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Tosin Fasidi

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Tosin Fasidi

  1. 1. TOSIN FASIDI Houston, Texas 77083 ofasidi@yahoo.com 832-275-3494 www.linkedin.com/in/tosinfasidi SUMMARY A Supply Chain Leader with over 17 years of domestic and international experience in diverse work environments including Fortune 500 companies. Expertise in procurement, category management, process improvement, supply chain solutions and project management. Recognized as a proactive leader who provides internal and external consulting as an effective strategist and a motivating communicator. Team leader with demonstrated ability to collaborate with individuals at all levels in multiple geographic locations to consistently achieve results. Key competencies: • Contract Management • Commercial techniques • Cost Analysis • Inventory Optimization • Supplier Relationship Management • ERP Implementation • Procure to Pay • Strategic Sourcing Strategies • Process Redesign PROFESSIONAL EXPERIENCE BHP BILLITON, HOUSTON, TEXAS 2012-2016 Lead Category Management, 2015 – 2016 Managed sourcing, negotiation, strategy implementation, and overall contract management for general production equipment and artificial lift systems • Managed end to end sourcing to contract process for Plunger Lifts achieving a common vendor across shale production unit while producing $5 million in annual savings. • Developed sourcing plan and strategy for shale well pad facility standardization, tender development, negotiation, award and approval which achieved over $10M in annual savings. • Led a project team on Category management improvement initiatives which resulted in a 30% reduction in implementation lifecycle and cost. • Initiated Inventory Optimization project with dashboard pilot that will potentially achieve $5 million savings Supply Excellence Supervisor, 2012-2015 Single point of accountability for the process, policy, governance and data activities for Supply Chain in the petroleum business unit of BHP Billiton. • Implemented improvements to business processes through the use of technology, performance metrics and best practices across the production units globally resulting in a best-in-class supply organization. • Drove program of change and education across the Petroleum business resulting in a common and coordinated approach to supply process that ensured business continuity and streamlined training process. • Collaborated with multiple business areas (HR, Finance, Operations) on system improvements that successfully achieved full integration on system and process deployment. • Coordinated activities related to governance, compliance and benchmarking as it related to technology which resulted in the incorporation of best practices throughout the organization. • Enhanced controls and procedures to meet corporate requirements to comply with the company policies which resulted in significant reduction in audit findings earning best-in-class denomination. KPMG, HOUSTON, TEXAS 2011-2012 Director – Strategic Sourcing and Procurement Leader in the Procurement Advisory practice at KPMG, responsible for selling and delivering innovative solutions that are tailored for clients’ needs in the Energy industry.
  2. 2. • Led project on source to contract process assessment on a NOC based in the Middle East involving maturity assessment, benchmarking, process redesign and future state roadmap which resulted in a 40% reduction in the source to contract process. • Led a project on an initial assessment of the entire plan to pay business lifecycle with annual spend of $1.2 B and total spend of $2 Billion which led to two concurrent projects: o Managed a cloud based P2P system project which was implemented on time and budget and had a projected financial impact of $10 million. o Managed an assessment project producing a 3 year roadmap strategy that will minimize redundancies and significantly increase efficiency of accounts payable and supply chain functions. ACCENTURE, HOUSTON, TEXAS 2000-2011 Senior Manager – Sourcing and Procurement SCM Functional Lead (International Unconventional Oil &Gas Company), 2010-2011 Functional Lead responsible for the design, development and deployment of process and technology to support P2P, inventory management, contracts and remote logistics process across North America, Southeast Asia and North Sea operations: • Managed project financials including scheduling and budget performance which resulted in 40% savings in project financial cost. • Led team in developing process blueprint to deliver management objectives with streamlined purchase to pay and inventory management processes, delivered within an aggressive 2 month schedule. • Managed the Supplier Hub selection Process – Business Case, tendering and award process which resulted in the selection of a low cost supplier portal which covered all the business requirements. SCM Lead (Major Mining Company), 2009-2010 Functional Lead managing the design, development and deployment of process and technology to support planning and optimization, P2P, inventory management, contract management, and remote logistics process across North America, Africa, Europe, Australia and South East Asia operations: • Deployed SAP solution integrated to Ariba and Oniqua application across a user base of over 2,000 leveraging accelerated solutions and assets to deliver 3 months ahead of schedule and 30% project savings. • Led integration with strategic sourcing project team and realized savings of $20million integrating the sourced contracts with the purchasing process. Global Deployment Manager (International Upstream Servicing Company), 2009-2009 Deployment manager leading a team to deploy the supply, maintenance, planning and finance solutions across different business units in Africa, South America, Europe, South East Asia and North America. • Managed deployment activities including scheduling, scoping, planning and budget