Robert Quinn has over 30 years of experience in systems design, development, and implementation with a focus on SAP solutions. He has extensive experience with multiple SAP modules including Materials Management, Sales and Distribution, Warehouse Management, and Finance & Controlling. Quinn has worked on various implementation projects as a project manager, functional consultant, and technical lead. He is proficient in business process analysis, system configuration, and interface development.

1. 5809 Savona Terrace Robert W. Quinn
Ft. Mill, SC 29708 (803)548-2569
PROFESSIONAL SUMMARY
Thirty years of experience in all phases of systems design, development and implementation of large and complex
custom, package, and ERP information systems. I attended SAP's Partner Academy and was certified in FI/CO 21
years ago. I generally function as a project manager or team leader on projects but am happy as a functional
consultant as well. I have also functioned as a technical team leader directing the development work on projects. I
am very adept at designing and preparing technical specifications for interfaces, custom programs, users exits, etc.
My overall broad SAP experience and programming background allow me to contribute in a variety of ways on
projects. 21 years of SAP Configuration and Implementation experience with emphasis in the following areas:
 Materials Management (MM) 17+ years;
 Sales & Distribution (SD) 15+ years;
 Logistics Execution (LE) 12+ years;
 Warehouse Management (WM) 6+ years;
 Production Planning (PP) 5+ years;
 Project Systems (PS) 4 years;
 Plant Maintenance (PM) 1 year;
 Finance & Controlling (FI/CO) 5+ years;
PROFESSIONAL EXPERIENCE
Independent SAP Consultant, Shawnee Technologies, Inc., Charlotte, NC (April / 2015 - August /
2016)
Provided SAP implementation support for a German-based company's U.S. and Mexico roll-out. Responsibilities
included requirements gathering, configuration, testing, training and support for the implementation of the FI/CO,
MM, QM, SD and PP modules in the U.S. and in Mexico. Also responsible for defining requirements for,
analyzing and selecting and implementing a warehousing handheld solution as well as implementing and
supporting the corporate driven bolt-on MES system.
Senior Project Manager / Consultant, Grom Associates, Inc., Columbia, SC (September / 2013 -
April / 2015)
Project Manager and Functional Consultant designing and implementing SAP's SD and MM modules for a U.S.
based pharmaceutical company. Also implemented SD distribution centers across the U.S. Full suite of SD and
MM was implemented. Also assisted with resolving existing FI/CO issues.
Project Manager for the implementation of SAP’s SD Customer Rebates functionality for a national concrete
manufacturer. Responsible for requirements definition, design, configuration and testing of the new functionality.
Developed technical specifications to support business requirements. Also provided ongoing SAP MM and SD
support for business requirements, enhancements and technical issues.

2. Page 2 Robert W. Quinn
Senior Project Manager / Consultant, BSN Medical, Inc., Charlotte, NC (December / 2012 – July /
2013)
Team Leader for the implementation of SAP’s SD module for BSN’s Canada facilities into a global environment.
Responsible for design and configuration of the Order to Cash processes to include order management, complex pricing,
variant configuration, credit management, taxes (both A/R and A/P), Invoicing as well as the interfaces to BSN’s European
SAP instance and BW. The project also implemented SAP Vistex Incentives and Paybacks (IP) as well as inbound and
outbound EDI documents. In addition to project work, assisted BSN management in establishing a Change Request process
based upon ROI driven prioritization.
Senior Project Manager / Consultant, Lockheed Martin Aeronautics Corporation, Greenville, SC
(September / 2008 - July / 2012)
Provide ongoing support of the MM, WM, PS and SD modules to include business process reengineering and sap
configuration modifications in an Aerospace & Defense (A&D) environment. Worked with the business to identify
opportunities to provide automation to recognize business, application and process savings.
