset/Leasing Module.
– Europe Nordics (Denmark): Start Date 8/1/09, Go-Live April 2010
n 12/1/2008 – 4/15/2009: For MIT Consultants his consulting engagements include:

4. DIRK VAN TUINEN
– For Belden, he was responsible as project manager for the Global Implementation of SAP CRM 2007
within 12 weeks for the North American divisions and planning for subsequent world-wide roll-outs
with functionality for Lead and Opportunity management, WEB-UI, Web-based BI reporting and bi-
directional Groupware integration. Using the ASAP methodology (Turbo Approach) he managed the
project to be on-time and within budget with a team of 10+ consultants for 150 users. His activities
included: activity planning, team coordination, status reporting, steering committee reporting, issue
resolution, change management and quality assurance
 North America (Chicago): Start Date 12/05/09, Go-Live February 2009
 Subsequent Rolls-Outs in APAC, additional Americas divisions and Europe
 Release I functionality enhancements
n 2/4/1997 – 11/15/2008: For Technology Solutions Company, his consulting engagements include:
– August 2007 – November 2008. For DBT/Bucyrus, he was responsible for implementing SAP ECC
6.0 functionality for the MM and PP modules in an Engineer-to-Order environment for world-wide
roll-outs working in China, Australia and Germany. He was also responsible for the PDM-SAP
integration, Engineering Change Management processes and integration with Quality Management
and Project Systems.
 China Go-Live October 2007
 Australia Go-Live February 2008
 Germany Go-Live July 2008
 Poland Go-Live October 2008
 Optimizing Activities include
• Global Intercompany Processes
• Global ATP
– February 2007 – July 2007. For Electro Motive Services International, he was responsible for
implementing SAP 4.7 Service Management functionality for the Contract Maintenance facilities
located in the United Kingdom. He designed and configured actual costing tracking within the service
order to support the complex billing structure. Go-Live April 2007, Aberdeen
– September 2005 – January 2007. For Electro Motive Diesels, he was the plan to produce project
manager to replace the legacy systems with SAP 4.7. Also he designed and configured business
processes for the Rebuild facility in Chicago by setting up a complete plant, with full MM, SD and PP
logistical functionality and tear-down bills of material. Go-Live October 2006, Chicago
– May 2004 – August 2004. For Caterpillar, he was the project manager to implement a global dealer
rebate and management information system for multiple second level dealer market programs. He
was managing the delivery of a flexible SAP pricing and credit management solution and reporting
solution, integrated with material management and variant configuration SAP functionality.
 As integration manager he coordinated several teams responsible for the inbound and
outbound interfaces to seven major Caterpillar legacy systems and dealers’ business
systems world-wide. Go-Live August 2004, Peoria
– May 2004. For Caterpillar, he conducted a quality assurance assessment to improve the helpdesk
processes and procedures for the engine order system, which supports CRM, internet sales and order
processing.
– April 2004. For Caterpillar, he created a business case and cost & benefits analysis comparing a
custom build solution and a SAP solution for the dealer rebate system in the truck-engine department.
– January 2004 – March 2004. For General Motors, Electro Motive Diesels, he was the project manager
and lead consultant designing and implementing a logistic and financial SAP solution for a European
warehouse for a newly created international division.

5. DIRK VAN TUINEN
– March 2003 – December 2003. For Exxon Mobil, Export Polymers Group, he was the process
improvement consultant.
• Working in the Houston headquarter, he coordinated activities to remove backlog and bottlenecks
in the integrated SAP supply chain by introducing new transactions, streamlining user activities,
and utilizing report and worklist capabilities. He was responsible for solving issues pertaining
order entry, shipping, bills of lading, freight forwarders, shipment cost and carrier payments. He
managed the interaction between the business groups, the technical support team and the
implementation team. Advised management on current issues and solutions, as well as how to
use the SAP system to manage and improve their processes.
• Working in Singapore, he was responsible for designing and implementing the integrated
logistical processes between the US headquarters and Asia Pacific during the rollout phase. Go
Live November 2003, Singapore
– July 2002 – January 2003. March. For Bausch and Lomb, he was the Asian Integration Manager,
located in Hong Kong for 5 months. He was responsible for project communications, integrating
regional business requirements with the global design, managing the regional teams and regional
project management activities.
