- Leadership of the purchasing team, ensure staff availability and grow the competence in line with the region Business Group organization to meet the specific KPIs of the department. - Drive the Purchasing Team to focus on savings based on benchmarking strategy to get the best price in line with the quality. - Drive project purchasing to reach project purchasing KPI and systematically liaise with the Purchasing Directors for a global platform sourcing strategy.- Leverage the commodity organization (Segment Leaders) to support the site negotiation objectives and ensure sites specific requirements are covered by commodity strategy.- Reduce site exposure to supplier base risk.- Ensure strict follow up and compliance of supplier operational data (pricing, chargeback, litigations).- First interface in front of supplier crisis (quality, delivery, commercial).

- Leadership and support to Project Team Members (PTM’s).- RFQ Electronics price estimation to customers.- Electronic components allocation and alternative components introduction in a short term. - Electronics sourcing based on QCD benchmark, background history and suppliers evaluation.

1. Responsible for all activities described below but changed of purchasing perimeter: Electronics (commodity that represents in avg 50% of our total Annual Budget Purchasing Amount).Split:=> Plant 1 - 160MUSD total ABPA - destined to Electronics 96MUSD.=> Plant 3 - 55MUSD total ABPA - destined to Electronics 20MUSD. 2. Responsible to manage Plant 1 (Headlamps, Rear Lamps) and Plant 3 - Special Products (Foglamp, Chmsl and Interior Lighting) as Electronics Buyer. 3. Purchasing Perimeter in charge:⦁ Panel Circuit Board Assembly (PCBA).4. Purchasing Perimeter in charge as VCC (Valeo Control Component price):⦁ Passive Devices (Capacitors, Inductors, Resistors, Diodes). ⦁ Active Devices (LEDs, Microcontrollers, Transistors).5. Cost Break Down detailed analysis with EMS (Electronics Manufacturers) suppliers to split VCC's (Components negotiation under Valeo perimeter) and EMS (Components negotiations under electronic suppliers perimeter) in order to avoid/mitigate any mark up/impact to purchase components through non-authorized distributors or handling according to designed incoterm. 6. LOA's (Letter of Agreement) prices implementation each 1st Jan according to Electronics Segment Leaders worldwide suppliers negotiation (Valeo Control Prices only).7. PSI planning weekly meeting follow up with Electronics suppliers to follow up material shortage, EOL (End of Life) components and components lead times.

1. Contribution to external purchasing index.=> Annual Budget Purchasing Amount 160MUSD.=> Main OEM: FORD, CHRYSLER, VW, AUDI. 2. Purchasing perimeter in charge: ⦁ Aluminium Parts (Tungsten Filaments for balzers and arzuffis - in-house metalization process). ⦁ Stamping Parts. ⦁ Fasteners and screws. ⦁ Rubber parts (gaskets, ventilation caps, vent patch) ⦁ Plastic injection/Aspect Parts. ⦁ Resins (raw material). ⦁ Wire Harnesses.3. Responsible to sustain 1.5 times reservoir through saving analysis (Supplier Benchmark, Program Extension Negotiation, Technical Changes, VA/VE ideas, ECN's/ECR's, Cost Break Down analysis, Takt time and cycle time review, Market Trend raw material negotiations and Exchange Rate analysis.4. Material Steering Committee Champion: Meeting to follow up blocking points tracked in a weekly basis for major saving ideas implementation. Meeting was evaluated through an efficiency grid.5. Supplier visits interaction: 2 per month focus on 20% best Turnover ones (Gain sheet and MoM tracked in each one) Located in North America, Europe & Asia. 6. Risky Supplier Management: No impact on cash (air freight), no line stoppage, raise alert if risky supplier identified for assessment, Recovery rate in Logistics charge back levels (L1 internal impact, L2 customer impact).6. Quality Supplier Management: Recovery rate in Quality charge back levels (C1 internal impact, C2 customer impact and support in WR warranty incidents w/customers). Internal and external sorting support. 7. Financial Review: Supply Chain Finance payment terms extension negotiation with supplier to gain working capital and Incoterm analysis - Transfer of Title to suppliers to mitigate inventories impact to the plant.

1. Planning, direction and coordination of customs clearance. 2. Logistics in Import and process follow up until merchandise was delivered to the national chain responsible.3. Best cost analysis in transportation. 4. Avoid/Mitigate Delays. 5. Transportation savings and resourcing based on competitiveness.