After many years in Category Management and Supply Chain Development in the direct materials, I got the chance to take a new challenge in the Indirect Procurement sector. INGKA (IKEA Retail organization), has launched a new strategy and direction based on Cost Reduction, Supplier Base Reduction, Lower Administration Costs and Risks, and Organizational Effectiveness. Based on my previous experience and results, I was offered to drive this new Category that was launched in April 2021. Main focus after project deployment, is now on reaching the agreed quality levels, introducing specific governance and ways of working, identify specific cost down activities and launch a consistent approach to continuous improvement and innovation, with specific focus on more operational areas and labor intensive costs(NEW)

I will be leading and supporting the groups of Business Development Project Leaders and Partners, and will be creating preconditions for high performance and strong competence development. As members of the BDPO Management team, I will also play an important role in steering the operational agenda, leading the mid- and long-term continuous development of the whole function, and manage strategic stakeholder relations.Main focus will be on supplier development, strategic sourcing developments, purchasing practices, value chain improvements, Categories development,

Responsible for the implementation of the new humidity range for Asia Pacific region. I'm driving a team of 7 people from 7 different IKEA organizations.Overview and steering on technical modifications, cost down activities, new organization structure, long term planning, steering and supporting the decision process about new range are part of the scope.My role and function are specific to quality, compliance, purchasing and logistics, with the purpose to lead from an end to end perspective and turn business opportunities into reality. I report to a Project Steering Group and I deliver the result to several receiving organisations, all within agreed scope, time, budget and expected quality. Specifically I have the responsibility to:- ensure that the correct result is reached within the given time frame and budget- lead project members and resources allocated to secure deliverable according to the goals- ensure project communication and change management related to the project- build the ideal cost/benefits matrix- preparation of Business Case(s) to be connected to the rest of the range- assure that receiving organisations/stakeholders are prepared through and involved- plan steering group meetings and take all appropriate actions for decision taking- contribute to team development- follow up costs and cost development- introduce new and better ways of working based on IKEA strategic landscape - work close to all Business Areas and involved Categories- have a deep knowledge of supplier development process (SDP) and purchase development process (PDP)- have a good knowledge of the value chain from raw material to finished goods, supplier capabilities and production processes- create specific KPIs to follow up and measure the success- connect people where necessary and to build trust and partnership to reach common goals- keep a strategic long term planning

Working on creating ideal value chains, specific industrial set ups and enhancing potential synergies between different Categories. From products to productions, from suppliers to partnerships and integration. The focus has been on developing with existing and new suppliers some new approach to value chain, how production set ups and lay outs are created, and how we plan long terms investments and capacities. Lower investment costs, shorter time to market, improved efficiency and output, always based on a better and more stable quality.Specific process applied to specific segments has brought potential savings between 3 and 25% in the entire value chain.

In the previous organization this position was split in 3: Category Leader IKEA of Sweden, Category Leader IKEA Components and Category Leader Trading. Everything was merged under the same responsibility which I took responsibility for:- Business and People- Global and total responsibility for the whole IKEA (IKEA Components and IKEA of Sweden) - New range development, Category long term strategy and BPL (Business Plans)- New products development- Lead the development and execution of APLs (Action Plans) in order to reach goals- Steer execution phase in the 4 Offices around the globe (Milan, Shenzhen, Istanbul, Moscow)- Lead the total purchase development process throughout the Range and Category- Supplier development and new supplier identification- Development talks and implementation plans with Prioritized and Potential Prio suppliers- Capacities VS Needs balance- Cost down and price development activities- Contingency plans, risk analysis and scenario planning- Connect and involve to different IKEA players (Business Areas, Productions, IKEA suppliers, IKEA Components suppliers...)- Monitor market conditions (raw materials, exchange rates etc.) and IPs- Competitor watch- Competence development- Responsible for RFIs and RFQs on global level and part of the IKEA IP (Intellectual Property) strategy

Category way of working was new to IKEA in 2007. We got the mandate to build a brand structure and way of working based on:- IKEA's purchasing strategy development and implementation- Product development and improvement- RFIs & RFQs- Long term capacity planning- Green and Brown field projects- Supplier's strategic development- Supplier classification- Creation of new and wider supplier base, also outside traditional industry- Steering Global Trading Organization (Italy, Turkey, China, Russia)- Rationalize supplier base, and create competition- Support long term direction with new suppliers outside the traditional industry

FGV is one of the most important players in the furniture fittings industry.I was reporting directly to the CEO, and got the mandate to build a new distribution network, a specific strategy for the industry and set up strong and long term relations with big players in the D-I-Y industry (mainly IKEA):- Sales Manager for 26 countries (Eastern EU, Balcans, Baltic Republics, Russia, Benelux, Scandinavia and D-I-Y industry)- Responsible for the creation of a brand new Eastern European distribution network- IKEA account- Business case and investment scenarios and plans for customer oriented and dedicated productions- In charge for development of new business model for D-Y-I Sector- Investments related discussions, medium and long term and related capacity commitmentsTurn over increased >30 times

Mistral was one of the companies I was assisting in my previous position in KOTRA. - Development of strategies mainly on EU level (spec. Holland and France). It has been the gate towards the industry and manufacturing world after a number of academic experiences.

Institutional relations with South Korean companies, investment attraction in Korea for Italian companies