diff --git a/app/masks/en.ts b/app/masks/en.ts
index 89125832a..6597f0396 100644
--- a/app/masks/en.ts
+++ b/app/masks/en.ts
@@ -180,33 +180,33 @@ export const EN_MASKS: BuiltinMask[] = [
       "hideContext":false
    },
    {
-      "avatar":"1f3e2",
-      "name":"Why AdEx - Full Svc Portfolio Flyer (45k)",
+      "avatar":"gpt-bot",
+      "name":"AdEx_CV_SkillExtraction_V0.91",
       "context":[
          {
-            "id":"oGUx3KAwppx2pxchM3zpe",
+            "id":"xkkvOczf7GIZAzzfMi93x",
             "date":"",
-            "role":"system",
-            "content":"**Why AdEx - Benefits for our clients**\n\n1. **Trusted Advisor**:\n   - Strong client orientation: Acting and advising entirely aligned with our client's needs and strategy.\n   - True and honest advice to provide the optimal solution, evaluate alternative options, and assess associated risks.\n   - Being sparring partners and coaches to empower our clients in achieving their targets.\n   - Strive to have a deep understanding of our client’s needs & priorities by nurturing enduring long-term relationships.\n\n2. **Expertise & Excellence**:\n   - On average, consultants with more than 13 years of professional experience.\n   - Leveraging our extensive industry and in-line expertise, we provide valuable advisory and guidance to clients, assisting them in informed decision-making.\n   - Extensively skilled in managing transformation projects.\n   - Best-in-class service excellence validated by numerous awards and positive client testimonials.\n\n3. **One Team**:\n   - Collaborative approach: Our collaborative approach emphasizes client proximity, allowing us to work hand-in-hand with our clients in their project roles and scopes.\n   - Seamless integration into the client's team for a designated period, ensuring a smooth project launch.\n   - Having a deep understanding of business complexity mixed with excellent IT expertise, we effectively bridge the gap between both worlds.\n\n4. **Individual solution**:\n   - Embrace dynamic work approaches in ever-changing times, providing enhanced flexibility and optimizing resource utilization.\n   - Reduce complexity, structure and efficiently transform based on the unique circumstances at hand.\n\n5. **Strong industry acumen**:\n   - Extensive record of successful projects delivered over the past decade.\n   - Having served clients from diverse industries, we possess in-depth insights and profound expertise in understanding their unique challenges.\n\n6. **Pragmatic approach**:\n   - Expertise to define, set up, and manage transformations effectively, to achieve targets on time and within budget.\n   - Take responsibility for projects success by actively enabling, fostering collaboration, and involving all teams.\n\n7. **Independence**:\n   - Providing impartial advice solely serving our client’s best interests and free from hidden agendas.\n   - Maintaining autonomy from any external technology partners or solution providers.\n   - Committed to avoiding vendor lock-in & do not accept kickbacks from vendors.\n\n\n**Tailored and tangible solutions for your Holistic Transformation**\n\n- **Service Cluster**: Transformation Management\n- **Service Portfolio**: Holistic Transformation Management\n\n**Typical Client Situation**:\n- New/changed of client’s business strategy.\n- Clients want to pursue a new/additional business model (e.g. from B2B to B2C).\n- Clients want to grow through inorganic growth (transformation caused by PMI).\n- Clients want to focus on core competencies (transformation caused carve out).\n- Need for restructuring the business (e.g. driven by financial problems).\n\n**Other drivers for transformation** (normally causes a change in the strategy):\n- New Technologies, sustainability topics, etc.\n\n**Our Key Offerings**:\n- Holistic Transformation Management:\n  - Covers the entire lifecycle of a transformation.\n  - Includes meta management, business value and risk management.\n  - Addresses all required changes to business and IT capabilities as well as the impacts to the organization.\n\n**Reference 1**:\n- **Marquard & Bahls**:\n  - **Project Description**:\n    - Marquard & Bahls changed their cooperate business set-up strategy from a centralized driven holding structure with BUs to a decentralized structure with independent units.\n    - A transformation journey was defined and executed with changes in all business capabilities, the organization and IT.\n  - **AdEx Added Value**:\n    - AdEx filled the position of the transformation manager and set-up/operated the management office.\n    - AdEx helped to change the organization from a shared service model to a decentralized operations.\n    - Separation of the IT landscape plus the renewal of some application (incl. SAP).\n\n**Reference 2**:\n- **AGCO**:\n  - **Project Description**:\n    - AGCO developed a platform strategy for their existing B2B business model plus a new B2C business model.\n    - Project needed to cope with all dimension of such a transformation: New/changed business capabilities, IT capabilities, implementation of an agile organization, data (e.g. data lake implementation).\n  - **AdEx Added Value**:\n    - AdEx was involved in the business strategy development and the implementation partner selection.\n    - A value driven PMO set-up and transformation management methodology has been developed and implemented with an entirely agile implementation journey.\n\n\n**AdEx offers services across the entire M&A lifecycle**\n\n- **Service Cluster**: Business Strategy & Model\n- **Service Portfolio**: Mergers & Acquisitions\n\n**Typical Client Situation**:\n- **General**: Your client wants to industrialize or accelerate its M&A/carve-out processes.\n- **Due Diligence (DD)**: \n  - Your client is planning to acquire a company, software platform, or plans to merge with another company and requires a Due Diligence.\n  - Conversely, a client is planning to sell a business unit sales and requires a Vendor Due Diligence for the data room or sales prospectus.\n- **Post Merger Integration**: Your client plans to or has started to integrate an acquisition.\n- **Carve-out**: \n  - Your client is planning or has started to separate a business unit.\n  - Your client is planning to close a plant or office.\n\n**Our Key Offerings**:\n- **Pre-Deal**:\n  - Sell Side\n  - Buy Side\n- **Deal Execution**:\n  - Corporate Strategy:\n    - Buy\n    - Ally\n    - Build\n    - Divest\n  - Divestiture and Carve-out Strategy\n  - Carve-out and Divestiture Transaction Management\n  - M&A Capability Development\n  - Acquisition/Alliance Target Screening\n  - Due Diligence\n  - Carve-out Transition Execution\n  - Merger Integration/Alliance Setup\n- **Post-Deal**\n\n**Reference 1**:\n- **Philips (Carve-out)**:\n  - **Project Description**:\n    - Led IT Workstream for Day 1 realization, including:\n    - Set-up of workstream structure.\n    - Development of separation concepts.\n    - Monitor build, test, deploy a hypercare.\n    - Creation of TSAs, alignment, and prizing.\n    - Defined NewCo ITOM.\n  - **AdEx Added Value**:\n    - Delivered IT Day 1 on time.\n    - Stayed in budget and supported sale to private equity firm for €4.4 billion.\n    - Prepared kick-start of Day 2/Standalone project for NewCo.\n    - Boosted team morale with team-building during Corona.\n\n**Reference 2**:\n- **DHV Plus (Integration Strategy)**:\n  - **Project Description**:\n    - Validated guiding principles a. integration.\n    - Identified value drivers of the integration.\n    - Defined to-be concepts incl. value drivers, e.g., growth in revenues and margin.\n    - Created implementation plan incl. deliverables and dependencies.\n  - **AdEx Added Value**:\n    - Elaborated degree of integration per subject area incl. synergy potentials.\n    - Derived target operating model.\n    - Accompanied core and support functions in preparation for integration.\n    - Prepared integration blueprint for more than 70 acquisitions in 5 years.\n\n\n\n**Catalyzing transformations towards sustainable business**\n\n- **Service Cluster**: Business Strategy & Model\n- **Service Portfolio**: Sustainability\n\n**Typical Client Situation**:\n- **Hot-Topic Sustainability**: A desire to become more sustainable and comply with legal requirements exists, but the path of where and how to begin remains ambiguous.\n- **Regulations**: New challenging regulatory requirements such as CSRD/ESRS, EU Taxonomy, Supply Chain Act (LKSG), CSDDD, etc. \n- **ESG Data Value Management**: Support to manage strategic sustainability metrics and automation of reporting for FS companies, introducing ESG ratings for financial products.\n- **Strategy**: A necessity to craft a strategy to increase sustainability or to assist the execution of an existing strategy to reach targets.\n- **Org. Development**: Strategic goals for more sustainability are in place but there's an evident gap in corporate culture, awareness, processes, and other attributes required to accomplish these goals.\n\n**Our Key Offerings**:\n1. **Evaluate**:\n   - Sustainability Culture\n2. **Report**:\n   - Project & Program Management\n   - ESG Data Value Management\n   - Regulatory Requirements\n3. **Plan**:\n   - Strategy, Business Models & Organizational Development\n   - Selection & Implementation of Digital Enablers and Tools\n4. **Implement**:\n   - Climate Strategy\n   - CSRD Reporting Process\n   - Sustainable Finance\n   - Inner Development Goals Integration\n   - ...\n\n**Reference 1**:\n- **Sartorius**:\n  - **Project Description**:\n    - Initiated an ESG Data Management Program.