– September 2000 – June 2002. For Citrix Systems, he was the hands-on project manager for the global
implementation of the Order to Cash processes. He was leading a team responsible for CRM-SAP
integration for contact management, order entry, pricing, invoicing and deferred revenue. He was also
responsible for manufacturing processes like MRP and purchasing to support third party assembly. He
configured hands-on, guided management and the business owners in project issues and business
procedures, and advised the other team members in building solutions to meet business requirements.
• Working in Switzerland and Germany, after the initial implementation in the USA, he was
responsible for the rollout for the European, Pacific and Asian operations for the Order to Cash
and Manufacturing processes. Go Live October 2002, Europe
• Configured highly complex pricing procedures with deferred revenue to support billing for the
software industry.
• Designed and implemented interfaces with third party vendor and remote warehouse using XML
and Business Connector. Go-Live October 2001, Ft Lauderdale
– October 1999 – August 2000. For Agilent Technologies, he was the solution architect for the
integration between a CRM package (Vantive) and SAP for the service organization. He was leading
a team responsible for service order management, logistics, billing and invoicing.
– June 1999 – September 1999. For Marconi Reltec, he was the solution provider for a Warehouse
Management implementation. He implemented a production line supply point replenishment process,
where components were pulled from a bin location using a min/max strategy. An integrated process,
with quality inspection, was configured to receive the components into bins. He configured the
finished goods receipt process and integration with the picking and delivery process. Set up the cycle
count process in SAP and managed the activities of the count teams. Go-Live August 1999, Dallas
– January 1998 – April 1999. For LAM Research, he was the project lead consultant. He performed
many cross-functional roles.
• As the final integration test manager, he was responsible for managing 84 highly complex test
scenarios and the issue resolving process.
• Working in an integrator role to support the rollout for the Global Spares and Service
organization and to configure and validate the requirements for forecasting, planning
distribution.

6. DIRK VAN TUINEN
– Led the warehouse management implementation for the main production facility. Created custom
SAP transactions to provide integration with a middleware system, for which he accommodated
the vendor selection process. The receiving process was simplified by scanning the barcode on
the components and the bin location. Based on first-in, first-out strategy, the picking bin location,
component and quantity were visible on the handheld and by scanning the transaction it was
recorded in the SAP system. He also configured production planning, detailed scheduling, rework
and repair processes for the spare facility.
– Acted as the TeamSAP project manager. In a short period of time, utilizing the ASAP
methodology, a prototype was configured according to best practices for the High Tech and
Capital Equipment Supplier industry. The focus of the prototype was Configuration to Order in a
demand flow and lean manufacturing environment. SAP’s DRP functionality and service
management functionality were included in this integrated proof of concept.
– August 1998 – December 1998. For Hewlett Packard Photo-Mask, Technology Center, he was a
business process integrator. He configured the procurement and production modules in SAP, with
production planning. The scope of the implementation contains configuration to order in a third party
environment with a web-based sales configuration engine. Go-Live December 1998, Paolo Alto
– November 1997 - For Sundstrand, he developed integrated models for the aerospace industry with the
SAP best practice models as the backbone. Demand Flow Technology and mixed model production
processes were part of the modeling.
– October 1997. For a TSC internal project, he developed additional tools to supplement the ASAP
methodology and worked closely with the ASAP methodology developers. He participated in ASAP-
partner-exchange meetings to enhance the methodology.
– September 1997. For MCI Telecommunications, he was a consultant for procurement for external
services. A web-based purchase requisition system was developed and implemented for 40,000 users.
– March 1997 – August 1997. For Philips Automotive Electronics, he was a leading consultant for
production planning, sales and distribution and warehouse management modules using the ASAP
methodology. With a small team, all SAP modules were implemented in six months. He configured
the production process using the Repetitive Manufacturing module and the order entry process using
schedule agreements. Using KANBAN cycles and board functionality, integrated with the Warehouse
Management module in SAP, the components were pulled from the bin location to the production
line. He set up a variety of receiving strategies to accommodate bulk storage, fixed bin placement and
open bin placement. Configured the system and developed solutions to meet specific automotive
requirements, like EDI, vendor evaluation and serial number tracking. Go-Live August 1997, Auburn
n 2/1/1995 – 2/4/1997: For Deloitte & Touche, he completed various consulting engagements. He also was
the co-initiator of the Logistics Center of Expertise to provide solutions and answers to internal
consultants and built a knowledge base repository.
