Mark J. Tozzini

***** * ****** **.

Olathe, KS **062

618-***-****

acd1ww@r.postjobfree.com

OBJECTIVE

Sourcing/Supply Chain Management opportunity where related past experience

can be effectively utilized. Seeking increased professional and personal

growth within a challenging and progressive environment. Growth orientated

and financially viable company.

SUMMARY of EXPERIENCE

Global and Multi-Site Procurement experience in the Chemical/Mining and

Food Industries.

Proven skills in negotiating Indirect requirements (MRO, Contracting for

Services, Capital Equipment, Packaging, Energy, IT, Professional Services),

and Direct requirements (Raw Materials, Tolling) in corporate, plant, and

R&D environments. Data driven decision-making.

Creation/Development of Procurement organizations

Leadership and teamwork turnaround in Purchasing, MRO Storeroom, and

Receiving performance in both union and non-union locations. Direct and

"dotted-line" Management of personnel. Cross-functional Team Leadership.

Internal stakeholder focused.

Project Management, Work Process Simplification: E-Procurement (Ariba),

Vendor Managed Inventory/Consignment, Work Process Improvement Management,

Supplier Key Performance Indicators (KPI), etc.

System Experience: J D Edwards, SAP, Marcam, Ariba, Emptoris

Major Capital Project Procurement

WORK EXPERIENCE

CSM - Lenexa, KS

4/2009 to 2013 -Senior Sourcing Manager Indirect requirements for North

America - 23 facilities

Situation: Sale of Global Food Business

Developed and Implemented 7 Step Strategic Sourcing Process which includes:

Characterization of Sourcing Group, Generate Supplier Portfolio, Develop

Sourcing Strategy, Evaluate Suppliers, Negotiate with Suppliers(RFx),

Operationalize Agreements, and Monitor Sourcing Strategy. Includes

Deliverables for each Step, and Milestone Communications with stakeholders.

Sourcing personnel assigned savings goals and actual Savings are

tracked monthly; Year-over-Year Savings @ 23%

Creation of Indirect sourcing team with Direct and Indirect reports.

Strategically Sourced and implemented globally the Ariba integrated

sourcing tools including: Spend Management, RFx/Reverse Auction, Contract

Repository, Supplier Performance.

Worked in conjunction with Engineering to obtain budgetary estimates for

annual Capital Plan. Engineering moved to using a Project Lifecycle

Process (PLP) for projects including Front End Loading (FEL) Phases 2 - 5

which Procurement supported with cost estimates and implementation of Major

Equipment and Contracting Strategy (EPC). Templates and Contract T&C

developed for Sourcing.

Stakeholder relationships developed with Operations (23 Plants), IT,

Engineering, Marketing, HR, Legal, R&D, Finance.

Relationships established with CSM European Indirect Sourcing Team for

global strategy/leverage.

Developed and implemented Energy (Electricity, Natural Gas) strategic

sourcing process for 23 plants across North America utilizing an outside

consultant.

Indirect procurement function achieved a "Best in Class" rating. An initial

assessment by Accenture conducted "High Performance" benchmark research

for NA Procurement vs." Best in Class" 7 factors demonstrated by High

Performing Company Procurement functions..

Category Sourcing Strategies developed based upon Stakeholder goals, SWOT,

generate supplier portfolio/"Discovery Tool"/RFI, Critical Criteria for

rating Suppliers.

Category Supply side Baseline developed by contacting Stakeholders who

provide suppliers currently providing requirements. Suppliers contacted

who provide line items purchased (Quantity and Unit Prices) and

specifications during the past 12 months; 26,000 line items established as

baseline for 55 categories Strategically Sourced.

Strategy category development aided by a 4 Quadrant chart used to determine

Maximizing Value vs. Implementation Challenges of Categories resulting in a

"Wave" approach in determining timing of project sourcing.

Cross functional Teams including Stakeholder, Ad Hoc and Procurement

members developed for each category sourced.