Project Manager providing SAP PP, QM, MM and SD support for the prototype of a SAP PP implementation. The purpose
of the project was to replace current manual business processes with Production Planning functionality. In addition, the
project would provide the client with a Manufacturing Execution System (MES) to electronically capture information
regarding the maintenance of military aircraft that was previously held in paper files.
Project Architect tasked with designing an Electronic (Paperless) environment to replace the current manual intensive shop
floor process. Electronic design automated, in SAP, all current manual activities and provided increased visibility into the
Shop Floor process. Savings are projected to be in excess of $6.8 million per year.
Team Leader for the analysis and evaluation of SAP’s Netweaver functionality as well as SAP’s Manufacturing Execution
(ME) and Manufacturing Integration and Intelligence (MII) modules to determine fit in current SAP landscape
Functional Team Leader for the implementation of a RFID Parts tracking solution. Solution provided tracking of parts
through multiple aircraft hangars and parts warehouses and interfacing with SAP to provide location updates and visibility of
the parts.
Functional Team Leader for the EDI interface to the Defense Logistics Agency (DLA) implementing EDI Procurement
documents EDI 856S (Advanced Ship Notice), EDI 996 (Visibility Transaction) and EDI 527R (Material Acceptance).
Solution included RFID tracking of parts being received in and interfacing with SAP to update Procurement documents.
Project Manager for the implementation of shop floor execution functionality utilizing a custom SAP transaction to perform
standard SAP functionality. Project cost less than $15k and produced immediate $100k annual savings as well as decreased
turn around time of work orders, on average, by 2 days each.
Project Manager for the redesign of all production shop floor paperwork utilizing the Project Systems (PS) module and
incorporating SAP’s Document Management functionality.
Designed and delivered a SAP solution to support the maintenance activities of the Government’s C-130 program utilizing a
web front-end that allowed the Government real-time status of the program activities.
SAP Practice Leader, Titan Technology Partners, Inc., Charlotte, NC (November / 07 - August / 08)
Team Leader for the SAP implementation of the MM and SD modules at OM Group in an ECC 5.0 environment utilizing
SAP’s I.T. Metals industry solution. Performed configuration, testing, and gap analysis activities.

3. Page 3 Robert W. Quinn
Team Leader providing MM and SD configuration support for the implementation of SAP ECC 6.0 utilizing SAP’s Dealer
Business Management industry solution. Provided configuration support for gap activities in both MM and SD modules.
Senior Project Manager / Consultant, Lockheed Martin Aeronautics Corporation, Greenville, SC
(February / 07 - Oct. / 07)
MM Team Leader providing SAP configuration support for new initiatives as well as ongoing SAP production support.
Designed and delivered a SAP solution to support the maintenance activities of the Government’s KC-135 program utilizing
a web front-end that allowed the Government real-time status of the program activities. Also provided WM support for
existing programs.
Senior Project Manager / Consultant, Invista, Inc., Charlotte, NC (June / 2000 - February / 2007)
Project Manager and sole implementer for the design and implementation of the Film Line Product. Scope included FI, MM,
SD and PP utilizing Variant Configuration, Make-To-Order Production w/Sales Order Stock, Manufacturing Execution
(MES), and Handling Unit Management. This project incorporated the Plan to Produce and Order to Cash processes.
Responsible for performing all configuration as well as defining and writing program specifications for all document output,
reports and production shop papers.
SAP Supply Chain Optimization Team Leader. Responsible for working with Polyres business unit to become the
organization’s “Model” business unit by identifying Supply Chain optimization opportunities with the goal of saving $14
million in 2006. Utilized custom-developed Business Warehouse to provide visibility and trend analysis into Supply Chain
processes.
MM Team Leader for the SAP Upgrade Project from version 4.6B to 4.7 Enterprise. Responsible for reviewing 4.7
functionality to determine whether new functionality should be implemented for Purchasing, Inventory Management and
Accounts Payable, and Logistics modules, as well as ensuring 4.6B functionality is upward compatible. Configured, tested
and trained all accounts payable users on Logistics Invoice Verification functionality. Also responsible for ensuring upward
compatibility of key SD functionality to include custom Order Entry screen, custom truck and railcar scales, as well as
interface with 3rd
party Transportation software.
