Anindya Basu

Senior business transformation and supply chain leader with Big 6 consulting experience, specializing in large-scale end-to-end transformations across Supply Chain, OTC, P2P, and S&OP. Led $250M–$350M+ enterprise transformation programs with SAP S/4HANA as the core digital backbone, aligning business strategy, operating model, and system design.

Proven experience as a business-side SAP S/4HANA functional and process owner, responsible for future-state design, cross-functional integration, functional governance, SIT/UAT readiness, and enterprise adoption across supply chain, finance, and operations.

Chaperoning A $350M+ Bus. Transformation Project (Waste Collection & Disposition) (Led 44 members)

For a waste collection and disposal company with global sales of $3.7B;

• Led a $350M+ enterprise-wide transformation with SAP S/4HANA as the system of record across supply chain and operations
• Owned SAP S/4HANA-aligned future -state process design, functional requirements, WRICEF governance, and integration with best-of-breed applications
• Served as a PM for functional specification and helped develop SIT (System Integration Testing) scripts and subsequent test results review process along with reconciliation of the build phase plan
• Implemented Descartes Routing and Scheduling solution as part of the business transformation project

Impact: Guided supply chain track for a $350M+ business transformation program and documented savings of $1.1B in EBITDA in 4 years

Leading Data Track Of A $250M+ Bis. Transformation Project (Food + Non Food Retail) (Led 21 members)

For a franchisee operator of fashion ware and casual dining retail outlets representing more than 90 leading brands with global sales of $6.2B;

• Defined and governed Oracle Fusion–centric data models and product hierarchies, enabling consistent planning, reporting, and multi-system integration across brands and geographies
• Owned as a Program Manager for functional specification design, build, test and cut over processes for entire ETL (Extraction, Transformation and Load) activities for data track
• Onboarded multiple application solutions for ongoing (incremental) interface for exchanging data between multiple legacy systems to respective application solutions
• Conducted workshops with business users to define data quality rules for systematic cleansing, non systematic/manual cleansing and transformation rules including orphan data
• Installed Data Governance and Management council by forming a cross functional team form business and IT

Impact: Led data track for $250M+ business transformation program to sustain 10% global growth per year

Implementing Bus. Transformation & Collaborative S&OP Solution (Pharmaceutical) (9 members team)

For a Pharmaceutical company with global operations in all continents with annual sales of $4.3B;

• Conducted as-is strategic supply chain process analyses utilizing SCOR methodology
• Structured a detailed transition plan from the old S&OP process to new S&OP process
• Mapped existing MDM (Master Data Management) structure to feed into catalog manager of collaborative demand planning solution (Steelwedge S&OP solution)
• Verified business rule workflow and integration of new solution package with SAP ECC & functional tools

Impact: Estimated one time savings to be $25M from inventory and increase in profit to be $20M within next 2 years

Leading Business Transformation Consultancy (MRO industry) (Led 8 member team)

For an Appliance Service Parts Distributor with aftermarket annual sales of $100M;

• Established a cross-functional team to develop the RFP and spearheaded the end-to-end vendor selection process
• Categorized the market population by customer group, contribution margin and parts criticality
• Finalized corporate mandated customer service level for each segment of distributed factor units (DFU)
• Determined Min and Max inventory for all of 30,000 of DFUs (“SKU + Distribution Location” Combination) while embedding complex mathematical model into ERP framewok

Impact: Rebalanced inventory positions; increased customer service level and reduced $0.85M from inventory

Cognitive Solutions, LLC, Gainesville, FL 2009 – Now

Self Employed Management Consulting was performed solely by myself acting as a Principal Consultant

Consulted as an SME (Subject Matter Expert) for DCRG (Deloitte Corporate Restructuring Group)

Member of Talent Exchange program as an SME (Subject Matter Expert) for PwC (Operations Strategy)

Celonis, New York, NY 2021 – 2023

Celonis is a category leading Execution Management System company with annual sales of $550M

Corn Products International, Chicago, IL 2006 – 2009

Corn Products is a major food processing and corn refining company with annual sales of $3.9B

Self Employed Management Consultant, Chicago, IL 2002 – 2006

Self Employed Management Consulting was performed solely by myself acting as a Principal Consultant i2 Technologies, Inc., Dallas, TX 2000 – 2001

i2 is a leading Supply Chain Management solution vendor with annual sales of $1.1B

Michael Baker Jr., Inc., Pittsburgh, PA 1993 - 2000

Michael Baker is a highway and bridge engineering consulting company with annual sales of $500M