Critical Supplier Criteria developed by the Sourcing Team including

Quantitative and Qualitative factors, defining importance of each criteria,

and rating suppliers leading to "short list" of suppliers for potential

contract award.

Optimization opportunities identified utilizing Ariba Optimization Tool,

Lottng requirements into logical segments, Supplier Alternate Proposals,

etc.

Value added creation has taken many forms: "Skin-in-the-Game" when Contract

meets Service Levels contract extension earned, requirement

standardization, Supplier catalogs, Terms of Payment extension, Monthly

Invoicing, Fixed pricing for 60 days with notification of proposed price

changes, Sliding Scale Rebates, etc.

Continuous Improvement input based upon opportunities identified by

Stakeholders, Suppliers performance from Stakeholder perspective, CSM's

performance from a Suppliers Performance, Review of Procurement Process vs.

Consultant Accenture "High Performance Procurement".

Reporting: Monthly Savings vs. Budget, Demand Analysis, "Maverick" Spend,

etc.

Presentations done to CEO/Executive Staff, Procurement VP, Stakeholders,

Team members, hourly personnel, etc.

Occasional use of Sourcing Consultant for Major Categories when Team

members have limited category knowledge.

Ralcorp Holdings - St. Louis, MO

11/2008 - 4/2009 - Consultant for Indirect Procurement

Situation: End of Assignment - Indirect Procurement Consultant

Developed sourcing process for Capital Projects

Lead Sourcing of major equipment components for new production line

utilizing capital sourcing process after initial negotiation by engineers;

result an additional ($900K)/12% savings was generated utilizing Reverse

Auction

Implemented Spend Analytics software for Savings Opportunity Identification

(Slotting categories into 4 quadrant classification by savings potential

and degree of difficulty) Savings Tracking, and Contract Compliance.

United Industries Division subsidiary of Spectrum Brands, Bridgeton, MO

9/2007 to 9/2008 - Strategic Sourcing Leader

Reason for Leaving: Closure of Business Unit

Strategic Sourcing of Chemical Distributor requirements resulting in

reduction of supplier base from 11 to 2 distributors, buy back of excess

products during the winter season, consolidation of SKUs, lower price

baseline, price change mechanism based % price change to major customers

all resulting in a 21% ($400K) cost reduction.

Developed sourcing strategies for major active ingredients summarized for

communication on a "1 Page" template.

Solutia Inc., St. Louis, MO

11/2006 to 9/2007 - Senior Manager Global Indirect Sourcing

Reason for Leaving: Management Transition

1. Internal Communication process established including:

Soliciting Business Unit(BU) support for category sourcing

strategy, stakeholder participation in sourcing teams, providing

periodic feedback, and actual performance. Result: BU on-going

support.

2. Storeroom Inventory Order Controls evaluation program

resulting in lower Order Point/Order Quantities yielding

$3.5 million in reduced inventory levels.

3. Excess Inventory identification process developed resulting

in return of $2 million to Suppliers for credit.

Ralcorp Holdings Inc., St. Louis, MO

1/2004 to 10/2006- Senior Manager Indirect Sourcing / North America

Reason for Leaving: Promotion

4. Developed and Implemented a Strategic Sourcing Model.

- 5 Step Process: Characterize Sourcing Group; Generate Supplier

Portfolio; Develop & Select Procurement Strategy; Implement

Procurement Strategy (evaluate suppliers, select suppliers &

operationalize agreements), and Monitor Procurement Strategy.

- Process includes: Key Deliverables, Responsibilities, Time

Lines, Templates, RFx tools (Reverse Auctions, Sealed Bids,

RFI, etc.).

Category Savings 8% - 36%.

Developed and Implemented system identification of "Maverick Spending".

Developed Contract Capabilities via JD Edwards ERP system; upload of

contract items.

Change Management skills developed as most job positions held were newly

created to maximize value of the functions.

Travel Strategic Sourcing Team Lead of cross functional stakeholders

including: Travel Agency, Airlines, Rental Cars and Hotel requirements.

