Focused on streamlining procurement processes, increasing efficiency, and driving cost savings for Indirect Materials LATAM region. Managed and implemented sourcing projects to improve Procurement's end-to-end business strategies with a local, regional, and global perspective, always based on business needs such as new tools, cross-functional business plan development and strategic BIDs. Managed a multicultural team based in various LATAM countries with a spend of $300M.Achieved Results:• Strategic project successfully negotiated with preferred vendors to ensure proper construction execution to build the new pharmaceutical site in Brazil (10,000 m2), including all the equipment related to the cold chain (USD $12M of investment), IT applications and contingency labor. • Scout BID tool successfully implemented in the LATAM region. Delivered cost savings of USD $12M (8%) against a touchable spend of USD 150M. • Sourcing cycle time KPI improved by 50% (from 10 days to 5 days) after implementing an Ariba Forms/Catalogs automation solution.• Implemented a diverse supplier and inclusion program that had a positive impact on the business and the community in the LATAM region. Spending increased by 67% (from USD $300K to USD $500K).

LATAM Logistic Procurement Manager, focused on creating, harmonizing, and implementing the local, regional, and global strategies for warehouse and transportation categories in the LATAM region. Ensuring business needs are met at the right cost and service levels, adding value to the end-to-end procurement process.Achieved Results:• A cross-border transportation project implemented in Brazil that resulted in cost savings of USD 0.7 million (6% reductions) and the establishment of a governance structure to ensure long-term sustainability.• Transportation and Warehousing categories with a stakeholder satisfaction (NIP) increased from 70% to 85% (15 pts higher than 2021).• Cross-functional governance project implemented in high-risk LATAM countries to prevent supply chain disruptions, resulting in supplier compression and direct negotiation strategies that avoided USD $5M in lost revenue.

Global project manager focused on creating, harmonizing, and implementing a single end-to-end procurement process across all regions in the event of a disaster to ensure business continuity.Achieved Results:• A single end-to-end enterprise process project implemented across all regions for use in the event of a disaster or crisis, bringing agility, efficiency, and effectiveness to the company when it needs to engage suppliers. The result was the prevention of supply chain disruption on a global scale due to the Covid 19 pandemic.

Strategic sales manager for the Colombia dealer development network with a focus on customer care, sales growth, long-term sustainability, and organized dealer growth.Achieved Results: • Established KPIs to measure dealer performance in order to execute an effective growth plan, resulting in the opening of two new dealer locations in Bogotá.• Customer satisfaction plan implemented, resulting in 3 market points increased annually (3,000 additional vehicles/month).

The LATAM Strategic Planner focused on providing data & analytics information to make critical decisions based on global, regional and local perspectives to develop and execute the annual plan with the executive board. Providing data-driven insights for strategic projects and investments.Achieved Results:• Approved a $150 million USD sourcing business plan strategy with a cost reduction of 8%, where the buy vs. rent strategy resulted in an efficiency in facilities, production, and sales (events). • The Supplier Relationship Management (SRM) KPI increased by 20% as a result of the supplier program redesign. The Innovation Challenge Activity Award was the most significant change, resulting in long-term competitive strategies.

Global Project Leader responsible for leading key sourcing projects (direct and indirect materials) for the world's largest emerging market project, reporting to LATAM Headquarters in Brazil from Shanghai, China. The spend responsibility was USD $230M.Achieved Results:• Approved all greenfield projects in Mexico and Brazil, ensuring long-term operational sustainability with a competitive price.• Optimized the final cost of the projects by USD 16 million (7% cost reduction) using the total cost methodology and global leverage according to quality and compliance standards.

SENIOR BUYERGENERAL MOTORSGlobal strategic buyer for OEM whose primary objective is to coordinate, align and plan the overall business with his local and global supply chain stakeholders. Global strategic buyer with an annual budget of $80M USDAchieved Results:• Successfully implemented LATAM supplier compression plan, reducing supplier base from 7 to 3 and spend from $62M to $58M (6.5%), this reduction also applied to IT services, reducing spend from $18M to $16.5M (8.5%).

Regional strategic buyer for OEM whose primary objective is to coordinate, align and plan the overall business with his local and global supply chain stakeholders. Global strategic buyer with an annual budget of $80M USDAchieved Results:• Successfully implemented an in-sourcing strategy project where the primary objective was to reduce spend from $25M to $22M (12% cost reduction) by implementing new assembly lines and indirect services in a free trade zone at a GM facility.

RAW MATERIAL BUYER MICHELIN. Bogotá, ColombiaStrategic Buyer for OEM for two Michelin´s plant in Colombia, where his main objective is to manage all supply chain and its stocks. Award:• 5% as results of total price reduction, due to new Inconterms implemented for highest imported components.• Two of the highest cost products for tire production were approved to be supplies by local suppliers, getting a total cost reduction of 10%.

INDIRECT MATERIAL BUYER MICHELIN. Cali, ColombiaStrategic Spare Buyer for two Michelin´s plant in Colombia, where its main objective is to manage his suppliers and having competitive pricing for Colombia spare market.Award:• The highest turnover product for mixing machine was localized with a local supplier that reduced his total cost in a 7%, due to this spare part was imported from Europe.