\n    - Addressed regulatory requirements such as CSRD & packaging, culminating in the Co2 footprint.\n    - Managed a cross-divisional program in close association with corporate sustainability, focusing on reporting & steering topics.\n  - **AdEx Added Value**:\n    - Oversee program management across 11 workstreams.\n    - Utilized Requirements Engineering for ensuring high-quality internal demands.\n    - Addressed EU regulations on sustainability, LKSG, and EU taxonomy, spanning a team of 70 individuals.\n    - Ensured timely project completion while resolving all findings, which included the inception of new reporting frameworks.\n\n**Reference 2**:\n- **OTTO**:\n  - **Project Description**:\n    - Devised a sustainability strategy with clear objectives, however, the client faced hurdles in establishing and attaining these objectives throughout the organization.\n  - **AdEx Added Value**:\n    - Executed strategic workshops to heighten awareness regarding sustainability challenges and to bridge the divide between strategic aspirations and present-day performance.\n    - Forged a link between organizational development and the sustainability department.\n    - Introduced a blueprint for organizational development that paves the way for cultural shifts.\n\n\n\n**Tailored and tangible solutions for your IT Transformation**\n\n- **Service Cluster**: Information Technology\n- **Service Portfolio**: IT Transformation\n\n**Typical Client Situation**:\n- Management staff changes, for example, new CIO.\n- Cost/Efficiency considerations such as headcount reduction.\n- Business complaints, specifically, service levels not being met.\n- IT external impacts, for example, new business strategy, auditing results, and organizational changes.\n- Complex IT governance involving multiple IT suppliers, contracts, and applications.\n- Need for supporting partner replacement.\n- Cloud transformation initiatives.\n- Mergers & Acquisitions considerations, especially PostMerger Integration or Carve-out.\n- Aim to increase IT maturity level.\n- Negative outcomes from IT assessments.\n- Desire for ongoing improvement.\n- Challenges related to security.\n- Transition to next-generation technologies.\n\n**Our Key Offerings**:\n1. **Service Provider (IT Execution)**:\n   - Business Alignment\n   - IT M&A\n   - IT Operating Model\n2. **Business Enabler (IT Agility)**:\n   - IT Strategy\n   - Enterprise Architecture\n   - Data Strategy\n3. **Business Innovator (IT Innovation)**:\n   - Cyber Security\n   - Talent & Skills\n   - DevOps & SMV\n   - IT Sourcing\n\n**Reference 1**:\n- **Versuni**:\n  - **Project Description**:\n    - Spearheaded the IT transformation as a component of a broader business transformation to evolve into a digital-first enterprise.\n    - Exclusively adopted a Cloud/SAP approach.\n    - Streamlined processes, applications, and IT infrastructure. Additionally, a new ITOM was put in place.\n  - **AdEx Added Value**:\n    - Over 24 months, accomplished migration of 200 global applications to the cloud. Initially 670 local on-premises applications were brought down to 170, with the majority transitioned to the cloud.\n    - Overhauled all critical business processes, which included transitioning HR processes to the SAP standard.\n    - Evolved from a fragmented IT framework to a future-oriented technology landscape.\n\n**Reference 2**:\n- **etex**:\n  - **Project Description**:\n    - Formulated and put into action an IT strategy to pinpoint opportunities and enable IT to swiftly back the business. This also encompassed a transformation in IT service management and an effort to diminish the number of suppliers and contracts to decrease complexity.\n  - **AdEx Added Value**:\n    - Placed a strong emphasis on IT creating value, while offloading repetitive tasks to service partners.\n    - Achieved a 25% reduction in project runtimes.\n    - Realized substantial annual cost savings of €2 million through sourcing consolidation.\n    - Managed to reduce the potential risk of cyber attacks by 30%.\n    - Enhanced service quality, resulting in a 7.5% increase in user satisfaction.\n\n\n**Leveraging the value of data**\n\n- **Service Cluster**: Data Value Management\n- **Service Portfolio**: Data Value Management\n\n**Typical Client Situation**:\n- Significant potential for discovery and capitalization of data value.\n- Business decisions and innovative actions are not data-centric.\n- Lack of a clear data strategy, goals are undefined, and competencies are in a stalemate.\n- Business structure does not have the capability to control data and extract its value.\n- Data models either do not exist or are inadequate to support a business metamorphosis.\n- The data platforms are disorganized, rigid, and lack integration.\n- IT software endeavors fall short due to absent or subpar business data.\n- Despite intensive manual data upkeep, data quality is not guaranteed, leading to escalated operational expenses from manual repetition of low-value activities.\n\n**Our Key Offerings**:\n1. **Data-driven Business Models**:\n   - Analytics & Data Science\n   - Value Realization Framework\n   - Data Marketplace\n   - AI & Data Science Use Cases\n   - Use Case Selection & Implementation\n2. **Data Monetization Strategy**:\n   - Business Warehouse\n   - Business Intelligence Platforms\n   - Enterprise & Financial Planning\n   - KPI & Reporting\n3. **Data Strategy**:\n   - Data Governance\n   - Data Management\n   - Data Catalog & Lineage\n   - Data Quality\n   - Data Migration\n4. **Data-driven Company**:\n   - Data Architecture & Platform\n   - Tool & Vendor Selection\n   - Data Fabric / Data Mesh\n   - Data Integration/Distribution\n5. **Data Literacy & Culture**.\n\n**Reference 1 - Marquard & Bahls**:\n- **Project Description**:\n  - The client embarked on the creation of a comprehensive Master Data Governance strategy under the leadership of the Group CFO. The initiative began with Financial Accounts & Business Partners, and subsequently expanded to include other data entities and the integration of a Business Process & Data modeling solution.\n- **AdEx Added Value**:\n  - AdEx’s profound knowledge in Master Data Governance combined with consistent involvement guaranteed a uniform approach across various substantial initiatives and routine business activities.\n  - This cooperation resulted in immediate and sustained value enhancement throughout the client's organization, marked by a noteworthy boost in Master Data quality.\n\n**Reference 2 - Novartis**:\n- **Project Description**:\n  - The client sought direction on strategy formulation and prioritization for the establishment of a fresh data analytics unit. This involved a cloud-centric data lake and analytical abilities. The client was eager to swiftly augment this new competency to generate insights for a customer-focused approach.\n- **AdEx Added Value**:\n  - Conceived a concrete data approach.\n  - Organized projects in alignment with goals.\n  - Expedited projects via rapid prototyping.\n  - Facilitated the empowerment of citizen data scientists.\n  - Instituted predefined achievement indicators and continuous oversight of goals.\n\n\n\n**Happy & engaged people lead to greater business performance**\n\n- **Service Cluster**: People & Organization\n- **Service Portfolio**: Employee Centricity\n\n**Typical Client Situation**:\n- **Employee Centric Transformation**: Employees are viewed more as resources rather than as core drivers of business.\n- **Employee Experience**: Employees are not reaching their full potential, and/or their engagement scores are either not measured or are low.\n- **Talent Management**: The required talents are not present within the company and can't be recruited.\n- **Employee Insights**: The organization is unaware of the skill sets they will require in the forthcoming period.\n- **HR Services**: HR or People functions are not recognized at the CXO tier.\n- **Diversity**: The team is stagnant and not generating new ideas.\n\n**Our Key Offerings**:\n- Employee Centric Transformation\n- Talent Management\n- Diversity\n- Employee Experience\n- Employee Insights\n- HR Services\n\n**Contacts**:\n- Sascha Schmunk\n- Sebastian Bosse\n\n**Reference 1 - B/S/H/**:\n- **Project Description**:\n  - All employees are enabled to act as catalysts for digitization by amalgamating expertise within cross-functional groups.\n  - A revamped career framework is initiated, designed with precise roles to offer every employee a lucid direction, emphasizing employee-driven digitization.\n- **AdEx Added Value**:\n  - B/S/H/ was honored with the \"Best of Consulting Award 2021\".\n  - Clear skill and career trajectories have been laid out, providing developmental opportunities for a massive pool of 1700 employees.\n  - 20% of working hours are dedicated to training, ensuring that employees remain abreast of swift technological evolutions.\n\n**Reference 2 - AdEx Partners**:\n- **Project Description**:\n  - HR has been evolved into an open entity for everyone, centering on the employee experience throughout the entire employee journey.\n  - Multiple initiatives have been launched to enhance Employee Experience throughout the entity, elevating the role of HR to a C-level stature, and placing utmost emphasis on the employee (termed as “Mitmach Firma”).\n- **AdEx Added Value**:\n  - The company boasts an almost negligible attrition rate.\n  - The growth rate is in the double digits, surpassing the industry average.