Main activities:- Implementation of Global Strategy in the North America Region and development of supplier panels for the 20 different manufacturing plants, involving assembly lines and testing equipment for 4 different types of technologies.- Development of the North America (USA, Mexico and Canada) Procurement Strategy for the purchase of equipment.- Implementation of Global Strategy aligned with Regional Strategy.- Development of suppliers in the North America Region.- Management of a 7 Buyers team in North America- Online Auctions (E-Auctions) as the main negotiation method.Main accomplishments:- Saving index exceeded management’s target (14% savings vs 8.5% requested)- Sourcing ratio exceeded management’s target (105% vs 80% requested) - 50% of the sourced amount was awarded through E Auctions vs 40% expected by management.

Main activities:- Coordinator of the procurement of production equipment and Supply Chain services for the start-up of the new plant at San Luis Potosí, Mexico. (Greenfield)- Development of local and regional suppliers to follow the process and standards from BMW in Germany and worldwide.- Participated in a Greenfield project (Startup of new production plant)- Teamwork with BMW Purchasing Headquarters for cooperative negotiations of Equipment and Supply Chain services.- Management of a 3 buyers team.Main accomplishments:- Local and regional suppliers developed for the new production plant fulfilling European standards. (100% compliance with standards)- Catalogs creation online for internal use. (Reduced by 40% the creation of recurrent Purchase Orders)- 100% alignment on procurement timing according to SOP date for each process and product.

Main activities:- Development and deployment of strategies by Group and Region for all Non Productive Commodities (7 Commodities)- Delivery of savings to the 8 different sites in Mexico, reporting to each of the production plant Directors.- Management of a 9 Buyers team- Coaching and development of the indirect purchasing Mexico team.Main accomplishments.- 2014 and 2015: Overheads – 7% achieved vs 6% Target. Logistics – 10% achieved vs 8% Target.- Re-organization of Investments commodities by Category of the product, reducing the workload by 10% by buyer.

Main activities:- Purchasing Process for production equipment for the Valeo sites and their new machinery and assembly requirements.- Supplier development and assessment for the North America Region.Main accomplishments.- Saving of 16% achieved vs 12% Target- Implementation and standardization for air compressors in three Valeo sites with a saving impact and investment avoidance business model. 450 K USD per year.- Management of additional Commodity for stamping and injection tooling for production. Saving of 14% vs 10% Target.