Luxembourg
Budget managed ~200 M€ Reporting to the CPO and Group Procurement Director. Responsabilities on top of my previous assignment Management of 6 FTEs (8 at Max). Size down P2P country lead organization reporting into me as processes went under control (reduction of 3 FTEs. Took over Energy procurement with management of 1 category manager. Responsible for contract settling, price fixing or financial hedging, price forecasting. Perimeter covered 100+ factories for 1TWh of gas, 250 GWh of ElectricalPpower and 50 GWh of LNG/LPG. Took over Manufacturing indirect procurement with management of 1 category manager. Covering 100+ factories with a scope from MRO, Material Handling, Consumables, Packaging,… Start up an E-sourcing tool with dedicated resources for Group implementation.
Role creation and start up of the department. Reporting to the CPO and Group Procurment Director. Management of 3 FTEs. Creation of main procurements policies & processes (Procurement Policy, Supplier Mapping and segmentation, SPM via Score cards, SRM, Saving Policy, Supplier vetting, Supplier onboarding,...). Interface with Finance for statutory activities such as budget, reporting, tax compliance. Creation of Procurement data lake and integrated price forecast with automated feed into S4/HANA for PIRs covering more than 80% of the Direct spend. In charge of ESG for Procurement (CSRD double materiality assessment, CBAM, PPWR, EUDR, CSDDD prép., ...). Redisign of Supplier Creation workflow in S4/HANA. Spend cube design & implementation for the entire Group gathering imputs from more than 30 different ERPs. New procurement organisation design (Central / Regional / Local).
Budget managed ~200 M$ Reporting to the Procurement Director Flat Roof Management of 3 FTEs Achievements/Tasks Negotiate multiyear supply contracts with major oil companies for 16 factories & residual supply through adhoc spot negotiations (monthly and weekly). In charge of Risk Management for the category including financial hedging on commodities. Long term strategic view of CO2 reduction via waste re-use, recycling & biobased products. S4/HANA implementation together with set up of tolling model.
Budget managed ~100 M$ Reporting to the EMEA Procurement Director Implement Category Management for 22 plants & coordinate regional & local procurement. Bundle needs and lead negotiations for Resins , Additives & Energy (Electricity, Natural Gas). Establish unified purchasing processes as well as compliance procedures in a completely new organisation scheme (Category Management deployment started late 2016 in the group). Initiated a global project on Heavy Metal Free Stabilizers for sustainability and cost reduction
Budget managed: > 3 500 M$/year at current market level Main activities 1. In charge of ArcelorMittal Global Procurement Solid Fuels - Australia and Africa perimeter; develop and implement strategies for achieving the best Total Cost of Ownership for 20+ facilities in 10+ countries where ArcelorMittal operates with seaborne products: => Define multiyear sourcing strategy with the main objectives of ensuring the critical raw materials necessary for quality and productivity targets of the facilities at best in class TCO; => Negotiate long term contracts and manage spot purchases in line with defined strategy; => Optimize the Supply Chain to minimize freight costs, stock inventories and maximize cash availability at group level; => Continuous sourcing of new suppliers and products to maximize competition and leverage while maintaining highest compliance standards through responsible sourcing; => Key account management for strategic suppliers; => Supplier performance monitoring including claim management; => Risk management with early identification of potential sourcing disruption; 2. Responsible of Buy and Sell model for my scope; 3. Category spend monitoring and reporting to top management; 4. Releasing financial forecasts to company Treasury in order to optimize cash; 5. Onsite supply chain audits including mining operations, wash plants, intermediate stock yards, railways and port export facilities. Main achievements => Savings exceeding the objectives; => Initiate participation on trading platform; => Maintain deliveries to the plants despite supply disruptions in crisis period (Force Majeure event, tight market, etc); => Automatized reporting system of highly sensitive information preserving confidentiality.
Budget Managed: > 200 M$/year with management of one engineer Main activities: 1. Led ArcelorMittal Global Procurement of Paints and Varnishes for 20+ downstream facilities in 10+ countries for more than 3000 different products; => Defined a breakthrough strategy to reduce TCO with a special focus on cost optimization and negotiated contracts accordingly; => Rationalized product portfolio while increasing competition; => Developed new sourcing opportunities with potential suppliers and product in new regions (Russia, China, India); => Ensured compliance standards with different regulations are achieved: REACH – Conflict minerals – Basta. 2. Participated in R&D decision process for new innovative products (functionalities, performances, sustainability); 3. Collaborated with Marketing department to identify the upcoming trends per market segment and negotiated with suppliers the guaranty system on back to back principle to minimize risk for ArcelorMittal Main achievements: => Savings: reduced purchases costs of approx. 8%; => Effectively deployed the rationalization project in all plants; => Initiated ArcelorMittal Paint Supplier Innovation Award to promote innovation and develop joint partnership on the most promising projects.
Budget Managed: > 100 M$/year with management of a team of 8 FTEs (engineers and technicians) Main activities 1. Led ArcelorMittal Purchasing outsourced maintenance department for 4 plants in France and Italy => Defined a breakthrough strategy that changed the purchasing operating scheme from lump sum contracts to “pay per job” model as a response to the crisis environment; => Ensures that Health and Safety standards are implemented and followed by the subcontractors selected; => Decreased cost while ensuring maintenance plan performance. 2. Rebuilt the team after 2008 crisis (hiring internal and external) and increase competencies to reach targets Main achievements => Decreased cost of 20% while maintaining reliability; => Changed the way of purchasing maintenance in accordance to new organization; => Improved contractors Health & Safety performance by setting up a rewarding scheme.