3. Professional Route
Map Keys:
Plastic Trim parts Automotive
92 Million €/year
750 Employees
Technical Buyer
No Team
Furniture Manufacturing
108 Million €/year
1.400 Employees
Procurement & Plan Manager
Team 8 People
Doors for Train-Wagons
43 Million €/year
140 Employees
Technical Buyer
No Team
Faus Group
2000 - 2004
Core Business Turn Over Staff Job Title Team
Windows & Structures
18 Million €/year
92 Employees
Procurement Manager
Team 2 People
Turn-Key Solar Plants
450 Million €/year
120 Employees
Contract Buyer EMEA
No Team
Turn-Key Solar Plants
120 Million €/year
105 Employees
Procurement Manager
Team 2 People
Food-Packaging
2.000 Million €/year
12.000 Employees
Category Manager EAO
No Team
Guardian Group
2004 - 2006
Faiveley
2006 - 2007
MFV
2007 - 2009
Dalkia Solar
2009 - 2011
SunEdison
2011 - 2012
Huhtamaki
2012 - Present
4. 1. Manufacturer of Furniture – 5 production units and 1400 employees
Worked in Centre 2 – 200 employees and 3 production shifts per day
Annual Turn Over of the unit 20 M€ / Total Turn Over of the company 125M€ in 2004
2. Job Title Purchase & Plan Manager in Centre 2
In charge of Procurement Function
Lead a Team of 8 Administrative employees
Negotiate Order priorities with Sales Dept.
Follow up of Production Dept
3. Intermediate Experiences within the company
9 months as Production Supervisor in section F3
6 months working in the maintenance department
4. Achievements
Improvement of scrap percentage generated by central services on mother-boards by 2%
FAUS - Remarkable Facts & Figures
16/02/2000 – 16/01/2004
5. Other data of Interest
Participated in a secondary role in the ERP process implementation (Navision – Axapta)
5. 1. Manufacturer of plastic-trim parts for the Automotive Industry only for OEM´s
Manufacturing plant located in Valencia – 750 Employees and 3 production shifts per day
Annual Turn Over of the plant 90 M€ in 2005
2. Job Title - Technical Buyer (Direct components)
Personal Budget 10,25 M€ Scope of Suppliers: Europe
Global Purchase Budget: 45M€
3. Achievements
27% Cost Reduction on Metallic Caps
30% Cost Reduction on Industrial Silicone
25% Cost Reduction on Outsourced Ops.
Price Reduction - vendor nominated by client
4. Other data of interest
Implementation of improvement in mail-application to Manage communications to vendors
Publicly congratulated twice for good performance individually but also as part of the team
GUARDIAN - Remarkable Facts & Figures
19/01/2004 – 01/11/2006
5. About to be enlisted again for Guardian Industries
Mr Blanco called me in 2012 to check if I would wish to join this company again
My answer was positive and I was successful in the hiring process but finally I was not hired
6. 1. Manufacturer of interior and exterior doors for train wagons
Manufacturing Plant located in Tarragona – 240 Employees and 2 production shifts per day
Annual Turn-Over of the plant 44 M€
2. Job Title – Technical Buyer
Personal Budget 6 M€ Scope of Suppliers: Europe
Global Purchase Budget: 30M€
3. Achievements
None. I decided to leave as I didn´t agree with the way the company was being managed
4. Other data of interest
After notifying my resignation, I was asked to write a report to explain the reasons
VP of Procurement invited me to a meeting in Paris and offered me to work with him in HQ
FAIVELEY - Remarkable Fact & Figures
06/11/2006 – 22/05/2007
7. 1. Manufacturer of Aluminium windows and Structures for the Photovoltaic industry
Manufacturing plant located in Valencia – 107 Employees in 2007 and 2 production shifts per day
Annual Turn Over of the plant 13 M€
2. Job Title - Purchase Manager
Purchase Budget 5 M€ Scope of Suppliers: Spain
Team: 2 Technical Buyers and 2 Operators in the Warehouse
3. Achievements
