Fabio Roppoli Email & Phone Number

Bologna, Emilia Romagna, Italia

Senior Advisor and indipendent Consultant for multinational company

Italy

Responsible for overseeing end-to-end operations, including Manufacturing, Sourcing, Supply Chain, Logistics, Industrial Engineering, Lifecycle, Master Data and Quality. Managed a total of 7 manufacturing plants (later reduced to 4) in Italy, China and US, as well as 3 primary logistics hubs in Italy, US and Hong Kong, along with 7 secondary logistics hubs, resulting in a total workforce of 5,500 employees (later 2,500), and 14 direct reports.In addition, directly negotiated multimillion-euro contracts in yearly B2B sales with a leading luxury eyewear conglomerate and other clients, and served as member of the Group Steering Committee on 5YPL Sustainability Group Program.Main projects: redesigned the organization and all the operations to boost the business, coupled with a review of costs structure to rationalize the business model, resulting in best-in-class service level and quality through a design-to-cost approach; launched a strategic and energizing digitalization program for Industry 4.0, which automated key manufacturing processes and overall operational tasks; implemented a new supply chain strategy out of China to de-risk the supply chain and enhance group profitability.Main results: significantly reduced the costs base and improved service levels by 60%, driving EBITDA growth from 2 to 9.5%; generated positive cash flow through inventory control & optimization and improvements of payment terms.

Italy

After leading (as Group COO of Safilo) the reorganization of operations and establishing a new cost base for Lenti Srl (subsidiary with 115 employees), tasked with enhancing its overall performance and competitiveness. Upon my appointment as Managing Director in 2019, oversaw all company functions, and in close collaboration with the Sales and Finance departments, defined the industrial plan and the company’s strategy.Main projects: expanded the range of existing products and developed new ones; adopted a business model that enabled the company to sell eyewear segment products even to Safilo's competitors (establishing commercial agreements, and NPI deals); and repositioned product pricing for clients in both the eyewear sector, and the automotive and safety sectors.Main results: increased revenue up to 20 mln € and boosted EBITDA up to 20%.

Italy

Oversaw the operational activities of the Ophthalmic Division worldwide, which included 7 main plants across the USA, Europe, and China, employing over 1,500 people.Main projects: implemented a structured approach to ensure the highest service level and quality for customers or geographic regions; determined the division's key investments and priorities.Main results: established a global organization with a solid and strategic vision in order to boost the business thanks to a structured approach to people development, tailored to each geography, with standardized best practices, and market- specific product offerings.

Dongguan, Guangdong, China

Managed the operational activities of the Asian Industrial Area, consisting of 6 plants in China and 1 in India, employing over 10,500 people. In charge of Industrial Supply Chain and Procurement, Maintenance & Safety, ensuring business reorganization, key industrial decision-making to expand the business, achieving production targets, and save costs. Additionally, spearheaded human resources development with a focus on cultural integration and in compliance with legal and contractual requirements relating to all aspects of the business.Main projects: introduced and implemented lean manufacturing, continuous improvement and change management principles, developing an organization that emphasizes teamwork and peak performance; conducted trend analysis to detect and address potential Supply Chain issues impacting time, global cost, service level, and productivity; developed procurement strategies to improve the quality, quantity, and cost of acquired materials, components, and services.Main results: in less than 1 year, Asia manufacturing operations achieved top-tier status within the Group for management efficiency, service levels, responsiveness to various scenarios, quality, etc., positioning it as industrial area of excellence to serve components to others plant worldwide; launched IT integration with the India facility.

Campinas Area, Brazil

Responsible for the operational activities of the Brazilian Industrial Area (about 1,000 employees), ensuring the reorganization of business activities, the development of human resources with an emphasis on cultural integration and compliance with legal and contractual business requirements. Moreover, in charge of defining engineering solutions for new product industrialization and formulating action plans to improve QHSE standards.Main results: reorganized, in less than a year, the Brazilian structure, thanks to an efficient corporate governance, despite the inefficiencies of the previous administration, and in a cultural context far from the standards of Luxottica; improved industrial competitiveness on a global level in terms of costs, saying the structure as the second less expensive region after China; reduced the quality costs, improving efficiency and service level OTIF; introduced the production of new brands, industrializing about 250 new models per year, reducing the workforce and increasing the workload, with a higher on-time delivery; decreased fixed and indirect costs; implemented the best system zero-waste management and water consumption in industrial plants.Main projects: implemented culture and business features through projects of involvement and cultural evolution; developed team work, self-management and leadership of the organization by coaching on the job; implemented SAP ERP to integrate the business with the Group, and renew the KPI and MBO systems for effective performance management.

Belluno Area, Italy

Tasked with monitoring the operational performance of Sedico's Italian plant (1,500 employees), identifying deviations, and implementing necessary corrective actions. Managed projects and cross-functional teams related to Lean activities, utilizing key tools of continuous improvement in production. Conducted studies and executed the development of an optimal supply chain by establishing programs to assess process effectiveness and the efficacy of improvement methodologies adopted. Handled management planning and streamlined production, based on forecasted demand and production capacity to meet business objectives and enhance quality standards. Maintained relations with trade union representatives.Main results: recovered the 2nd Italian factory in size and importance, which is also the most critical in terms of labor relations and change management, to top efficiency levels; formed teams focused on achieving designated targets and established positive relations with unions, leadership team, and management team; increased efficiency; implemented automation projects for machinery and process optimization; reduced manufacturing costs and lead time, despite an increase in industrial volumes.Main projects: implemented lean manufacturing, transitioning from a batch production model to an in-line model; implemented SAP ERP.

Dongguan, Guangdong, China

As Manager of the Chinese Plant (about 1,100 resources) in Dongguan, responsible for managing and organizing production, optimizing processes, implementing quality standards of the Chinese headquarters and outlining investment budgets.Main results: implemented and coordinated the best production plant in China, still regarded as best in class, increasing volumes and efficiency; decreased staff turnover, industrial costs, lead time, and quality scraps; grew a Chinese management team proficient in delivering activities and projects.Main projects: implemented lean manufacturing principles (5S, Kaizen management systems, Kanban, Six Sigma), also for the stabilization of unstable processes; reorganized the logistics; created teams polyvalent between different workspaces.

Dongguan, Guangdong, China

Involved in the startup of the Chinese production site for plastic products (acetate).

Turin Area, Italy

Engaged in a design-to-cost project for suspensions, in collaboration with McKinsey and Fiat Auto Spa.

Executive Mba, Business Management

Ranked as the 16th business school globally, according to the Financial Times 2014. Main topics: Organizational Behaviors, Change.

Master'S Degree, Management Engineering

Specialising in Finance and Administration. Thesis: “The investment market in Europe. A comparative analysis of financial.