\n  - Exceptionally high eNPS (Employee Net Promoter Score) and engagement metrics have been observed.\n  - The company's Purpose, Vision, Mission, and Value have been framed, introduced, and solidified.\n  - A significant emphasis has been placed on cultivating a conducive culture and leadership.\n\n\n\n**No transformation without organizational impact**\n\n- **Service Cluster**: People & Organization\n- **Service Portfolio**: Organization Transformation\n\n**Typical Client Situation**:\n- **Organizational Transformation**: There's an acknowledged need for organizational change, but the route forward remains ambiguous.\n- **Organizational Design & Operating Model**: The organization's internal mechanisms are not equipped to keep pace with swift market alterations.\n- **Organizational Agility**: Prolonged decision-making processes and entrenched structures impede workflow.\n- **Leadership & Culture**: An unsupportive work environment and leadership deficits obstruct change.\n- **Future of Work**: Current work methodologies and environments are considered obsolete.\n- **Change Management**: Both managerial and employee-level stakeholders do not back the targeted objectives.\n\n**Our Key Offerings**:\n- Organizational Transformation\n- Org. Design & Operating Model\n- Future of Work\n- Organizational Agility\n- Leadership & Culture\n- Change Management\n\n**Contacts**:\n- Sebastian Bosse\n- Jörn Kleinschmidt\n\n**Reference 1 - B/S/H/**:\n- **Project Description**:\n  - The integration of 5 business and IT sectors was carried out to ensure a holistic approach to digital product and service development. This broad organizational metamorphosis was intended to reposition the firm as a nimble digital entity, promoting agile operations and a renewed operational and cognitive ethos.\n- **AdEx Added Value**:\n  - B/S/H/ was conferred with the \"Best of Consulting Award 2021\".\n  - The establishment of a unified digital business and IT section, coupled with streamlined processes, encompasses a total of 1700 personnel.\n  - Hierarchical layers have been reduced, transitioning from 6 tiers to just 3, underscoring an organizational push for global standards and encouraging individual responsibility within agile teams.\n\n**Reference 2 - AGCO**:\n- **Project Description**:\n  - A total integration of all team units into a singular entity, paired with instantaneous reporting mechanisms, has yielded pronounced advantages, particularly in speeding up the product-to-market cycle. The shift towards agile product formulation now permits intricate digital solutions to be conceived, evaluated, and launched at a faster rate.\n- **AdEx Added Value**:\n  - AGCO's efforts were recognized with the \"Best of Consulting Award 2022\".\n  - Successful amalgamation of all teams into a cohesive core process has amplified product-to-market efficiency and honed the focus on client requisites. This revamped agile product creation protocol accelerates the phases of development, assessment, and rollout for intricate digital solutions.\n\n\n**Guiding you on the journey to a digital finance function**\n\n- **Service Cluster**: Business Capability Management\n- **Service Portfolio**: Finance Transformation\n\n**Typical Client Situation**:\n- **Finance Operating model**: Desire for the organization to provide Finance services efficiently.\n- **Reporting**: Uncertainty about presenting the correct data to clients promptly.\n- **Financial Planning**: Awareness of the need for change in the planning process but uncertainty about the optimal approach.\n- **Digital Finance**: Aspiration for automation in finance operations, yet unsure of the method.\n- **Financial Close**: Emphasis on prompt and superior-quality closure.\n\n**Our Key Offerings**:\n- Plan, Budget & Forecast\n- Transactional Processing\n- Close & Consolidation\n- Reporting & Analytics\n- Organization & People\n- Governance\n- Systems & Tools\n- Data Management\n\n**Contacts**:\n- Jan Heinrichs\n- Sebastian Scheubel\n\n**Reference 1 - Siemens Energy**:\n- **Project Description**:\n  - Development of a comprehensive controlling concept, encompassing areas like planning, budgeting, forecasting, charging, management consolidation, and reporting.\n  - Implementation of the aforementioned concept in SAP SAC.\n- **AdEx Added Value**:\n  - Emphasis on proficient project management and functional skillsets.\n  - A practical, hands-on approach.\n  - Rapid concept realization and deployment within a few months, leveraging the MVP (Minimum Viable Product) methodology.\n\n**Reference 2 - Marquard & Bahls**:\n- **Project Description**:\n  - Facilitated client in a segmentation or \"split/Crave Out\" across various financial operations, including Receivables (RX), Account Receivables (AR), Account Payables (AP), FP&A, Consolidation, Treasury, Tax, among others. This spanned the entire group and integrated platforms like SAP S/4, TIS, ION ITS.\n  - Spearheaded the integration of avant-garde financial solutions, specifically in the domains of Consolidation and Planning (CCH Tagetik).\n- **AdEx Added Value**:\n  - Oversight of both program and project management throughout the entire carve-out initiative.\n  - Successfully navigated clients from all business units towards project culmination.\n  - Positioned client to adopt state-of-the-art consolidation and financial planning tools, offering them enhanced flexibility during planning phases and expediting the finalization of actuals.\n\n\n**Guiding you on the journey to a digital finance function**\n\n- **Service Cluster**: Business Capability Management\n- **Service Portfolio**: Finance Transformation\n\n**Typical Client Situation**:\n- **Finance Operating model**: Desire for the organization to provide Finance services efficiently.\n- **Reporting**: Uncertainty about presenting the correct data to clients promptly.\n- **Financial Planning**: Awareness of the need for change in the planning process but uncertainty about the optimal approach.\n- **Digital Finance**: Aspiration for automation in finance operations, yet unsure of the method.\n- **Financial Close**: Emphasis on prompt and superior-quality closure.\n\n**Our Key Offerings**:\n- Plan, Budget & Forecast\n- Transactional Processing\n- Close & Consolidation\n- Reporting & Analytics\n- Organization & People\n- Governance\n- Systems & Tools\n- Data Management\n\n**Contacts**:\n- Jan Heinrichs\n- Sebastian Scheubel\n\n**Reference 1 - Siemens Energy**:\n- **Project Description**:\n  - Development of a comprehensive controlling concept, encompassing areas like planning, budgeting, forecasting, charging, management consolidation, and reporting.\n  - Implementation of the aforementioned concept in SAP SAC.\n- **AdEx Added Value**:\n  - Emphasis on proficient project management and functional skillsets.\n  - A practical, hands-on approach.\n  - Rapid concept realization and deployment within a few months, leveraging the MVP (Minimum Viable Product) methodology.\n\n**Reference 2 - Marquard & Bahls**:\n- **Project Description**:\n  - Facilitated client in a segmentation or \"split/Crave Out\" across various financial operations, including Receivables (RX), Account Receivables (AR), Account Payables (AP), FP&A, Consolidation, Treasury, Tax, among others. This spanned the entire group and integrated platforms like SAP S/4, TIS, ION ITS.\n  - Spearheaded the integration of avant-garde financial solutions, specifically in the domains of Consolidation and Planning (CCH Tagetik).\n- **AdEx Added Value**:\n  - Oversight of both program and project management throughout the entire carve-out initiative.\n  - Successfully navigated clients from all business units towards project culmination.\n  - Positioned client to adopt state-of-the-art consolidation and financial planning tools, offering them enhanced flexibility during planning phases and expediting the finalization of actuals.\n\n\n**Unlocking Business Value along the Customer Journey**\n\n- **Service Cluster**: Business Capability Management\n- **Service Portfolio**: Customer Centricity\n\n**Typical Client Situation**:\n- As products and services become more alike and barriers to switching decline, customers increasingly seek personalized, consistent experiences across all channels.\n- Businesses need to adopt a tailored, omni-channel customer approach while still focusing on broader objectives and performance targets.\n- Having clear CRM and company goals, such as revenue growth, reduced customer churn, and operational efficiency, are crucial in this balancing act.\n- For differentiation, companies should prioritize exceptional service, meaningful engagement, and individualized customer support.\n\n**Our Key Offerings**:\n- **CRM Selection & Strategy**: Selection of CRM platform and System Integrator to drive growth with tailored CRM solutions.\n- **Marketing**: Support for Marketing teams in their efforts to transform, scale, and automate personalized marketing.\n- **Customer Journey Mgmt**: A focus on optimizing experiences, enhancing engagement, and driving conversions along the customer journey.\n- **Loyalty Management**: Strategies aimed at customer retention, brand advocacy enhancement, and profitability boosts through targeted loyalty programs.\n- **Sales**: A focus on driving growth and efficiencies, improving sales pipelines, and optimizing sales processes and operations.\n- **Service**: Aimed at elevating customer experiences, streamlining interactions, reducing costs, and emphasizing customer success.