23% Cost Reduction over total annual spending
Participate in MRP-ERP implementation (SAP)
To set up and structure warehouse
Supplier´s database completele renewed
4. Other data of interest
I was paid an MBA as bonus in 2008 for good performance and results
Former colleague in Guardian proposed the company to include my profile in the hiring process
5. I was made redundant – Problem was a matter of Direct Costs
During 2009 Real-State bubble definitively exploded and windows were an unnecessary product
Plan B consisted on selling structures to solar industry but that sector was frozen in 2009/0210
MFV - Remarkable Facts & Figures
29/05/2007 – 30/06/2009
8. 1. Design and construction of Turnkey Solar Parks (Photovoltaic)
Unit located in Valencia – 103 Employees in 2009
Annual Turn Over of the unit 63 M€ in 2010
2. Job Title – Purchase & Logistics Manager
Purchase Budget 45 M€ Scope of Suppliers: Europe/China
Team: 2 Technical Buyers and 1 Operator in the Warehouse
3. Achievements
52% Cost Reduction on Structures. External Engineering contracted to re-design Structures
Implement new coding system as well as Discipline in processes
…
4. Other data of interest
I personally took the decision to leave and agreed with my Manager (October 2010) to leave the
company in March 2011.
DALKIA - Remarkable Facts & Figures
01/12/2009 – 04/03/2011
9. 1. Design and construction of Turnkey Solar Parks (Photovoltaic)
Unit located in Madrid – 120 Employees in 2011
Annual Turn Over of the unit 360 M€
2. Job Title – Purchasing & Contract Manager EMEA
Global Purchase Budget 96 M€ (Personal Budget not defined) - Scope of Suppliers: Europe
No team
3. Achievements
36,87% Cost Reduction on SCB Component
30,9% Cost Reduction on Power Stations
36,21% Cost Reduction in Structures (Team)
20,01% Cost Reduction proposed on Inverters
4. Other data of Interest
Survived in 2 Staff reductions. Just after leaving, a third staff reduction was about to happen
Bonus achieved March 2011
SUNEDISON - Remarkable Facts & Figures
13/06/2011 – 30/06/2012
10. 1. Manufacturing of Packaging for food
Unit located in Castellon – 240 Employees in 2013
Annual Turn Over of the unit 360 M€
2. Job Title – Sourcing Manager Chemicals Europe-Asia-Oceania
Purchase Budget 12M€ - Scope of suppliers /Asia-Oceania-Europe
No team
3. Achievements
Worked out formula of Inks and Hotmelt
Bonus achieved in 2012
HUHTAMAKI - Remarkable Facts & Figures
01/08/2012 – Present Day
11. This is my approach to Business
Basic Ideas I believe to be real-drivers for the Management of resources
12. Companies are like Printed Circuit Boards
Question – Is the PCB well designed? If so, then we are a Successful Organization
English Language
Common Vehicle
SPONSORSHIP Standards
Part Numbers
KPI´s
ERP System to
deliver solid data
Common Protocols Common Road
TO SUCCESS
13. Now we can grow up Organically
Just replicate your formula n-times and you will reach to state of the art scale-Economy
14. Traditional Managing Style: Run Blackboxes
Each Team-Member is a Blackbox enclosing Proccesses
Inter-department
Inputs
Outputs
These outputs have to be worked out......
...... I don´t care how it works........
Here are your inputs....
15. Preferred Managing Style: Lead teams by Proccesses
Open each team-member/Box and analyze processes running in each workstation
Implement solutions where necessary
Reduce Non-Productive tasks
16. Now you can balance all the organization and make it work smoothly
Ask your managers for a map of Processes in their departments with
the inputs and the outputs
Challenge your managers to identify & reduce non productive tasks
Ask your managers to involve themselves in day-to-day tasks
Quality Dpt.
Production Dpt.
Finance Dpt.
Purchase Dpt.
