Hector Reyes Meza

• Company Overview: A 3B€ British global company. Fluid systems and Thermal electrification for the Automotive and industrial sectors.
• Leading a team of 47 members around 27 different locations within EU and Africa.
• Implementing regional and global Purchasing, processes and procedures.
• 850M € Spent management in different Categories (direct and indirect), and raw material Commodities (Resins, Aluminum coiled and extrusion; Steel Cold &Hot rolled; SS; Copper; Lithium; Zinc; nickel; rubber; etc).
• Purchasing organization structure based on Advance Purchasing (product/project development). Productivity plant at Plant Level, Strategic Sourcing, Tactics (negotiation planning).
• Achievements: -4,5% (22M€ cost reduction YoY).
• Managed budgets effectively to ensure optimal use of resources while maintaining financial stability.
• Facilitated cross-functional collaboration for improved decision-making processes within the organization.
• Proactively identified potential risks and implemented mitigation strategies to minimize negative impacts on projects or business operations.

• Company Overview: 4B€ Swedish Company, leader in door opening Solutions. Safety door modules designer, manufacturer for the Automotive, Industrial and building sectors.
• Change Management & Procurement Structure Reorganization.
• Leading 20 team members globally (NA, EU, China).
• Spent of 186M euros. Savings reported 6,7M euros YoY.
• Budget, External and, New projects Purchasing Index, Advance and new projects, purchasing reservoir of savings and, productivity creation.
• Supplier base and foster supplier to make progress in Productivity, Quality and Development.
• Strategic sourcing based on 3 to 5 years business plan by category, commodity and supplier.
• Product selling cost in BOM material consumption, improvement from 68% down to 63%.
• Established strong relationships with key stakeholders, ensuring alignment on procurement objectives.
• Developed global procurement strategies to optimize supplier performance across multiple countries.

• Company Overview: French based company leader in different products/systems for the Automotive OEMs.
• Structured with 35 team members (middle Management and, Commodity Management).
• 6 facilities in the USA and, Mexico.
• Structure a new Purchasing Organization Team among the NAFTA Region.
• Implementation of Indirect Purchasing spend as a Centralized Shared Service for NA; 16 sites in the USA and Mexico. 250m USD spent, 13% in Savings (30M€).
• Creation of Guidelines and Objectives, 350M USD Spend Purchasing Index at 97% (savings).
• Integrate Supplier Designers into New product/projects Development.
• Supplier Relationship Management and Sustainable Procurement.
• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.

• Purchasing organization structured with 17 team members (middle Management, Commodity Management).
• 115M Euros Spend.
• Purchasing Index 91%. or 10M€ in savings. OM 7%.
• Project Purchasing Index 95.2% out of 100%, in the BOM. (20 New Projects in Total).
• Supplier Relationship Management.
• Sustainable Procurement.
• Negotiated favorable contracts with vendors for reduced costs and improved service quality.

• Restructured the entire Purchasing Organization. Towards localization from Japan to Eastern/central Europe and Asia.
• Deployment of Policies and Strategy based on Group Guidelines, processes and procedures.
• New projects purchasing creation and introduction.
• Structured with 12 team members. Sourcing strategy by Categories, Commodities and suppliers implementation.
• Achievements:

- Purchasing Index 91% (150M€ Purchasing spend) 13M€ in savings.

- Best Operating Margin performance at Group level in S1/2008.

• Facilitated cross-functional collaboration for improved decision-making processes within the organization.
• Implemented innovative solutions to solve complex problems, resulting in increased productivity and streamlined operations.

• Structured with 6 Buyers and, 4 SQA Engineers and, a SQA Manager.
• Spend 55M USD. Purchasing Index savings = 93% or 4M€.
• Material Consumption Strategy from 68% to 57% in 2 years.
• -30 plan lead on productivity plan at plant level. -15% YoY savings.
• Sustainable Procurement, resin (PC for headlamps on molding and metallic) recycling sustainable mega project, reducing cost (10M€) year on year. best financial figures group award in 2002, 2003.

• Purchasing and sourcing ownership 15 different projects on Wiper modules, motors, products and systems as a cross-functional team member.
• BOM cost responsibility during project development (6 phases). Contribution to Contribution margin and P&L.
• Project Purchasing Index was an indicator to monitor performance in the cost of the BOM from RFQ stage and customer awarded business to Valeo, to SOP.
• Integrating suppliers know-how early in the stage of project development. This created flexibility in supply chain, commercially and brought competitiveness to Valeo.

• Company Overview: An American company leading the Door and sunroof modules in the Automotive sector.

• Company Overview: A Japanese company leading the power antennas and sensors for the Automotive sector.