\n\n**Contacts**:\n- Marc Kirsch\n- Margret Brüning\n\n**Reference 1 - Fendt**:\n- **Project Description**:\n  - As part of their global digital transformation, Fendt emphasized on gaining an in-depth understanding of its customer journey. This involved setting objectives, mapping touchpoints, data collection, analyzing pain points, journey enhancement, implementing changes, and monitoring outcomes.\n- **AdEx Added Value**:\n  - The project, led by AdEx, supplied a globally aligned blueprint of Fendt’s customer journey.\n  - Results were pivotal in enhancing customer satisfaction, guiding product development, streamlining marketing and sales, and boosting customer retention and loyalty.\n\n**Reference 2 - Novartis**:\n- **Project Description**:\n  - Novartis ventured into the individual cell therapy market by creating a CRM system to serve Healthcare Professionals and patients in the area of Sales, Customer Service along the extensive chain of individual medicine manufacturing.\n- **AdEx Added Value**:\n  - AdEx undertook leadership roles for the Salesforce Program Management, especially in integrating Salesforce, SAP, and several sub-systems.\n  - The profound knowledge in Salesforce and CRM processes enabled the client to execute the project with success.\n\n\n**Staying ahead in an always changing supply chain world**\n\n- **Service Cluster**: Business Capability Management\n- **Service Portfolio**: Supply Chain\n\n**Typical Client Situation**:\n- **Growth**: Client aims to expand business; supply chain and logistics adaptations are required in terms of depth (value chain internalization) and/or capacity (volume).\n- **M&A**: Clients with growth through M&A require supply chain enhancements, which include centralized warehousing, efficient transport routes, vacancy minimization, and more.\n- **Digitalization**: Increasing business efficiency through digital means is sought after, especially when a threshold in SCM, such as manufacturing, planning, fulfillment, etc., has been reached. This requires thorough analysis and IT implementations.\n- **Sustainability**: Clients aim to decrease their CO2 footprint. Given that logistics contribute significantly to CO2 (and other pollutants), substantial CO2 reductions are anticipated from supply chain management (SCM) improvements.\n\n**Contacts**:\n- Jörn Schmitt\n- Jan-Henning Krumme\n\n**Our Key Offerings**:\n- **Analysis**\n- **Design**\n- **Realization Steering**\n- **Product Eco System Transformation**\n- **Integrated Business Planning**\n- **Transparency & Resilience**\n- **Sourcing & Procurement**\n- **Digital Manufacturing**\n- **Warehouse Management**\n- **AI Driven Supply Chain**\n- **Green Supply Chain**\n\n**Reference 1 - Hermes Fulfilment**:\n- **Project Description**: \n  - A new parcel fulfillment site was conceptualized and executed in Poland to manage rising volumes and notably improve the next-day delivery rate for the German market.\n- **AdEx Added Value**:\n  - AdEx played a pivotal role in determining IT target architecture and selecting the appropriate software. This software was crucial in kickstarting the project.\n  - AdEx ensured prompt IT execution, delivering the intended solution 10% below the anticipated budget.\n\n**Reference 2 - The Blackstone Group - BME Group**:\n- **Project Description**: \n  - The client acquired multiple mid-sized retail firms aiming to realize synergies and efficiency enhancements in the supply chain, predominantly in warehousing.\n  - The initiative's primary goal was to define and bring to life a centralized warehousing solution applicable to all consolidated companies, which included construction, intra-logistics, processes, and IT aspects.\n- **AdEx Added Value**:\n  - AdEx intervened post the project's initial stages and assumed control of the IT segment, transitioning the project status from red to green within a span of three months.\n  - M&A integration strategy devised by AdEx paved the way for the client to incorporate future purchases seamlessly and promptly.\n\n\n**Securing your future with strategic Cyber Security services**\n\n- **Service Cluster**: Business Capability Management\n- **Service Portfolio**: Cyber Security\n\n**Typical Client Situation**:\n- **Data Breach or Major Incident**: Clients affected by cyber-attacks may require assistance in recovery and fortifying security to deter future occurrences.\n- **Digital Transformation Projects**: Transitioning to modern technology or the cloud necessitates the incorporation of cyber security measures, including secure data migration, sound architecture, and adherence to best practices.\n- **Regulatory Compliance**: Clients require assistance to align with standards such as ISO 27001, BAIT, VAIT, encompassing security strategy formulation, organizational structure development, process fortification, and tool management.\n- **Growing Security Concerns**: For clients facing escalating security threats, it's crucial to deploy a robust Identity and Access Management (IAM) system to protect their data and systems.\n\n**Contacts**:\n- Patrick Lamers\n- Daniel Greve\n\n**Our Key Offerings**:\n- AdEx proposes a holistic cyber security approach: conceptualizing, evaluating maturity, and transitioning to the envisioned state. This includes:\n  - **Cyber Security Strategy**\n  - **Cyber Security TOM & Governance**\n  - **Processes & Methodology**\n  - **Supporting Technologies**\n  - **Identity and Access Management Governance & Policies**\n\n**Reference 1 - ABB**:\n- **Project Description**: \n  - ABB embarked on a global IAM initiative to develop and implement Identity and Access Management capabilities that align with security and compliance standards, including audit requisites.\n- **AdEx Added Value**:\n  - AdEx took charge of the entire endeavor from the project's inception to tool selection, going live, and the rollout phase. AdEx was responsible for both the technical and functional aspects, as well as the project management component, which involved assembling a team on the client's behalf.\n\n**Reference 2 - Marquard & Bahls**:\n- **Project Description**: \n  - Marquard & Bahls suffered a ransomware attack, leading to the shutdown of all IT systems. As a result, the systems needed to be reconstructed from the ground up. This phase leveraged a recovery strategy, which entailed overhauling the IT framework and adopting best practices to minimize the repercussions of potential future attacks.\n- **AdEx Added Value**:\n  - Following the cyber incident, AdEx spearheaded the recovery phase and supervised various streams aimed at restoring the technical setup and the workplace environment. Their responsibilities also spanned program management, liaising with service providers, and producing management reports.\n\n\n\n**Successfully enabling business with IT, innovation and agility**\n\n- **Service Cluster**: Enterprise, ERP & Cloud Architecture\n- **Service Portfolio**: Enterprise Architecture Management\n\n**Typical Client Situation**:\n- Clients are in the process of planning or executing a business or ITOM transformation program.\n- Clients are planning or executing a data center migration initiative, for instance, transitioning to the cloud.\n- Presence of a complex, historically developed IT landscape exerting pressure to diminish TCO or system intricacies.\n- The current IT systems are lagging in adaptability to rapidly exploit new business opportunities.\n- There is a limited overview, and an absent strategy, aiming at a long-term application portfolio.\n- Key individuals to engage: CIO, CTO, CDO, CISO, Enterprise Architect, Business Transformation Manager.\n\n**AdEx Enterprise Architecture Management Offering**:\n- Assists clients in reducing TCO.\n- Stabilizes IT.\n- Adapts to fresh business model prerequisites and demands.\n\n**Contacts**:\n- Alexander Kleber\n- Roman Kosaminsky\n\n**Our Key Offerings**:\n1. **Maturity Assessment & Capability Building**:\n   - Strategy, Vision, North Star\n   - Business Architecture & Transformation\n   - Application & Data Architecture\n   - Technical & Infrastructure Architecture\n\n2. **Enterprise Technology Architecture Assessment**:\n   - Application Portfolio Rationalization\n   - Transition to Cloud / Operating in Cloud\n   - Security Architecture Measures\n   - Architectural Sustainability and CO2 Footprint\n\n3. **Operations support (EAaaS)**:\n   - Capabilities\n   - Processes & Roles\n   - Tools & Technology\n   - Roadmap Development\n\n**Reference 1 - TÜV Süd**:\n- **Project Description**: \n  - Architect the end-to-end (E2E) structure for the domain of customer experience.\n  - Establish business capabilities and target a structure rooted in guiding principles.\n  - Demarcate architectural components for the customer experience domain.\n  - Assure the architectural solution and its validity.\n  \n- **AdEx Added Value**:\n  - Devised an integrated approach to the customer experience with an enterprise architectural roadmap.\n  - Rolled out a flexible toolkit to back the roadmap implementation.\n  - Facilitated the modernization of TÜV Süd's approach to serving its clientele via digital channels.\n\n**Reference 2 - Umicore**:\n- **Project Description**: \n  - Outline the cloud strategy and the required service operational model.\n  - Vendor selection (including Azure, AWS, etc.) and define the migration pathway for shifting to the cloud.\n  - Conceptualize new Cloud Competence Centers (CCC) for app migration to the cloud.\n  \n- **AdEx Added Value**:\n  - Swift vendor & hyperscaler selection process.\n  - Achieved a 25% cost reduction post-migration to the cloud by leveraging first-hand insights from hyperscalers.