SD Team Leader for the SAP Implementation of SAP’s SD and A/R modules in a 4.6B environment. Primary
responsibilities include defining requirements, configuration, and testing of the Transportation and Delivery processes, both
import and export, within SAP. Designed and implemented a custom order entry screen to accommodate bulk customers.
Designed and implemented a custom interface to client’s truck and railcar scales to capture tare and gross weights.
Additionally defined, configured, and tested other business critical Order To Cash business processes.
Senior SAP Consultant, Lockheed Martin Aeronautics Corporation, Atlanta, GA (August / 1998 -
May / 2000)
Reviewed all new Release 4.6 functionality for Procurement, Inventory Management, and Warehouse Management to
determine upgrade compatibility and viability of the enhanced 4.6 functionality. Configured version 4.6, conducted
integration test to verify prior version configurations as well as newly implemented functionality.
MM Team Leader for the SAP Implementation for Lockheed Martin’s Aeronautics Division, utilizing version 4.5B with 3.0B
A & D Industry Solution. Responsible for managing team of 16. The MM Project scope included Procurement, Inventory
Management, and Warehouse Management modules. Responsibilities included identification, re-engineering and
standardization of procurement and inventory/warehouse business processes, gap identification and analysis, configuration,
testing, and documentation of Procurement, Inventory and Warehouse Management functionality. In addition to MM, Project
scope included FI/CO, PS, SD, PP, and PM requiring integration considerations/configuration. Also responsible for

4. Page 4 Robert W. Quinn
designing R/F Barcode solution to support inventory and warehouse processes. Frequently met with senior management to
discuss and provide feedback on project direction and project issues.
Senior SAP Consultant, CELGARD, LLC, Charlotte, NC (March / 1998 - August / 1998)
MM Team Leader for the SAP Implementation at Hoechst Celanese CELGARD, LLC. Responsibilities included the
identification and re-engineering of business processes, configuration, integration testing, and implementation of SAP’s MM
module with particular emphasis on the Procurement, Inventory and Accounts Payable functionality. Also heavily involved
in defining and resolving configuration pertaining to the integration between MM and the SD, FI/CO, and PP modules.
Senior SAP Consultant, IBM, Charlotte, NC (October / 97 - March / 98)
Team Leader for the SAP Implementation at Century Furniture, Inc. Responsibilities included assisting MM/WM project
team with the business process identification, configuration, integration testing, and implementation of the Inventory,
Purchasing, and Warehouse functionality. Manager for the ABAP project team responsible for meeting with the FI/CO, SD,
MM, and PP project teams to identify/document conversion, reporting, and sapscript requirements and ensuring that all
requirements were successfully programmed, tested and signed-off on prior to implementation.
Project Manager, Osprey Systems, Inc., Charlotte, NC (November / 1993 - October / 1997)
Project Manager for the Implementation of SAP’s FI/CO, MM, AM and SD modules at Omni Services, Inc. utilizing SAP’s
ASAP methodology. Responsible for project workplan development, project staffing, providing status updates to Omni
Senior Management and the Project Steering Committee, coordinating the project schedule, identifying and maintaining the
scope management plan, maintaining the project budget, coordinating business process definition and documentation using
LiveModel, defining the project implementation schedule, as well as identifying opportunities for additional SAP projects.
Also responsible for assisting with the configuration of the MM, FI/CO, and AM modules.
Team Leader for the Film and Fiber Division Procurement Reengineering Project at Hoechst-Celanese Corporation.