17. 0
10
20
30
40
Outsource
Operations
Promote
Standardization
Assign & Control NOK
Costs
Maintain Databases
Follow-Up Current
Contracts
0
10
20
30
40
Materials Flow
Quality
Rejections
Prototypes
&
Projects
Tenders & RFQ´sVerify Invoices
Source & Audit
new Vendors
Issue PO´s
0
10
20
30
40
"In-Sourcing"
Environmental costs
Plan & Implement IT-
Tools
Reduce Non-
Productive tasks
Watch
Macro-
Economy
Walk the timeline
18. Always walking in circles? Repetitive Problems?
There is a Stock out, was it the supplier?
Why did Stock drop down a 27% in 1 week?
Always discuss with vendors Lead-times!.
Last week was another Bank-Holiday so
Let´s talk about Working-days
Was the Customer in a hurry again ?
Or was there any internal delay?
Warehouse is not updating receptions daily
Do they have any difficulty?
What can they do to update the system daily? We refuse to scrap obsolete goods every year
After 3 years 8% of the stock is useless
Also it is accounted as an asset....
Current processes are not agile enough
We require 4 authorizations all through the command chain
If we don´t trust our team, then we need to hire new staff
but we cannot deform and distort our processes/Value chain
Why don´t we assign NOK costs internally
to departments and solve internal errors?
19. Continuous Improvement VS Payback to recover money
Would you launch a project to save 20.000 €/Year
when costing 40.000 € to implement it?
Where do you want to be in 5 years time?
What if the first vendor selected fails and you must repeat the entire
process so that total costs are now 80.000€ when annual savings are
20.000€ ?
In a close future, the difference between Failure & Success will be a matter of slight differences
and most of the companies will be playing with really narrow profit margins.
20. Savings are done in the Design Stage
No matter how good I am in operations and procurement, I will never reach my competitor.
Weight
32gr 17gr
21. Don´t Know anything?
People might think that you are ignorant but that is just a transient title not to
be with you for a long time......
JUST ASK !!
22. Never Hide a Problem……..
……….It always get bigger
23. Importance of working in the right environment
Exercise: Please mark with an X the Martian-guys
When everybody else is a martian……it´s really me who is the martian…
Unless you are in the right position to gather a team and Launch a Cultural-change
24. Looking for the right environment
Solid ERP system implemented
Lean /Six Sigma
Defined Strategy
R+D
Procedures
Balanced Structure
Nobody is indispensable but we
wish to keep some Key-members
International Exposure
Entire Organization involved with Quality
Process Oriented Management
Results Oriented Proffesionals
Automated Production
Assign NOK Costs Internally
Continuous Improvement
Develops People
.......or willing to reach this status........
25. Price Management: Advancing Cash Flows
Reducing prices down to the minimum in a row by analyzing:
- Raw Mat. Prices
- Estimating Direct manufacturing costs
- Estimating Reasonable Gross Margins (Indirect costs + Profit)
- Finding out Packaging and Transport costs
- Looking for the right supplier profile
Reaching point b in a row allows the company to advance Cash Flows in time
and get extra money to prepare the field/ground for coming years
We cannot keep “Saving”
Evolution so let´s focus in
improving design to get
much better savings.
STEP 1 STEP 2 STEP 3
Focus
Aggressive Price
Reduction
Search the right
Market/Vendor
New Mats, Specs…
Driver Dissect Products
Reduce Impact of
Vendor Value
Added in price
Savings done in
design stage
Target Advance Cash Flows Fine Tuning
Increase Market
Gap
26. Never Mix problems – Differentiate them & apply separate solutions
Bonus agreed with suppliers is not a real
saving, it is just our money that we lend to the
supplier and it is being returned to us again at
the end of the year: Nominal prices don´t drop
No, you cannot avoid a price increase by
nominating that vendor for new projects as
you will loose the reference point to control
evolution of prices
ZEBRHINOWALRUSDOG
27. I shall be able to adapt to different Cultures
壹+贰=۱+۲=१+२= 1+2=3
……..But mathematics is always the same, here and in Samarqand or Peking…
Logic & common sense should be the link to connect different mentalities
and cultures…….otherwise it is not the culture but the individual