– September 1996 – January 1997. For Brach & Brock Confections, he was lead consultant for material
management and production planning modules. He mapped business requirements for material
planning to SAP, resolved purchasing issues, and trained and advised end-users. He advised in cross-
functional issues with the sales and distribution team, change management, EDI team and
reengineering issues. He also assisted in an upgrade project.
– March 1996 – August 1996. For Wilton’s Industry, he mapped and converted data for initial
inventory load into SAP warehouse management system from legacy system. He organized several
SAP overview presentations to business owners and end-users.
– March 1995 – February 1996. For Cadbury Beverages-Mott’s he designed and mapped the business
requirements to the SAP inventory management module. He configured new movement types,
miscellaneous adjustments, and general ledger account mapping. He was responsible for cross-
functional issues with SD and FI/CO; shipping issues, return to vendor and invoice verification.

7. DIRK VAN TUINEN
– Led the warehouse management implementation for the main production facility. Created custom
SAP transactions to provide integration with a middleware system, for which he accommodated
the vendor selection process. The receiving process was simplified by scanning the barcode on
the components and the bin location. Based on first-in, first-out strategy, the picking bin location,
component and quantity were visible on the handheld and by scanning the transaction it was
recorded in the SAP system. He also configured production planning, detailed scheduling, rework
and repair processes for the spare facility.
– Acted as the TeamSAP project manager. In a short period of time, utilizing the ASAP
methodology, a prototype was configured according to best practices for the High Tech and
Capital Equipment Supplier industry. The focus of the prototype was Configuration to Order in a
demand flow and lean manufacturing environment. SAP’s DRP functionality and service
management functionality were included in this integrated proof of concept.
– August 1998 – December 1998. For Hewlett Packard Photo-Mask, Technology Center, he was a
business process integrator. He configured the procurement and production modules in SAP, with
production planning. The scope of the implementation contains configuration to order in a third party
environment with a web-based sales configuration engine. Go-Live December 1998, Paolo Alto
– November 1997 - For Sundstrand, he developed integrated models for the aerospace industry with the
SAP best practice models as the backbone. Demand Flow Technology and mixed model production
processes were part of the modeling.
– October 1997. For a TSC internal project, he developed additional tools to supplement the ASAP
methodology and worked closely with the ASAP methodology developers. He participated in ASAP-
partner-exchange meetings to enhance the methodology.
– September 1997. For MCI Telecommunications, he was a consultant for procurement for external
services. A web-based purchase requisition system was developed and implemented for 40,000 users.
– March 1997 – August 1997. For Philips Automotive Electronics, he was a leading consultant for
production planning, sales and distribution and warehouse management modules using the ASAP
methodology. With a small team, all SAP modules were implemented in six months. He configured
the production process using the Repetitive Manufacturing module and the order entry process using
schedule agreements. Using KANBAN cycles and board functionality, integrated with the Warehouse
Management module in SAP, the components were pulled from the bin location to the production
line. He set up a variety of receiving strategies to accommodate bulk storage, fixed bin placement and
open bin placement. Configured the system and developed solutions to meet specific automotive
requirements, like EDI, vendor evaluation and serial number tracking. Go-Live August 1997, Auburn
n 2/1/1995 – 2/4/1997: For Deloitte & Touche, he completed various consulting engagements. He also was
the co-initiator of the Logistics Center of Expertise to provide solutions and answers to internal
consultants and built a knowledge base repository.
– September 1996 – January 1997. For Brach & Brock Confections, he was lead consultant for material
management and production planning modules. He mapped business requirements for material
planning to SAP, resolved purchasing issues, and trained and advised end-users. He advised in cross-
functional issues with the sales and distribution team, change management, EDI team and
reengineering issues. He also assisted in an upgrade project.
– March 1996 – August 1996. For Wilton’s Industry, he mapped and converted data for initial
inventory load into SAP warehouse management system from legacy system. He organized several
SAP overview presentations to business owners and end-users.
– March 1995 – February 1996. For Cadbury Beverages-Mott’s he designed and mapped the business
requirements to the SAP inventory management module. He configured new movement types,
miscellaneous adjustments, and general ledger account mapping. He was responsible for cross-
functional issues with SD and FI/CO; shipping issues, return to vendor and invoice verification.