Responsible for the configuration, implementation and ongoing support of SAP’s MM and PM modules for the eight Film
and Fiber plants in the southeast. Functionality within the MM module that is being utilized includes: Purchase Orders,
Communication / Confirmation of purchasing documents via EDI, Purchase Requisitions, RFQ’s, Outline Agreements, Info
Records, Source List, Materials Management, MRP, Vendor Maintenance, Inventory Management, Accounts Payable and
Authorizations. Also responsible for writing ABAP programs / reports in order to satisfy user and configuration
requirements.
Team Leader for the Film and Fiber Division Procurement Upgrade Project at Hoechst-Celanese Corporation. Responsible
for the analysis, configuration and upgrade of SAP’s MM module from 2.2E to 3.0C.
Project Manager for the CDP ERS Audit Design and Implementation project for First Union National Bank. Responsibilities
included workplan development to include all project tasks, assignments, due dates, and key deliverables, conducting weekly
status meetings with FUNB management team, conducting JAD sessions to define the functional requirements, reviewing
detailed program specifications for completeness, issue resolution, as well as managing and monitoring the project’s day to
day activities.
Project Manager for the Small Business Lending Unit (SBLU) ALS Commercial Loans Requirements Definition Project for
First Union National Bank. The purpose of this project was to define the SBLU functional processing requirements in order
to determine the feasibility for converting the existing SBLU Commercial Portfolio to Systematics’ ALS package.
Responsibilities included project workplan development, conducting JAD sessions with key SBLU management to define the
functional processing requirements, managing and monitoring the project’s day to day activities, and documenting and
presenting the project results and recommendations to FUNB management.

5. Page 5 Robert W. Quinn
Senior Analyst for the ALS Consumer Loans Functional Requirements Definition project for First Union National Bank.
Responsibilities included directing the definition and re-design of all Consumer Loans interfaces, definition and re-design of
the Loan Origination System Interface, investigation and resolution of the project’s technical issues, and defining and
documenting the Consumer Loans ServiCenter work-flow processes.
Senior Consultant, Sykes Enterprises, Inc., Charlotte, NC (February / 1992 - November / 1993)
Project Team Leader charged with designing and implementing new systems and functional enhancements to the systems that
support the Sales Reporting, Inventory, and Manufacturing areas at Coca-Cola Consolidated. Responsibilities included
identifying system requirements, developing detailed program specifications, and overseeing the completion of each project.
Project Team Leader responsible for providing NationsBank with the design and development of an online tool for
reconciling all financial data on a Corporate Data Warehouse back to the source systems. This system was developed using
ISPF DIALOG MANAGER, COBOL, VSAM and DB2.
Consultant, SystemsLink, Inc., Charlotte, NC (April / 1990 - February / 1992)
Project Manager responsible for reengineering the nightly batch processing cycle on a multi-ES9000 environment for Royal
Insurance. Responsibilities included directing the diagnosis review of the nightly batch cycle from a procedure, operations,
and applications perspective, conducting JAD sessions with executive management, defining the current critical path, and
defining and presenting approaches and recommendations to senior management for shortening the critical path and reducing
the nightly batch processing cycles as well as increased staff utilization. Short-term recommendations produced a 36 percent
reduction in batch processing time.
Project Team Leader responsible for designing and developing a replacement Human Resources and Accounts Receivables
applications for Network Computing Corporation, a national software supplier to municipalities.
Consultant, Broadway & Seymour, Inc., Charlotte, NC (March / 1987 - April / 1990)
Analyst for the development of a Global Mutual Funds system for The Bank of Bermuda. Responsibilities included writing
detailed program specifications, programming and testing large sections of the system. This system was developed in a DEC
VAX, COBOL environment utilizing CMS and FMS.
Programmer, Day Data Systems, Charlotte, NC (July / 1986 - March / 1987)
Programmer on an Inventory Control/Materials Management application development project. The application was
developed in a DEC VAX environment utilizing FORTRAN, FMS, CMS, and DCL.
EDUCATION
Bachelor of Science in Computer Information Systems, Western Carolina University, Cullowhee, NC, 1986.