\n  - Enhanced collaboration and efficiency amongst the customer, vendor, and third-party providers.\n\n\n\n**Successfully driving all phases of ERP Transformations**\n\n- **Service Cluster**: Enterprise, ERP & Cloud Architecture\n- **Service Portfolio**: ERP & Application Transformation\n\n**Typical Client Situation**:\n- The present ERP will soon no longer have support; transitioning to a new Product/Version is necessary.\n- A need to consolidate an existing multifaceted and diverse ERP landscape.\n- Uncertainty surrounding the optimal hosting model choice (Cloud, OnPrem, Hybrid) and which transformation pathway to pursue (greenfield or technical migration).\n- Expectations from senior leadership for an ERP roadmap that delivers tangible value.\n- An ERP template must be created and subsequently launched (both in pilot settings and internationally).\n- ERP project stakeholders seek an unbiased perspective on an ERP program currently in progress, and, contingent on the evaluation, might require enhancement support.\n- An ERP initiative has veered off its intended course and necessitates remedial actions at either the program or project management echelons.\n\n**Contacts**:\n- Marcin Pozorski\n- Michael Rademacher\n\n**Our Key Offerings**:\n1. **ERP Selection & Strategy**:\n   - Choose the appropriate ERP suite and supplementary solutions.\n   - Create a strategy and a transformation roadmap.\n\n2. **Resource Readiness & RFP**:\n   - Opt for a suitable implementation collaborator.\n   - Define roles and capacity, and onboard essential personnel.\n\n3. **Business Processes**:\n   - Craft business processes and orchestrate process management rooted in industry best practices and primary needs.\n\n4. **Transformation Office**:\n   - Establish governance, organizational framework, and methodology for the project.\n   - Ensure that the necessary tool-driven processes are operational.\n\n5. **Enterprise Value Case**:\n   - Devise a structure to ensure decisions are rooted in value and are endorsed by a business aligned with this mindset.\n\n6. **Quality Assurance**:\n   - Uphold the transformation process by ensuring ongoing quality and conducting periodic stage gate assessments.\n\n**Reference 1 - Essity**:\n- **Project Description**: \n  - Essity embarked on a digital evolution initiative aimed at fortifying customer and consumer offerings, realizing notable cost savings, and optimizing working capital. Central to this was the crafting of harmonized end-to-end (E2E) processes, powered by S/4 HANA, which stood as the solitary core ERP and functioned as the main record system.\n  \n- **AdEx Added Value**:\n  - Through the establishment and execution of the Digital Transformation Office tailored for Program Management, AdEx succeeded in pioneering a \"no-sidetracking\" approach that spanned all disciplines. This facilitated clear Project Management Reporting, ensuring decision-making was grounded in facts.\n\n**Reference 2 - AGCO**:\n- **Project Description**: \n  - AGCO recently set up a universal EAS group responsible for overseeing all projects associated with different SAP systems and modules. Despite the presence of experienced Project Managers, a unified strategy and methodology for managing their initiatives were lacking, necessitating a cohesive, reusable template.\n  \n- **AdEx Added Value**:\n  - AdEx assisted the client in refining their project delivery, amplifying both its efficiency and quality. Comprehensive portfolio management was introduced, confirming that projects were being executed appropriately. Furthermore, the adoption of a collaboration platform cultivated a more integrated and agile mode of operation across varying projects.\n\n\n**Continuous improvement required to optimize user dexterity**\n\n- **Service Cluster**: Enterprise, ERP & Cloud Architecture\n- **Service Portfolio**: Cloud Transformation\n\n**Typical Client Situation**:\n- **Envision**: Absence of a cloud strategy and vision for a potential future work environment.\n- **Plan**: The absence of a comprehensive high-level cloud transformation roadmap, a well-defined communication strategy, and a supportive IT/Operating Model hinders the effective implementation of the cloud transformation program.\n- **Implementation**: The lack of a robust compliance and governance framework makes it difficult to accurately identify and manage the workload required for a successful cloud migration execution.\n- **Improve**: No well-defined concept or methodology in place to effectively monitor the success of cloud initiatives, which is essential for ensuring long-term, sustainable usage of cloud resources.\n\n**Contacts**: Alexander Herold, Ralf Granderath\n\n**Our Key Offerings**:\n- Stabilize operations\n- Monitor success and usage\n- Nurture community\n- Plan for improvements\n- Drive user adoption\n- Ensure compliance & establish governance\n- Implement technical services\n- Define or refine vision of future work\n- Define a strategy\n- Calculate benefits and business case\n- Create a roadmap\n- Industrialize rollouts\n- Plan for user adoption, compliance & governance\n\n**Reference 1 - Umicore**:\n- **Project Description**: AdEx supported Umicore by the definition of the future Hybrid Cloud Strategy in the context of customer requirements, accompanied the vendor selection process and managed the entire Cloud migration.\n- **AdEx Added Value**:\n  - By leveraging our first-hand experience from various cloud providers, we have sped up the cloud provider selection which resulted in a 25% reduction in cloud costs following the migration.\n  - Managed diverse teams, boosting cohesion and efficiency among customers, vendors, and third parties.\n\n**Reference 2 - Stada AG**:\n- **Project Description**: AdEx Partners supported Stada AG during the definition of the future data center and cloud strategy along elaborated guidelines, supports vendor selection and prepares the transition to the cloud.\n- **AdEx Added Value**:\n  - Bringing in an established approach of cloud strategy, tendering and technical cloud expertise.\n  - Aligning the organization by establishing cloud governance as well as the cloud competence center.\n  - Proven cloud expertise to establish and implement the cloud journey.\n\n**References**:\n- Displayed logos include: BRITA, e.on, etex, FRESENIUS, Garrett, RETICEL, RheinEnergie, STADA, thyssenkrupp, umicore.\n\n\n"
+            "role":"user",
+            "content":"Objective: Extract and categorize skills from a CV using the AdEx Skill Taxonomy.\n\nInstructions:\n\n- Analyze the CV content: Review the provided CV to identify skills, experiences, and areas of expertise.\n\n- Classify the Skills: Determine if each skill is part of the AdEx Skill Taxonomy. Categorize each skill as either 'AdEx' or 'Other.'\n\n- Assess the Skills: For each skill identified, provide a rating (1-5) that reflects the person's level of experience.\n\n- Estimate Confidence: Assign a GPTconfidenceLevel (1-5) indicating your confidence in the accuracy of the skill match.\n\n- Locate Evidence: Note where in the CV each skill was identified, such as in descriptions of projects or roles.\n\nOrganize the Output: Present the skills in two separate tables based on their categorization ('AdEx' or 'Other'). Use the provided output template format.\n\nOutput Template (for reference):\n```\ntype SkillType = 'AdEx' | 'Other';\n\ninterface Skill {\n  name: string;\n  rating: 1 | 2 | 3 | 4 | 5;\n  GPTconfidenceLevel: 1 | 2 | 3 | 4 | 5;\n  skillType: SkillType;\n}\n```\n\nPlease analyze the provided CV and list the skills in a table format, categorizing each skill according to the AdEx Skill Taxonomy. For each skill, provide a rating reflecting the person's level of experience and assign a confidence level indicating your confidence in the accuracy of the skill match. Use the following table headers: 'Skill Name', 'AdEx Category', 'Experience Rating (1-5)', 'Confidence Level (1-5)', and 'Evidence Location'.\n\nHere's how you can structure the tables:\n\nFor AdEx skills:\n\n```\n| Skill Name                          | AdEx Category                   | Experience Rating (1-5) | Confidence Level (1-5) | Evidence Location            |\n|-------------------------------------|---------------------------------|-------------------------|------------------------|------------------------------|\n| Skill                | Skill Category              | 5                       | 5                      | Multiple project roles       |\n| ...                                 | ...                             | ...                     | ...                    | ...                          |\n```\n\nFor other skills:\n\n```\n| Skill Name                          | Category                        | Experience Rating (1-5) | Confidence Level (1-5) | Evidence Location            |\n|-------------------------------------|---------------------------------|-------------------------|------------------------|------------------------------|\n| Skill    | Other                           | 5                       | 5                      | evidence      |\n| ...                                 | ...                             | ...                     | ...                    | ...                          |\n```\n\n\n# AdEx Skill Taxonomy:\n\nThe taxonomy is structured as a tree with Domains, Subdomains/Categories, and Skill names.\nUse this taxonomy to determine if a skill is 'AdEx' or 'Other.'