Results: Travel reservation shift utilizing electronic reservation system,

after-hours assistance, and lower cost. Airline free tickets based upon

total company travel miles. Consolidation to a primary and secondary Car

Rental Agencies yielding lower cost. Consolidation to one Hotel in St.

Louis, MO resulting in 3 rooms hold, suite rooms, free parking and

fax/printing, complementary in-room snacks, and lower cost. Annual Savings

@ $123K / 19%. Development and Implementation of Travel Policy

Kaiser Aluminum & Chemical Company, Gramercy, LA

1/2003 to 1/2004- Global Operations Purchasing Manager

Reason for Leaving: Division sold to 3 Companies

Consignment Inventory program implemented with Raw Material and MRO

Suppliers resulting in $7 million inventory reduction with facilities in

US, Jamaica and Africa.

Global Team Leader to reduce Working Capital by expansion of Payment Days

with Suppliers. Strategies developed and implemented including processes

for Strategic and non-Strategic Supplier improvements, Payment Scheduling,

Equivalent Days determination for Discounts / Consignment Inventory /

Rebates, and Metrics Development yielding a 16 Day improvement.

Great Lakes Chemical Corporation, West Lafayette, IN and El Dorado, AR

9/1996 to 1/2003 - Global Manager Indirect Sourcing (Last Position)

Reason for Leaving: Poor Company Performance; business sold to Chemtura

Supplier Performance Process

- Contractual Key Performance Indicators (KPIs): Fee at Risk

based upon negotiated Savings Objectives, On-time delivery,

Storeroom Stock-outs, etc.

- Developed and implemented Stakeholder input on Supplier

Performance yielding timely identification and resolution of

Non Conformance. In addition, obtaining Supplier input on

our performance as a customer.

Strategic Sourcing Team Leader utilizing cross functional team members for

various categories.

1. In newly created positions, developed and implemented both

Matrix and Centralized Purchasing Organizations for Indirect

Requirements for multiple Business Units. Organizations included

Global, Regional and Site Roles and Responsibilities.

2. Developed Global Purchasing Policy & Procedures manual.

3. Lead evaluation Team to determine E-Commerce RFx Supplier,

and developed Indirect Sourcing Process for utilization of this

tool. Typical results yielded additional 11% savings improvement

over conventional bidding methods. Overall savings from 8 - 29%.

SCM Chemicals Inc., Ashtabula, OH

1/1994 to 9/1996 - Purchasing Manager

Reason for Leaving: Promotion

Developed Temporary Capital Major Project Sourcing function for $70 million

of capital expenditures over a 1-year period resulting in on time

completion and on budget.

1. Leadership of Direct Reports including Purchasing, MRO

Storeroom Inventory, and Receiving Functions in both Non Union and

Union environments.

2. Implemented Expediting process via Marcam ERP System

Union Carbide Corporation in Sistersville, WV; Marietta, OH; Chicago, IL;

Osceola, AR; and Tarrytown, NY

9/1976 to 1/1994 - Materials Manager (Last Position held)

Reason for Leaving: Division Sold and Promotion

Leadership of Direct Reports utilizing Goals, Core Competencies, and

Individual Development process resulting in promotions.

1. Training Programs developed for Requisitioners, Purchasing,

MRO Storeroom, and Receiving including: Contracting for Services,

Capital Procurement, MRO Sourcing, and Storeroom / Receiving Roles

and Responsibilities.

EDUCATION

Bachelor of Science - Finance, University of South Carolina, Columbia, SC.

Graduated Phi Beta Kappa.

Attended MBA Program at Western Connecticut State College, Danbury, CT; 60%

complete.

PROFESSIONAL DEVELOPMENT

Karrass Negotiations, Developing Others, Project Management, Work Process

Management, Sales/Purchasing Negotiations, Leadership Training, Project

Management, Interview Training, Dale Carnegie Training, Institute of Supply

Management (ISM) member, Corporate Executive Board / Procurement Strategy

Council member, among others.

RELOCATION

Will relocate

Contact this candidate