Davide Conte Email & Phone Number

Trieste, Friuli-Venezia Giulia, Italy

Responsible for all Common Direct and Indirect Purchases of the Group, for Cruise and Militar divisionManagement of 6 teams, and a total of 42 peopleRaw Material and Steel Components - Frame Agreements - Maintenance & Shipyard Plants Purchasing - Utilities & Services - I.C.T. Services - Corporate Communication, Fairs & Events and Corporate.

Trieste

Based in corporate procurement direction, leading a team of 15 people, I’m responsible for purchase Indirect Materials, Investments, ICT, and Services needs, at Group level

Castelfranco Veneto (Treviso) - Italy

• Recruited as Group Purchasing Director, I’m responsible for coordinating about 25 People for a total spending worth €300 million, distributed in 3 main Locations: Italy, as Headquarter and production plants, plus 2.
• Overall saving achievement (Commercial and Technical)
• LCC Business development
• Plant relocation and consequent supply base management
• Outsourcing/Insourcing Projects for a specific lines of product
• Support to specific projects to improve Plant efficiency, with relating to the supply chain management

Forlì Cesena Area, Italy

• As Group Purchasing Director, initially coordinating 6 Purchasing managers, and a total of 30 resources, with an overall Purchasing Perimeter worth €450 millionMain Focus/Achievements:
• Reorganized group purchasing based on the Head Quarter’s control model
• Long Term contracts and yearly savings plan, both commercial and technical
• Management and negotiation of debts with suppliers.
• Rationalization of the Supply base.
• Support to the company’s financial cycle

Gaggio Montano (BO)

• As Supply chain manager, delegated with managing different teams, operating in Purchasing, Logistics, and Warehousing, for a overall of about 100 resources, and 6 direct reports. Overall annual Procurement worth €300.
• As to Procurement side:o Great yearly saving achievement, via LCC initiativeso LCC business developmento Outsourcing of one high volume product line, to Shenzhen Area (China)o Outsourced Injection Moulding Plant
• As to Logistic Sideo Supply chain Flexibility Improvemento Working capital reductiono Change Leader handling the upgrading of the business software from AS400 to SAPo Optimized Outbound Logistics

Bologna - Forli

• As Group Purchasing Manager, coordinating 20 resources based at 2 sites, with an Annual Procurement worth €150 million, my efforts were mostly dedicated on:
• Looking for any synergy opportunity between the two purchasing groups, building up a synergic purchasing team
• Driving and organizing activities to increase the opportunity of savings coming from China and other LCC initiatives.

Torino

As program development manager, my team represented inside the purchasing organization, the link between Purchasing Department and Vehicle Platform.During that period my team based on 7 resources under my coordination, was mostly devoted to support the development of new vehicles on two different platforms: the “Commercial Vehicles platform” and the.

Torino

Took my first steps in Purchasing as Functional Group Manager, initially in Metallic Commodity (Stamping Team), and then in Powertrain commodities. After two years, put in charge of a GM-FIAT Creativity Team for Valve Train Commodity.Coordinated different teams with 4 to 10 resources and an annual procurement worth €400/850 million. Main focus and.

Torino

• In charge of two Elementary Technology Units, in the stamping workshop at Mirafiori Presse.Part of a team with 37 resources, and managing the operation of 5 stamping teams.Remit focusing on:
• Assuring the required production level
• Improving efficiency plan
• Reducing loss factors
• Improving safety in the workplace
• Assuring product quality standards

Padova, Italia

• First role inside Fiat Auto, assigned to the after-sales division in the Commercial department at FIAT Auto.In charge of monitoring and supporting dealers and workshop leaders in Lancia brand across Veneto, and.
• Handling unsatisfied customers
• Improving the Customer Satisfaction Index of dealers
• Managing the warranty / non-warranty costs.
• Improving workshop margins