\n\nAdministration\n├── Office and Productivity Equipment and Technology\n│   ├── Microsoft Office\n│   ├── Microsoft Visio\n│   └── Smartsheet\n└── Scheduling\n    ├── SAP MRS\n    └── Scheduling\nAnalysis\n├── Business Intelligence\n│   ├── Business Analytics\n│   ├── Business Intelligence\n│   ├── Customer Analytics\n│   ├── Data Warehousing\n│   ├── Diversity KPIs\n│   ├── GBTEC BIC\n│   ├── Reporting\n│   ├── SAP Analytic Cloud\n│   ├── SAP Analytics Cloud\n│   ├── SAP BI\n│   ├── SAP BW\n│   ├── SAS MA\n│   ├── SAS MO\n│   └── SAS RTDM\n├── Business Intelligence Software\n│   ├── BI Tooling\n│   ├── Business Intelligence Tooling\n│   ├── Power BI\n│   ├── Qlikview\n│   ├── SAS CI360\n│   └── SAS Viya\n├── Data Analysis\n│   ├── Data Analysis\n│   ├── Data Value Management\n│   ├── Date modeling\n│   ├── Forecasting\n│   ├── Observations\n│   ├── Palantir Foundry\n│   └── Process Mining\n├── Data Science\n│   ├── Data & Analytics\n│   └── Data Science\n├── Data Visualization\n│   ├── Dashboard Engineering\n│   └── Data Visualization\n└── Statistics\n    └── Statistics\nArchitecture and Construction\n├── Architectural Design\n│   └── Building Information Modelling\n├── General Construction and Construction Labor\n│   └── Construction Materials\n└── Interior Design\n    └── Office Design\nBusiness\n├── Business Analysis\n│   ├── Assessment / Diagnostics\n│   ├── Benchmarking\n│   ├── Business Analysis\n│   ├── Business Capability Analysis\n│   ├── Business Capability Mapping\n│   ├── Business Case\n│   ├── Business Case Calculation\n│   ├── Capability Definition\n│   ├── Capability assessment\n│   ├── Cost Benefit Analysis Method (CBAM)\n│   ├── Future of Work\n│   ├── IT Carve Out\n│   ├── Impact Analysis\n│   ├── Integrated Business Planning, SW Selection with RFI/RFP\n│   ├── Journey Mapping\n│   ├── KPI Reporting\n│   ├── Management Reporting\n│   ├── Maturity Measurement\n│   ├── Process Modelling\n│   ├── Prozessmodellierung\n│   ├── Requirement Gathering\n│   ├── Requirements Engineering\n│   ├── Requirements management\n│   ├── SWOT\n│   ├── Stakeholder Matrix\n│   ├── User Journeys\n│   └── Value Mapping\n├── Business Communications\n│   ├── Change Story\n│   ├── Communication Management\n│   ├── Deal Communication\n│   ├── Large Group Facilitation\n│   ├── Large group facilitation\n│   ├── Meeting Etiquette\n│   ├── Moderation of Status Meetings\n│   ├── User Workshops\n│   └── Workshop Moderation\n├── Business Consulting\n│   ├── Management Consulting\n│   ├── Trusted Advisor\n│   └── trusted advisor und project management\n├── Business Continuity\n│   ├── BCM\n│   ├── Business Continuity Management\n│   └── Disaster Recovery\n├── Business Leadership\n│   ├── Interim Management\n│   └── Leadership C-Level\n├── Business Leadership/Business Relationship Management\n│   ├── Business Partnering\n│   └── Business Partnering / Relationship Management\n├── Business Management\n│   ├── Carve-Out Management\n│   ├── Carve-in, Carve-out\n│   ├── General Management\n│   ├── Governance\n│   ├── Holacracy\n│   ├── Line Management Experience\n│   ├── Management\n│   ├── SAP CO\n│   ├── Transition Management\n│   ├── Turnaround Management\n│   └── carve-in\n├── Business Management/Change Management\n│   ├── ADKAR\n│   ├── Change Impact Analysis\n│   ├── Change Management\n│   ├── Change Monitoring\n│   ├── Change management and adoption of corporate culture\n│   ├── Organizational Change Management\n│   ├── Resistance Management\n│   ├── Stakeholder Mgt., Change Mgt.\n│   ├── Sustaining Change\n│   ├── Transformation & Change Management\n│   ├── Transformation Management\n│   ├── Transformation Readiness Assessment\n│   └── Transition & Transformation\n├── Business Operations\n│   ├── Business Interface\n│   ├── Business Process Management\n│   ├── Capacity Planning\n│   ├── Demand Management\n│   ├── Demand Planning\n│   ├── DocuSign\n│   ├── Feasibility studies\n│   ├── Managed services\n│   ├── Operations\n│   ├── Organisational Ambidexterity\n│   ├── Organization TOM\n│   ├── Organizational Design\n│   ├── Portfolio Management\n│   ├── SAP Best Practices\n│   ├── SAP ECC\n│   ├── SAP ERP\n│   ├── SAP MAM\n│   ├── SAP R/3\n│   ├── SAP S/4HANA\n│   ├── SLA\n│   ├── Shared Services\n│   └── Target Operating Model\n├── Business Operations/Business Process Management\n│   ├── ARIS\n│   ├── Business Process Analysis\n│   ├── Business Process Design\n│   ├── Business Process Modelling\n│   └── SAP Signavio\n├── Business Operations/Enterprise Resource Planning\n│   └── SAP PMR\n├── Business Solutions\n│   ├── Innovation Management\n│   └── Outsourcing\n├── Business Solutions/Outsourcing\n│   ├── Off-shore / Near-shore Shared Services\n│   ├── Outtasking\n│   └── SAP Basis Outsourcing\n├── Business Strategy\n│   ├── Agile Strategy Process\n│   ├── Agile Transformation\n│   ├── Application Strategy\n│   ├── Business Development\n│   ├── Business Model Canvas\n│   ├── Business Planning\n│   ├── Business Strategy\n│   ├── Business Transformation\n│   ├── Change Roadmap\n│   ├── Change Strategy\n│   ├── Data Strategy\n│   ├── Digital Strategy\n│   ├── ERP Strategy\n│   ├── Future Thinking\n│   ├── ITOM\n│   ├── Lean Startup\n│   ├── M&A Strategy\n│   ├── Market Entry\n│   ├── Mergers & Acquisitions (M&A) Strategy\n│   ├── Negotiation Management\n│   ├── Network Thinking\n│   ├── New Work\n│   ├── Organizational Development\n│   ├── Organizational Strategy\n│   ├── Organizational Structure\n│   ├── Pricing Strategy\n│   ├── Restructuring\n│   ├── SAP Landscape Transformation\n│   ├── SAP S/4HANA Strategy\n│   ├── SAP S/4HANA Transformation\n│   ├── Scenario Planning\n│   ├── Service Strategy\n│   ├── Strategy Development\n│   ├── Synergies\n│   ├── Technology Transformation\n│   └── Value proposition canvas\n├── Business Strategy/Business Development\n│   ├── Growth\n│   └── Start-up\n├── Business Strategy/Business Planning\n│   └── SAP IBP\n├── Business Strategy/Business Transformation\n│   ├── Business Model Transformation\n│   ├── ERP Transformation\n│   ├── Employee centric transformation\n│   └── Organization Transformation Execution\n├── Business Strategy/International Business\n│   ├── Globalization\n│   └── International Experience\n├── Contract Management\n│   ├── Contract Management\n│   ├── Due Diligence\n│   └── Transitional Service Agreement Management\n├── Customer Relationship Management (CRM)\n│   ├── CRM\n│   ├── Customer Centricity\n│   ├── Customer Relationship Management\n│   ├── Loyalty Program\n│   ├── Microsoft Dynamics, Salesforce Sales Cloud\n│   ├── SAP Business Partner\n│   ├── SAP CRM\n│   ├── Salesforce\n│   ├── Salesforce - Sales Cloud\n│   ├── Salesforce Sales Cloud\n│   ├── Salesforce Service Cloud\n│   └── Service Cloud\n├── People Management\n│   ├── Conflict Management\n│   ├── Team Building\n│   ├── Team Leadership\n│   ├── Teammanagement\n│   └── Workforce Management\n├── Performance Management\n│   ├── OKR\n│   └── Performance Management\n├── Pricing Analysis\n│   └── Pricing\n├── Process Improvement and Optimization\n│   ├── Business Process Optimization\n│   ├── Efficiency Programs\n│   ├── Planning & Optimization\n│   ├── Process Analysis\n│   ├── Process Architecture\n│   ├── Process Design\n│   ├── Process Management\n│   └── Process Optimization\n├── Product Management\n│   ├── Digital Productmanagement\n│   ├── PIM\n│   ├── Product Information Management\n│   └── Product Management\n├── Product Management/Agile Product Development\n│   └── Development of digital products\n├── Product Management/Product Data Management\n│   └── Atrify\n├── Project Management\n│   ├── 100-Day-Planning\n│   ├── Cutover Management\n│   ├── Day 1 Readiness\n│   ├── Delivery Excellence\n│   ├── Delivery Management\n│   ├── Digital PMO\n│   ├── Dynamic Facilitation\n│   ├── Effort Indication\n│   ├── Global Rollouts\n│   ├── Hybrid Project Management\n│   ├── IBM Ready to Launch (RTL)\n│   ├── IT Project Management\n│   ├── Integration Management\n│   ├── Interim Program Lead\n│   ├── International Rollouts\n│   ├── Issue Management\n│   ├── LEXMAIR CutoverManager\n│   ├── LPM\n│   ├── LUCID\n│   ├── Migration\n│   ├── PI Planning\n│   ├── PM Assessment\n│   ├── PM maturity\n│   ├── PMI methodology\n│   ├── PMO\n│   ├── PMO Lead\n│   ├── PMO Processes\n│   ├── PMP\n│   ├── Program Assessment\n│   ├── Program Planning\n│   ├── Program Setup and Governance\n│   ├── Project Communication\n│   ├── Project Lead\n│   ├── Project Management\n│   ├── Project Management Tool in Excel\n│   ├── Project Methodology\n│   ├── Project Planning & Execution\n│   ├── Project Portfolio Management\n│   ├── Project Prioritization and Selection\n│   ├── Project Reporting\n│   ├── Projekt Design\n│   ├── Readiness Management\n│   ├── Roadmap Design\n│   ├── Rollout Management\n│   ├── SAP Activate\n│   ├── SAP Program Lead\n│   ├── SAP Template & Rollout\n│   ├── Stakeholder Management\n│   ├── Stream lead\n│   ├── Template Management\n│   ├── Transition\n│   └── global rollouts\n└── Risk Management\n    ├── Crisis Management\n    ├── Risk Analysis\n    ├── Risk Assessment\n    └── Risk Management\nCustomer and Client Support\n├── Client Support\n│   └── CC4All Call Center Software\n└── Customer Service\n    ├── Customer (Self) Care\n    ├── Customer Service Strategy\n    ├── Experience Strategy\n    └── Self Service Strategy\nDesign\n├── Creative Design\n│   └── Design Thinking\n├── Presentation Design\n│   └── Presentation Techniques (PowerPoint)\n└── User Interface and User Experience (UI/UX) Design\n    ├── Accessibility\n    ├── Design System\n    ├── UI/UX Design\n    ├── Usability Design\n    ├── User Centric Design\n    ├── User Experience Design\n    ├── User Interface Design\n    └── User Research\nEconomics\n└──  Policy\n    ├──  and Social Studies,Policy Analysis, Research, and Development,Public Administration\n    └──  and Social Studies,Social Studies,Kulturelle Migration\nEducation and Training\n├── Program Management\n│   └── Program Management\n├── Teaching\n│   ├── Mentoring\n│   └── Teaching\n└── Training Programs\n    ├── Agile Trainings\n    ├── Training\n    └── User Enablement\nEnergy and Utilities\n└── Oil and Gas\n    └── Oil & Gas\nEngineering\n├── Automation Engineering\n│   ├── Automatic guided Vehicle\n│   └── Automation\n├── Automotive Technologies\n│   └── Automotive\n├── Chemical and Biomedical Engineering\n│   └── Process in Chemical Industry\n└── Industrial Engineering\n    ├── Data-Driven Factory\n    └── Shipbuilding\nEnvironment\n├── Environmental Engineering and Restoration\n│   └── Decarbonization\n└── Environmental Regulations\n    ├── Sustainability\n    └── Sustainability Report\nFinance\n├── Accounting and Finance Software\n│   └── Banking Software\n├── Budget Management\n│   └── Budgeting\n├── Cash Management\n│   └── Cash Management\n├── Cost Accounting\n│   ├── Cost Estimation\n│   └── Cost Management\n├── Cryptocurrency\n│   └── Crypto\n├── Financial Accounting\n│   └── SAP FI\n├── Financial Analysis\n│   ├── Financial Analysis\n│   ├── Indices\n│   └── Investment Analysis & Appraisal\n├── Financial Management\n│   ├── Bid Management\n│   ├── Charging models\n│   ├── Controlling\n│   ├── Finance & Performance Management\n│   ├── Finance Management\n│   ├── Finance Shared Services\n│   ├── Finance Transformation\n│   ├── Finanzmanagement\n│   ├── IT Controlling\n│   ├── Liquidity Management\n│   ├── Reasonable Commercial Basis\n│   └── VAIT\n├── Financial Regulation\n│   ├── Anti-Fraud Management and Compliance\n│   └── MiFID\n├── Financial Reporting\n│   └── IFRS\n├── Financial Trading\n│   ├── Capital Markets\n│   └── ETRM/CTRM\n├── General Finance\n│   ├── Banking\n│   ├── Finance\n│   └── Financial Planning\n└── Mergers and Acquisitions\n    ├── M&A\n    ├── Merger\n    ├── Mergers & Acquisitions (M&A)\n    └── Post Merger Integration\nHealth Care\n├── Health Information Management and Medical Records\n│   └── SAP EH&S\n└── Medical Equipment and Technology\n    └── Medical Devices\nHospitality and Food Services\n├── Events and Conferences\n│   └── Event Management\n└── Travel and Tourism\n    └── Travel Retail\nHuman Resources\n├── Employee Relations\n│   ├── Diversity Programs\n│   ├── Diversity Strategies\n│   ├── Employee Consultation\n│   ├── Employee Satisfaction\n│   ├── Employment Equity\n│   └── Works Council Negotiations\n├── Employee Training\n│   ├── Career Paths\n│   ├── Leadership Coaching\n│   ├── Leadership Enablement\n│   ├── Leadership Team Coaching\n│   ├── Learning and Development\n│   ├── People Development\n│   ├── SteerCo/PGM Lead Coaching\n│   └── Team Upskilling\n├── Human Resources Management and Planning\n│   ├── Benefits Management\n│   ├── Compensation & Benefits\n│   ├── Connected Worker\n│   ├── Cultural Transformation Coaching\n│   ├── Culture Assessment\n│   ├── Empathie\n│   ├── Employee Behavior\n│   ├── Employee Centricity\n│   ├── Employee Conflict Management\n│   ├── Employee Feedback\n│   ├── Employee Relation\n│   ├── Employee Research\n│   ├── Employee Retention\n│   ├── Employee Survey\n│   ├── Engagement Survey\n│   ├── HR Future Trends\n│   ├── HR IT Analysis\n│   ├── HR IT Architecture\n│   ├── HR Operating Model\n│   ├── HR Operations\n│   ├── HR Policies / HR Legal\n│   ├── HR Transformation\n│   ├── Human Resources\n│   ├── Interviews\n│   ├── Job Rotation\n│   ├── Leadership Assessment\n│   ├── Onboarding\n│   ├── Organizational Behavior\n│   ├── People Analytics\n│   ├── People Engagement\n│   ├── People Strategy\n│   ├── Personnel planning\n│   ├── Role Design\n│   ├── Shift Planning\n│   ├── Skill Management\n│   ├── Staffing\n│   ├── Strategic Workforce Planning\n│   ├── Succession Planning\n│   ├── Talent Data Management\n│   ├── Talent Management\n│   ├── Talent Strategy\n│   ├── Team Development\n│   ├── Workforce Mobility\n│   ├── Workforce Planning\n│   └── personnel planning\n├── Human Resources Software\n│   ├── HR Forecast\n│   ├── HR Tools\n│   ├── SAP HCM\n│   └── Success Factors\n├── Payroll\n│   └── Payroll\n└── Recruitment\n    ├── Recruiting\n    ├── Talent Acquisition\n    └── Talent Sourcing\nInformation Technology\n├── Agile Software Development\n│   ├── Agile\n│   ├── Agile Coaching\n│   ├── Agile Culture & Leadership\n│   ├── Agile Delivery\n│   ├── Agile Development\n│   ├── Agile IT Architecture Process\n│   ├── Agile Matrix Organization\n│   ├── Agile Methods\n│   ├── Agile Mindset\n│   ├── Agile Process Design\n│   ├── Agile Project Management\n│   ├── Agile Software Development\n│   ├── Agile Ways of Working\n│   ├── Design Sprint\n│   ├── DevOps\n│   ├── Epic Owner\n│   ├── Kanban\n│   ├── LeSS\n│   ├── Product Owner\n│   ├── Release Train Engineer / Solution Train Engineer\n│   ├── SAFe\n│   ├── SAFe Practice Consultant\n│   ├── SAFe SPC 6\n│   ├── SCRUM\n│   ├── SCRUM MASTER\n│   ├── Scaled Agile\n│   ├── Scrumban\n│   ├── Sprint Planning\n│   ├── User Stories\n│   └── User Storys\n├── Artificial Intelligence and Machine Learning (AI/ML)\n│   ├── AI & Future of Work\n│   ├── Artificial Intelligence (AI)\n│   ├── Deep Neural Networks\n│   ├── GPT Models\n│   └── Generative Artificial Intelligence (GenAI)\n├── Cloud Computing\n│   ├── AWS\n│   ├── AWS Cloud\n│   ├── BIC Cloud\n│   ├── Clear Skye\n│   ├── Cloud Architecture\n│   ├── Cloud Capabilities, Architecture\n│   ├── Integrated VC cloud platforms\n│   ├── SAP S/4HANA Public Cloud\n│   └── SaaS\n├── Cloud Solutions\n│   ├── Big Data & Cloud Solutions\n│   ├── Cloud Transformation\n│   └── Microsoft Azure\n├── Collaborative Software\n│   ├── Atlassian Confluence\n│   ├── Collaboration Tools\n│   ├── Miro\n│   └── Sharepoint\n├── Computer Science\n│   └── TIS\n├── Content Management Systems\n│   └── Adobe Experience Manager\n├── Cybersecurity\n│   ├── Cyber Security\n│   ├── Cyber Security Services\n│   ├── Cyber security strategy\n│   ├── Data Protection\n│   ├── IT Security\n│   ├── IT Security Management\n│   ├── Multifactor Authentication (MFA)\n│   ├── PKI\n│   └── Privileged Access Management\n├── Data Management\n│   ├── Article Master Data\n│   ├── Cloudera Data Platform\n│   ├── Data Architecture\n│   ├── Data Catalog\n│   ├── Data Delivery Platform\n│   ├── Data Design\n│   ├── Data Gathering\n│   ├── Data Governance\n│   ├── Data Management\n│   ├── Data Model\n│   ├── Data Modelling\n│   ├── Data Quality Management\n│   ├── Data Retention\n│   ├── Data Stewardship\n│   ├── Databricks Lakehouse\n│   ├── GDSN\n│   ├── Informatica MDM\n│   ├── LSMW, Base unit of measure logic\n│   ├── Master Data Governance\n│   ├── Master Data Management\n│   ├── Product Data\n│   ├── SAP LSMW\n│   ├── SAP MDG\n│   ├── SAP SLT\n│   └── Tool Selection (MDM & Data Catalog)\n├── Data Management/Data Migration\n│   ├── Data Migration\n│   └── SAP Migration Cockpit\n├── Databases\n│   ├── Apache Kafka\n│   └── SAP HANA\n├── Enterprise Application Management\n│   ├── ERP\n│   ├── ERP Deployment Management\n│   ├── ERP Integration\n│   ├── Enterprise Architecture\n│   ├── INFOR ERP\n│   ├── International SAP Program\n│   ├── S/4HANA Bluefield Conversion\n│   ├── SAP\n│   ├── SAP MAU\n│   ├── SAP S/4HANA Bluefield\n│   ├── SAP S/4HANA Conversion\n│   └── TOGAF\n├── Enterprise Application Management/Enterprise Architecture\n│   ├── Enterprise Architecture IT Transformation\n│   └── Enterprise Architecture Modelling\n├── Enterprise Information Management\n│   └── Knowledge Management\n├── Enterprise Information Management/Knowledge Management\n│   └── Wiki\n├── Extraction\n│   ├──  Transformation, and Loading (ETL),Data Integration\n│   └──  Transformation, and Loading (ETL),Data Streaming\n├── IT Automation\n│   ├── Kubernetes\n│   └── RPA\n├── IT Management\n│   ├── Application Management\n│   ├── Application Rationalization\n│   ├── Client Rollout\n│   ├── Data Center Service Design\n│   ├── Digital Transformation\n│   ├── Digital Workplace Architecture\n│   ├── Digitization\n│   ├── Green IT\n│   ├── IT Application Architecture\n│   ├── IT Assessment\n│   ├── IT Governance\n│   ├── IT Infrastructure Management\n│   ├── IT Interface\n│   ├── IT Landscape\n│   ├── IT Management and Leadership\n│   ├── IT Organisation\n│   ├── IT Outsourcing\n│   ├── IT Processes\n│   ├── IT Service Management\n│   ├── IT Strategy\n│   ├── IT Transformation\n│   ├── IT-Landscape\n│   ├── IT-Operations\n│   ├── IT/OT-Architektur\n│   ├── Industrialized Deployments\n│   ├── Integration Technology\n│   ├── Interflex\n│   ├── Interim IT Lead/Management\n│   ├── License Management\n│   ├── License Model\n│   ├── PEGA\n│   ├── RAID Management\n│   ├── Redhat OpenShift\n│   ├── Release Management\n│   ├── SAP Accelerate\n│   ├── SAP Authorization System\n│   ├── SAP Operation Model\n│   ├── SAP Portal\n│   ├── SAP System Split\n│   ├── SAP Technology Architecture\n│   ├── Software Selection\n│   ├── Solution Management\n│   ├── Sustainable IT Management\n│   ├── System Rationalization\n│   ├── Target Application Architecture\n│   └── WMS Software Selection\n├── IT Management/Digital Transformation\n│   └── Digital Maturity\n├── IT Management/IT Service Management\n│   ├── ITIL\n│   ├── ITSM\n│   ├── ITSM Processes\n│   ├── Incident Management\n│   ├── SAP Solution Manager\n│   ├── ServiceNow\n│   └── Support