performance and delivered on time and budget per project baseline. • Led a Supply Chain Assessment team which developed a Supplier Relationship Framework with targeted savings of $10 million. SCM Lead (Healthcare Company), 2008-2008 Supply Chain Lead managing overall assessment, business case, business communications and design of the Supply Chain Activities. • Executed successful blueprinting and design of supply chain, plant maintenance, finance, planning and human resources within a two month schedule. • Established frameworks, key performance factors and monitoring processes for individual functional units for proper performance management of each functional area which achieved significant efficiencies within the organization. RTPW Lead (Chemical and Manufacturing Company), 2007-2008 Requisition to Pay and Warehousing (RTPW) Lead managing definition, design and deployment of a global common process model for the procure to pay and inventory processes. The project involved deployment of supply chain, finance, plant maintenance and production planning across a user base of over 2000+.
  3. 3. • Managed process redesign leveraging best practice and mapped location specific requirements to common model, identified gaps and made appropriate resolutions that resulted in a best in class supply organization. • Centralized all business units’ activities across United States, Mexico and Dominican Republic which enabled success of deployment of SAP solution. Process Manager (International Oil Company), 2006-2007 Managed the definition, design and implementation of a global common process model for the Procure to pay processes which was rolled out across the upstream, midstream and downstream business units. • Designed global Procure to Pay Blueprint documents based on client experiences and industry best practices which involved facilitating global requirement and validation working sessions across four continents which was completed within five months (two months ahead of schedule). • Managed deployment activities across 5 major domains: Process reviews, supplier enablement / end user enablement, master data, solution configuration, and training and went live within schedule and user adoption complete within a week. • Deployed and supported solution in pilot refinery that achieved 50% reduction of requisition process time via the End User Enablement PMO Lead (National Oil Company), 2006-2006 Led the initial planning phase of a multiyear implementation of SAP in a National Oil Company which has a user base of 2000+. • Developed ‘Scope Analysis’, staffing, templates, cost analysis and business case for project working with functional leads which resulted in reducing the planning phase by 2 months. Cutover Manager (International Oil Company), 2005-2006 Conversion/Cutover lead responsible for the overall strategy and execution of the data migration and cutover activities for the entire project. The data migration activities spanned the Supply Chain, Plant Maintenance, and the Finance Activities. • Managed development of functional specification and data mapping for over 30 conversion programs which was successfully completed within a 3 month timeframe – a month earlier than schedule • Developed Conversion approach, plan and strategy, and data migration work plan which resulted in a successful go live before other business units. SCM Manager (International Oil Company), 2002-2005 Process lead initially accountable for the implementation of SCM activities in the program and subsequently led the benefits realization program for the SCM team. The SCM scope included the Contracts, Procurement and Logistics process areas. • Coordinated requirements blueprinting and fit/gap analysis for the design, build, test and deployment of a solution for maintenance, supply chain and finance processes which went live with zero system changes after go live (dubbing it the most successful implementation in the corporation). • Designed the initial business improvement process, KPIs and benefit realization strategy which reduced the redundancies within the process. • Managed the assessment of a global logistics system with potential savings of $30 million and elimination of 15 different systems. SCM Analyst (International Oil Company), 2000-2002 Analyst initially executing the data migration of SCM data objects and transitioned to the process team. • Developed functional specifications for supply and maintenance functional areas, coordinated the data migration, validation and actual cutover activities with a go live within 11 months on the pilot business unit. • Managed supply chain deployment activities in warehouses, inventory optimization and developed KPIs to monitor compliance and benefits and achieved 95% on time delivery of materials. SCM Analyst (Finance Companies), 2000-2000 Process documentation resource responsible for creating process flows for the current as-is and to-be processes. Coordinated research activities into industry best practices to support the future business processes
  4. 4. CHEVRON, LAGOS, NIGERIA 1998-1999 Facilities Engineer A facilities engineer managing the construction aspect of special projects. • Managed the entire source to contract lifecycle process for swamp dredging, platform upgrades, land preparation and tank repairs contracts executed within budget and AFE. • Supervised the construction projects which were executed within the timeframe and 5% under budget. • Integrated with the legal and HSE teams on the projects which achieved a zero LTI for the projects. COCA COLA, IBADAN, NIGERIA 1996-1996 INTERN ENGINEER Intern working on the preventive and corrective maintenance in the bottling plant. Worked in the bottling assembly machine repair, installation and operation project with successful deployment of the machine with 100% uptime in 6 months plus. EDUCATION / TRAINING Bsc, Mechanical Engineering, University of Ibadan, Nigeria

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