Hector Reyes Meza

Former Thermal BU Global Purchasing Director in TI FCS.

• Leading a team of 45 people around 27 different locations within EU and Africa. EI to enhanced team collaboration, communication, goals setting, and performance evaluations.
• Purchasing processes and procedures, creation and implementation. Including Digitize models. Contributed to company's overall Products growth strategy.
• 590M € Spent under management among different Categories and RM Commodities (3 to 5 years Business Plans & Strategic Sourcing)
• Purchasing structure based on Advance Purchasing (product/project development).
• Productivity plant at Plant Level. Constant contribution to P&L.
• Non Production Purchases and Capital Equipment Purchases.
• Supplier Development.
• Indicators, Project Purchasing Indexes (PPIs) Purchasing Index & Purchasing Index (savings).
• Achievements: 4,5% cost reduction year in year. + 10% forecast for the following two years.

• Change Management & Procurement Structure Reorganization, implementing three different roles and responsibilities Tactics, strategic and, Advance-New projects with-in the Procurement organization; including indirect spend Strategies
• Mission of this job is: Build strong foundation of th procurement organization, increase revenue by 15%.
• 16 people organization in three different countries (china, Mexico and CZ) Budget, External and, New projects Purchasing Index, Advance and new projects purchasing reservoir of savings and, productivity creation Supply base creation Foster supplier to make progress in Quality and Development Savings in short term, medium and long term based on Business plan, Sourcing strategy and integration of suppliers into product development and day to day operations 2m Euros savings versus 40m Euros purchasing amount; Material consumption improvement from 68 down to 63,5% versus selling product price.

• Structured with 35 people (middle Management and, Commodity Management) 6 facilities in USA and, Mexico Structure a new Purchasing Organization Team among NAFTA Region
• Implementation of Indirect Purchasing spend as Centralized Shared Service for NA
• With 16 sites in USA and, Mexico; 250m USD spent, 13% in Savings.
• Creation of Guidelines and Objectives,
• 350M USD Spend Purchasing Index at 97% (savings).
• Including competitivness (contributed to Sales revenue of 25%) by integrating suppliers into Product and Project Development.

• Structured with 17 people (middle Management, Commodity Management).
• 115M Euros Purchasing spent.
• Index 91%. (Savings versus Purchasing spent).
• Positive Inflation Balance 4.5%.
• Project Purchasing Index 95.2% (20 New Projects in Total) Operating Margin 7%. Increasing revenue by 16%.

• Restructured the entire Comporessors Purchasing Organization (Zexel, Bosch, Valeo).
• 12 team members.
• Deployment of Policies and Strategy based on Group Guidelines.
• Purchasing Index savings 91%, versus Purchasing spent (150M€).
• Sourcing Strategy implementation.
• Localization (from Japan to EU) achievement up to 78%.
• Best Operating Margin performance at Group level in 2008.
• Compressors division became a profitable plant 7% EBIT, versus negative EBIT in 2005.

• Structured with 6 Buyers and, 4 SQA Engineers.
• Spend 55M USD Purchasing Index 93% Material Consumption Strategy from 68% to 57% in 2 years.
• Achieved project initiative to recover Resin recycling, which results in the best financial performance (16,5% EBIT) of a plant within the entire Valeo Group.

• New projects in Purchasing. Integrating suppliers (Know-How) into Product and Project developments.Project Purchasing Index BOM cost in SOP at 94%, + 3x3% LTA. Versus 100% targeted BOM cost at Customer Nomination.
• Achieved cost savings by negotiating with suppliers and reviewing contracts.
• Streamlined procurement processes for increased efficiency and reduced lead times.
• Managed supplier relationships to ensure timely delivery of quality products.
• Developed and implemented strategic sourcing strategies, resulting in improved negotiation outcomes.