Models\n├── IT Management/Information Security Management\n│   ├── ISMS\n│   ├── ISO 27001\n│   └── Information Security\n├── Identity and Access Management\n│   ├── Active Directory structure\n│   ├── Authorization Management\n│   ├── IGA\n│   ├── Identity & Access Management (IAM)\n│   ├── Implementation AutoID\n│   ├── SAP Authorization Management\n│   └── SAP Authorizations\n├── Internet of Things (IoT)\n│   ├── Digital Twin\n│   └── Internet Of Things (IoT)\n├── Middleware\n│   └── SAP PI / PO\n├── Mobile Development\n│   ├── Android\n│   └── Mobile Applications\n├── Networking Hardware\n│   └── Network Architecture & Design\n├── Software Development\n│   ├── Agile Architecture Process\n│   ├── Architecture Tradeoff Analysis Method (ATAM)\n│   ├── Composable Design\n│   ├── Domain driven design\n│   ├── Functional Design\n│   ├── Hypercare\n│   ├── Java\n│   ├── Low-code/No-code\n│   ├── Python\n│   ├── Safety Car\n│   ├── Secure Software Development Lifecycle\n│   ├── Software Development\n│   ├── Software Implementation\n│   └── VBA\n├── Software Development Tools\n│   ├── Atlassian Jira\n│   ├── Azure DevOps\n│   ├── Docker\n│   ├── Docker Compose\n│   ├── Nexus\n│   └── Terraform\n├── Software Quality Assurance\n│   ├── AML Octane\n│   ├── Idera Xray\n│   ├── Microfocus Quality Center\n│   └── Usability Testing\n├── System Design and Implementation\n│   ├── Architecture Methodology\n│   ├── Architecture design\n│   ├── Integration Architecture\n│   ├── NATO Architecture Framework\n│   ├── S/4HANA, Architecture\n│   ├── SAP Architecture\n│   ├── SAP S/4 Hana Implementation\n│   ├── Solution Architecture\n│   └── Solution Design\n├── Systems Administration\n│   └── SAP Basis\n├── Technical Support and Services\n│   └── Troubleshooting\n├── Telecommunications\n│   ├── Enterprise Voice Service\n│   └── Network Rollout\n└── Video and Web Conferencing\n    ├── Cloud Video Conference Solution\n    ├── Video Conference Design\n    └── Video Conference Room Design\nLaw\n└──  Regulation\n    ├──  and Compliance,Auditing,Audit\n    ├──  and Compliance,Auditing,IT Audit\n    ├──  and Compliance,Auditing,IT Auditing\n    ├──  and Compliance,Legal Proceedings,Legal\n    ├──  and Compliance,Litigation and Civil Justice,Mediation\n    ├──  and Compliance,Quality Assurance and Control,GxP-relevant Build and Test Processes\n    ├──  and Compliance,Quality Assurance and Control,ISO 25010\n    ├──  and Compliance,Quality Assurance and Control,Process Standardization\n    ├──  and Compliance,Quality Assurance and Control,QM/LIMS\n    ├──  and Compliance,Quality Assurance and Control,Quality Assurance\n    ├──  and Compliance,Quality Assurance and Control,Systemevaluation\n    ├──  and Compliance,Quality Assurance and Control,Test Management\n    ├──  and Compliance,Quality Assurance and Control,Test Strategy\n    ├──  and Compliance,Quality Assurance and Control,Testing\n    ├──  and Compliance,Quality Assurance and Control,Validation Management\n    ├──  and Compliance,Regulation and Legal Compliance,Compliance\n    ├──  and Compliance,Regulation and Legal Compliance,GDPR\n    ├──  and Compliance,Regulation and Legal Compliance,Operationalisation of Regulatory Requirements\n    ├──  and Compliance,Regulation and Legal Compliance/Corporate Governance,Governance Concepts\n    ├──  and Compliance,Regulation and Legal Compliance/Corporate Governance,Steering Committee\n    ├──  and Compliance,Regulation and Legal Compliance/Corporate Governance,Transparency\n    ├──  and Compliance,Regulation and Legal Compliance/Corporate Governance,steerCo\n    ├──  and Compliance,Regulation and Legal Compliance/Corporate Social Responsibility,ESG\n    ├──  and Compliance,Regulation and Legal Compliance/Regulatory Compliance,GxP\n    └──  and Compliance,Regulation and Legal Compliance/Regulatory Compliance,REACH\nMaintenance\n└──  Repair\n    └──  and Facility Services,Facility Management and Maintenance,Facility Management\nManufacturing and Production\n├── Lean Manufacturing\n│   ├── Advanced Manufacturing / JIT & JIS\n│   ├── Lean IX\n│   └── Lean Management\n├── Machinery\n│   └── Industrial Equipment\n├── Manufacturing Processes\n│   ├── MES\n│   ├── Manufacturing\n│   ├── Process in consumer goods industry\n│   ├── Processes in Packaging Industry\n│   ├── SAP Manufacturing Suite\n│   └── Shopfloor\n├── Manufacturing Standards\n│   └── IEC 62304\n└── Product Development\n    ├── MVP\n    ├── Product Vision Canvas\n    └── Prototyping\nMarketing and Public Relations\n├── Digital Marketing\n│   ├── Marketing Automation\n│   ├── Omnichannel Marketing\n│   └── Online Marketing\n├── Industry Specific Marketing\n│   └── Aprimo (Marketing & Sales Software)\n├── Market Analysis\n│   └── Market Data\n├── Market Analysis/Market Research\n│   ├── Focus groups\n│   └── online surveys\n├── Marketing Strategy and Techniques\n│   ├── Consumer Goods\n│   ├── Customer profiles\n│   ├── Employer Branding\n│   ├── Marketing\n│   ├── Marketing & Media\n│   └── Retail Media\n├── Promotions and Campaigns\n│   └── Campaign Management\n├── Public Relations\n│   └── public relationship management\n└── Web Analytics and SEO\n    └── Search Engine Optimization\nMedia and Communications\n├── Communication\n│   ├── Communication\n│   ├── Employee Communication\n│   ├── Expectation Management\n│   ├── Intercultural Communication\n│   ├── Interdisciplinary Communication\n│   ├── Moderation\n│   └── Story Telling\n└── Content Development and Management\n    ├── Content Management\n    └── Content strategy\nPhysical and Inherent Abilities\n├── Critical Thinking and Problem Solving\n│   ├── Problem solving\n│   └── Strategic Planning\n├── Critical Thinking and Problem Solving/Strategic Planning\n│   └── Transformation Roadmap\n├── Initiative and Leadership\n│   ├── Coaching\n│   ├── Leadership\n│   ├── Planning\n│   ├── Systemic Coaching\n│   ├── Time Management\n│   └── Transformational Leadership\n├── Personal Attributes\n│   ├── Getting Things Done - GTD\n│   ├── Self-Organization\n│   ├── Self-Responsibility\n│   └── Technical Understanding\n└── Social Skills\n    ├── Multi-Cultural Experience\n    └── Sparring\nPublic Safety and National Security\n├── Emergency Services\n│   ├── Emergency Concepts\n│   └── Emergency Planning\n└── Military Technology and Weapons\n    └── Defence\nSales\n├── E-Commerce\n│   ├── E-Commerce Payment\n│   ├── Omni Channel Retailing\n│   ├── SAP Hybris\n│   ├── SAP eCom\n│   ├── e-Retailer\n│   └── eCommerce\n├── General Sales Practices\n│   └── Sales\n├── Retail Sales\n│   ├── Retail\n│   └── SAP Retail\n└── Sales Management\n    └── Sales Management\nScience and Research\n└── General Science and Research\n    ├── Historian\n    └── Research\nSocial and Human Services\n└── Community and Social Work\n    ├── Public Services\n    └── Working with NGO\nTransportation\n└──  Supply Chain\n    ├──  and Logistics,Inventory and Warehousing,SAP EWM\n    ├──  and Logistics,Inventory and Warehousing,SAP S/4HANA MM\n    ├──  and Logistics,Inventory and Warehousing,WMS Processes\n    ├──  and Logistics,Inventory and Warehousing,Warehousemanagement\n    ├──  and Logistics,Logistics,Logistik\n    ├──  and Logistics,Logistics,Order & Shipping\n    ├──  and Logistics,Logistics,Parcel Distribution & Logistics\n    ├──  and Logistics,Logistics,Processes in Logistics & Transportation Industry\n    ├──  and Logistics,Logistics,SAP Transport Management\n    ├──  and Logistics,Logistics,Spare parts planning\n    ├──  and Logistics,Logistics,Trace & Track\n    ├──  and Logistics,Procurement,Contracting\n    ├──  and Logistics,Procurement,Procurement\n    ├──  and Logistics,Procurement,RfP\n    ├──  and Logistics,Procurement,Sourcing\n    ├──  and Logistics,Procurement,Sourcing & Procurement\n    ├──  and Logistics,Procurement,Sourcing Advisory\n    ├──  and Logistics,Procurement,Tendering\n    ├──  and Logistics,Procurement,Vendor Selection\n    ├──  and Logistics,Procurement,tendering\n    ├──  and Logistics,Supplier Management,Multi-Vendor Management\n    ├──  and Logistics,Supplier Management,Provider Management\n    ├──  and Logistics,Supplier Management,Supplier Collaboration\n    ├──  and Logistics,Supplier Management,Supplier Management\n    ├──  and Logistics,Supplier Management,Vendor Management\n    ├──  and Logistics,Supply Chain Management,Automotive Supplier Industry\n    ├──  and Logistics,Supply Chain Management,GS1\n    ├──  and Logistics,Supply Chain Management,MRP\n    ├──  and Logistics,Supply Chain Management,Production Planning\n    ├──  and Logistics,Supply Chain Management,Project Management, Sourcing\n    ├──  and Logistics,Supply Chain Management,SAP APO\n    ├──  and Logistics,Supply Chain Management,SAP Delivery and Recovery Management\n    ├──  and Logistics,Supply Chain Management,SAP S/4 HANA Sales, Logistics\n    ├──  and Logistics,Supply Chain Management,SAP S/4HANA, Supply Chain Management\n    ├──  and Logistics,Supply Chain Management,SCM Knowledge\n    ├──  and Logistics,Supply Chain Management,Sales & Operations Planning\n    ├──  and Logistics,Supply Chain Management,Supply Chain\n    ├──  and Logistics,Supply Chain Management,Supply Chain Management\n    ├──  and Logistics,Supply Chain Management,Supply Chain Planning\n    ├──  and Logistics,Supply Chain Management,Supply Chain Planning, IT Strategy, MES, QM/LIMS, SW Selection\n    └──  and Logistics,Supply Chain Management,Supply Chain Strategy\n\nCV Input: The content of the CV will be provided for analysis.\n# CV-Input: \n"
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