David Blondel Email & Phone Number

Lyon Area, France

Manage a team of 7 Product Managers Start from scratch - Recruit the 7 team members Create processes for the team, in line with markets demands and define associated KPI Define yearly marketing roadmap on key families together with Product Managers Set long term strategies on critical families (Filtration, brake component, engine, …) Organize, with Parts Offer team management, the yearly market days and monthly deployment meetings Develop remanufacturing activities with markets and Group Truck Operations Define a structure to secure market readiness for new products and projects Define and implement the 2 Years Warranty Campaign Manage Renault Trucks Oils business as well as partnership with Total Provide data analysis to support and challenge the markets Define part pricing strategy for the key families and contribute to the overall pricing strategy Collaborate with service department to secure benefits from contracts and maintenance plans Support and challenge logistic to improve parts availability • Shift declining trend in turn over after 6 years of consecutive decrease • From 36% penetration in 2016 to 42% in 2018

Montreal, Canada Area

Manage a team of 55 people on 2 sites, 4 factories, 500M€ of spendImplement Volvo management tools (PBP, team meeting, 1 to 1, VGAS,...)Define the 3 years roadmap for VBNA new organization and the resource planSecure supplier base capacity to support our US facility ramp up from 2 to 4 buses a dayOrganize 1st common Nova Prevost supplier dayImplement PPAP for all key componentsSet up the Supplier Delivery Assurance function Structure relationship with Hubner and Cummins so as to reduce field and warranty issuesSupport cost improvement on Houston and San Antonio bids, enabling success on these two tenders• Achieve -3.76% cost reduction for Nova and -1.61% for Prevost

Bengaluru Area, India

Manage a team of 23 people, 100M€ of spendGenerate a quick upturn in the organization incorporating new comers and implementing new job split (P&O vs Sourcing) Improve quality through compliance to SEM standard and PPAP for projectsDevelop a structure to support REACH compliance for deliveries to EuropeOrganize the first VBI supplier day, giving a new impulse to our relationship with suppliersMap potential activity in China and necessary resources Drive Synergy with Eicher Bus Joint Venture• Reach -4,1% commercial saving in 2014• Secure 5 key projects execution 6 Awards delivered at the 2 last Volvo Bus India Quarterly review

Lyon Area, France

Define and lead implementation of global purchasing strategy for Cab exterior segments and for plastic raw materialTogether with Global Technology Manager, built the first cross functional strategy for MirrorsImplement the new organization split between Sourcing, Project and OperationManage a team of 6 buyers located worldwideApprove supplier selection for all new projects 5 M€ savings out of 300M€ spend in 2011 and 2012 4 strategies delivered to top management

Tokyo, Japan

Integrate Nissan Diesel purchasing within Volvo 3P Global PurchasingMerge Shanghai sourcing office with Tokyo purchasing department within one single organizationManage a team of 3 Synergy Project Managers, 1 Group Manager (9 buyers) and 1 Project CoordinatorImplement a job split between group managers (day to day) and SPM (cost and supplier selection)Deliver the Global 1500 synergy plan 25M€ savings action plan till 2010 out of a 150M€ spend Project implementation of the new Nissan Diesel Medium and Heavy Duty range Supplier selection for new Nissan Diesel Medium and Heavy Duty rangeWinner of 2009 Nissan Diesel Award for cost reduction and raw material recovery Winner of 2008 Nissan Diesel Award for the synergy program

Shanghai, China

Manage a team of 3 buyersRecruit and train the first Cab and electrical chinese buyers Manage sourcing of P2634 project – On target till project stopSecure close collaboration with Bangalore PD teamInitiate and set the supply base for Cab and Electrical in China• 165 evaluated suppliers covering 46 segments• 96 export cases - 3.4 M€ savings implemented with an extra potential of 8 M€

Lyon Area, France

Lead the Global Sourcing Wave implementation for interior trim and noise shieldsManage the project team for Rieter “Just In Time site” implementation in RT Blainville plant• 1,7 M€ saved in 2003 out of 25M€ spend• 6M€ saved thanks to the sourcing wave over 3 yearsWinner of the Volvo 3P Europe race on cost saving

Hong Kong

Recruit, train and manage a technical team, from 0 to 15 peopleInsure building compliance with PVD coating requirementsInstall and start the production unit of Ionitec Hong Kong Pass Swatch group supplier certification

Lille Area, France

Define technical requirements for bicycle wheel modules and componentsNegotiate component costing to reach bicycle retail target costWrite down the purchasing strategy for wheel component worldwideDesign the first Decathlon branded tyres in partnership with a Taiwanese supplierBuilt a wheel testing machine and sell the drawings to a testing equipment company