RESPONSIBILITIES at Group level:Set the Purchasing strategies and processes for subsidiaries (USA, China & India)Define make/buy and optimization strategies of Supply ChainRESPONSIBILITIES for the Italian main site:Manage budget of direct materials and services for production budget (2018 turnover above 41 Milion €)Deal with group strategic suppliers (steel mills, foundries, international suppliers) Define new suppliers scouting guidelinesOverview materials, external services for productions planningReporting to CEO Faster Direct reports: 2; total resources managed: 10ACHIEVEMENTS:Yearly avg savings 2016, 2017 e 2018 over 1% total purchasing turnoverGo-live Dynamics Nav in 2016 with no service downtime20%+ year-on-year purchasing turnover increase with no deterioration of suppliers OTD performance

Responsibilities at group level:set the Group strategic guidelines for Quality, the continuous improvement targets for production processes and the requests resources.manage relations with corporate clients (John Deere, CNH, Caterpillar…)Functional reports: 3 USA, India, China)Responsibilities for the Italian main site:execute the continuous improvement strategy at local levelIncoming goods quality controlSupplier quality managementProcess quality managementFinished goods approvalClaim management, main contact for quality for Corporate customers (John Deere, CNH, Caterpillar, Kubota…)Support during new product development phaseCertificates and Quality assurance managementReporting to CEO Faster Direct reports: 1, total resources managed: 23ACHIEVEMENTS:PPM reduction 350 (2015) to 81 (2018)“KEY” supplier status achieved in JD Achieving Excellence Supplier program Developed integrated claim management and non-quality issues tracking with ERP system (IMS Dynamics NAV)Introduced non-quality driven costs analysis and management by mens of business intelligence and real-time reporting

Responsibilities:- Define the strategy of scouting, sourcing of new suppliers- Define the yearly supply budget- Negoziate terms and conditions of suppliers- Manage procurement activities - Execute SAP go-live in Purchasing department in 2014Direct report to Managing Director Agritalia Reports: 8 buyers

Responsibilities:- Incoming goods quality control- Supplier quality control- Production process quality control- Product audit and final release - Support to new product development- Quality procedures and quality assuranceDirect report to Managing Director Agritalia Reports: 4 direct, 20 totalAchievements:- reaction time to quality issues: -90% (45 to 5 days, average) thanks to re-design of dept. organization - open issues: -80% (85 to 17 quality issues, average)- value of no conform material in stock: -75% (104 k€ to 25 k€ ) through the redesign of no conformities management process - quality product audit improvement: +150% (930 to 380 score points, average) thanks to improved integration between quality, operations and engineering

Responsibilities:- managing the project from kick-off to 6 months after launch- managing the project budget (4 Million Euro) - managing the cross-functional team compose by engineering, marketing, supply chain, operations and quality- first point of contact for the customer (Claas Tractor project manager)Achievements:- project completed in 30 months (-30% vs company standard)- yearly sales accounted for 30% of overall production output for 2010-2014

New Product Development responsible (Fabric Care products)Owner of project planning: timelines, budgeting & resources allocation.Technical Project Leader in charge of product design and development, manufacturing engineering and process definition for new devices development.Responsible for COGS and CAPEX definition and approval (typical investment budget size: 2 to 5 Million €).Coordinator of project activities carried out by resources of R&D, Supply, Procurement and external suppliersSuccesfully interfacing with high level internal cross-functional teams (R&D, Marketing and Manufacturing) and external design consultants. (typical development cost excluded internal resources: 150 k€)Sole interface with Corporate Marketing for the project

Sole owner of running product upgrades in terms of quality improvements, technical solutions and cost controls for the entire car model.Responsible for project planning: timelines, budgeting (year ‘04: 1.9 Milion Euro), development costs (year ’04: 200 kEuro) & resource allocation.Leading the supporting departments and the technical experts towards the optimization of the model with ownership of deadlines, team management and technical choices.Succesfully interfacing with high level cross-functional teams (R&D, Marketing, Testing, Manufacturing).Managing a team of 30 (4 team leaders, engineers, technicians, designers, drivers).

Owner of design, testing and manufacturing engineering for the electro-mechanical systems of the Fiat PUNTO 2003 model (3 years of development – launch in June ’03).Translating marketing requirements for product positioning (economic, young family car) into design solutions complying with technical and financial constraints.Leading a team of up to 12 people (designers and project engineers) to reach the designed product specs and performances.Managing subcontractors of co-design developments in terms of technical specs, cost, quality and timing.

In charge of the design and integration of the mechanical systems within the European project “Geostar” , carried out in partnership with Technical University of Berlin, French Oceanographic Institute