• Responsible for global strategic sourcing and supplier management for hardware and software services in conjunction with product development, sales, and business acquisitions utilizing RFI/RFQ/RFP sourcing process.• Developed business unit purchasing strategy; negotiated plans and executed contracts resulting in 15% savings.• Created strategic supplier competition for services by developing sourcing strategies, analyzing the supply base, market conditions, and technology roadmaps that resulted in savings up to 12% vs target. • Managed supply chain responsibility for segment business to improve the sales result of 2022 with an early involvement and negotiated broker components shared cost with supplier, resulting in a savings for the segment.• Managed vendor relationships and performance through key performance metrics and audits to ensure supplier quality. Evaluated supplier performance based on response, quality of information, communication, and productivity/annual price reduction.

Led and coordinated all responsibilities of purchasing department in acquisition and development phase with BOM cost calculation. Involved since the acquisition phase of the project, until the start of production, with the total responsibility of achieving purchasing reduction goals of 15% as assure the availability of all parts of the BOM. Launched new projects from Pre- RFQ, RFQ and APQP, close cooperation with corporate category managers in the development of commodity strategies. Ensured early supplier involvement to analyzed future material need of the BU, to mitigate risk of new business. Advanced Purchasing Key User, trained people assuring the AP team was updated and well trained on the new tools, policies and programs used for strategic sourcing.

Ensured efficiently the supply of raw materials to production, through effective utilization of systems and tools available as well as a direct communication with suppliers, ensuring stock control, minimizing time and goods reception. Close follow up of the deliveries with suppliers in order to avoid any under shipment, at the same time helped to keep the goal of Inventory turns, this has been resolve with an analysis of the suppliers with more impact on money value and proposing solutions like changing from Direct shipment to VMI, asking to the supplier to push out or cancel the shipments with enough time. Detected drastic changes in demand that may affected the production as inventory turns or shortages of material, always working with the team MPS and Production Control. I was back-up of Logistics team leader MRP, supporting the activities and tasks performed. Supported traffic department on freight cost reduction. I prevented actions to reduce inventory, monitoring the parameters of row material and reducing MOQs. Followed up of engineer change in order to avoid obsolete parts.

Created budgets, forecasts, sales plan and long-term master plan sales in order to minimize the inventory and analyze sales data to accurately meet demand and emergency orders. I received and processed Purchase Orders from customers of original equipment parts and OES customers, shipping $2 million Dollars per month. Prioritized and track shipments. I kept proper and continuous communication with clients to achieve their satisfaction. Planning of materials for production, creating reports that could be understand by the suppliers in order to meet our requirements. Follow up of deliveries of raw materials to plant. Reported status of possible shortage of material to production and planning in order to avoid Borgwarner line down and prevent expedite freight costs.

Launched new courses to trained my team, measuring the needs of each buyer to achieve our goals by improving 95% of performance. I classified each buyer to focus on their strengths. I led the change process of packaging in order to prevent and avoid scrap further due to handling process. Generated sales of obsolete material for more than $ 2 million dollars per month, the goal was for $ 1 million dollars, I looked for opportunities in international companies and CM's to sale Obsolete and excess parts, as well as I seek opportunities for programs SCRAP selling almost a million of each month, benefiting our inventory turns and achieve the goals. Constant communication with areas such as planning, warehouse and traffic department, in order to reduce the obsolete and excess of the project Blackberry RIM. Analysis and loaded of independent demand in order to not generate sales requirements obsolete.

Ensured logistics process improvement through courses APICS (The Association for Operations Management), these courses helped me to focused my control on increase turns inventory and avoid obsolescence. Monthly supplier evaluation, shortage reporting to identify and prevent any possible expedite freight. Coordination along traffic department to improve cost freights and follow up of supplier deliveries. Reviewed potential discrepancies between required and planned inventory levels resulting from open purchase orders and take corrective actions by postponing or expediting orders including deciding on the most appropriated mode of transportation.