Carlos Santacruz
About
Carlos Santacruz is from Detroit Metropolitan Area. Carlos is currently Global Commodities Purchasing Director at KOSTAL Group, located in Detroit Metropolitan Area. In Carlos's previous role as a Vice President of Purchasing America at Joyson Safety Systems, Carlos worked in Auburn Hills, Michigan, United States until Dec 2021. Prior to joining Joyson Safety Systems, Carlos was a Director of Purchasing Global Categories at Nemak and held the position of Director of Purchasing Global Categories at Southfield, Michigan, United States. Prior to that, Carlos was a Director Corporate Performance Improvement at Alvarez & Marsal, based in Charlotte, NC & Atlanta, GA from Jun 2017 to Oct 2017. Carlos started working as VP Global Purchasing and Cost-Out Programme Electrolux Home Care & Small Appliances at Electrolux in Charlotte, NC. USA & Stockholm, Sweden in Feb 2013. From Apr 2007 to Jan 2013, Carlos was Sourcing Director Finished Goods Asian Sourcing Operations at Electrolux Major Appliances, based in Singapore, Sgp and Hong Kong, Hkg. Prior to that, Carlos was a Purchasing Director Electrolux Major Appliance Fabric Care Products at Electrolux Major Appliances North America, based in Webster City, Iowa. USA. from Nov 2005 to Mar 2007. Carlos started working as Purchasing Director Electrolux Home Products Canada Cooking Division at Electrolux Major Appliances North America in Montreal, QC Canada in Aug 2003.
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Carlos Santacruz's current jobs
- Managing 5 High Performance Teams for Electronics, PCB (A), Plastics, Mechatronics and Metals with 60 team members - Heading the restructuration of Global Commodity Team: Development of RASICs, Job Descriptions, Competence Matrixes and Training plans - Establishment of Sourcing Boards for serial production and Supplier Risk Management Procedures - Regionalization and supplier reduction plans to minimize supply chain risk and avoidance of tariffs with targets of 15% yoy improvement - Drive VAVE and PPV purchasing projects Globally for 3.3% achievement of material cost reduction. - Establishment and standardization of guidelines for Make or Buy Globally - Structure, develop and manage the multi-year Global Commodity Strategies in alignment with the 25 Plants with $2.2B USD in spend and 1,200+ suppliers across 3 business units
Carlos Santacruz's past jobs
- Effectively lead and manage a multi-cultural team of 130 team members across 26 manufacturing plants in America’s region including: VAVE; Plant Purchasing; Project Purchasing and Supplier Quality Assurance - Strategically review; update and improve plant; division and corporate purchasing policies & procedures. Project Purchasing and SQA improved deliverables to 90%+ in NPI - Develop and administer programs to continually upgrade supplier performance and participation in improved quality, cost, and parts/service availability - Complex execution of Make or Buy strategies. Initiatives in place for Supplier Finance, Supplier Reduction and Regionalization to improve 15% year on year as target - Support the Corporate Purchasing minority supplier and customer program plans/requirements - Vigorously participate and maintain an effective cost reductions program of 4% throughout all Direct & Indirect Material, Contracted Services and Capex by VAVE and Long-Term Agreements - Oversees 100+ new product introductions (NPI) regionally with over 850 part numbers, in alignment with the Global Commodity Strategy - Full ownership of P&L, budgets, strategy and negotiation for America’s spend of 950M USD
- Working in concert with senior management lead development of team, process, procedures and tools for the management of Global Categories. Increased Category Management to 80% of spend - Accountable for the development, implementation and execution of strategies for the Global Categories: Direct and Indirect Materials, Manufacturing and Contracted Services, Capex & Tooling with net savings of 3.5 to 5% year on year - Establishment of tools for Risk Management to generate an enterprise acceptable risk profile due to the volatility of commodity and performance of suppliers - Forecasted and executed budgets with planned cost reductions with the regions in a cross-functional approach for effectiveness of +/-5% AC vs BU for the year - Development and implementation of Competence Center with the Competitive Award Process - Headed the implementation of procedures for Best Cost Country Sourcing vs. Low-Cost Country; Make or Buy and International Procurement Strategy - Structured, developed and managed the Global Categories for 38 Factories with 60 team members and $2.5B USD in spend
- Categories spend, market and supply analysis and segmentation; global sourcing strategy development; identification of opportunities and initiatives for short- and long-term execution; preparation and execution of business cases and negotiations; presentation of overall sourcing and supplier relationship management recommendations - Develop category-specific strategies focused on standardization, Total Cost of Ownership and value engineering that transform Client’s procurement organizations - Managed supply and pricing risk, enable innovation and deliver sustained results
- Structured, developed and managed the Global VAVE organization for the Sector and merged with Purchasing in 3Q2013. - Managed the Direct and Indirect Material spend of 4 Electrolux owned factories and shared key components with OEM partners. Factories located in Brazil, Mexico, Hungary, Sweden and Asia - Structured and managed Advance Purchasing, NPI Costing and VAVE for OEM and owned mfg - Development with financial institutions programs for factoring of accounts payables and hedging programs of FX / raw materials. 45 days improvement in AP and savings in DM - Generation, development, implementation and sign-off of the VAVEs in alignment with all cross-functional areas for QA, R&D, Mkt, Product Care, Demand Flow and Purchasing - Led a team of 40 people across the Globe with functions of Advance Purchasing, Commodity Managers, Site Purchasing Managers, International Purchasing Office Director - Implementation of MoB (Make or Buy) and SB (Sourcing Boards) for Direct Material and OEM - Increased internal manufacturing by 50% in 2.5 years with MoB (Make or Buy) analysis - Established VAVE learnings & best practice incorporation into NPDs to secure cost at launching - Led implementation of savings of 4 to 5% yoy for Electrolux owned factories and external OEM partners for 20m products annually. 280M USD Direct and 70M USD Indirect materials spend
- Shaped the Strategic Sourcing and Project Launching of Finished Goods from Asia to all Major Appliance entities in Electrolux (AP, EMEA, NA & LA) for 1B USD spend/10M units) - Chartered the growth of the business by 350% spend/volume with products lines of air conditioners, dehumidifiers, air purifiers, humidifiers, microwaves, ranges, cooker hoods, freezers, refrigerators, washing/dryer machines, dishwashers, etc. - Led a team of 1 Analyst, 7 Sourcing Managers/Directors and 9 Project Mgrs. Located remotely inside the supplier base in China, Thailand and Hong Kong to increase effectiveness. - Established reporting systems, financial reports, procedures and tools for Project Management, VAVE (Cost Outs); MoB; Should Cost Modeling; Commodity Analysis; Supplier Selection Tools; Competitive Benchmarks; etc. For all operations of the Asian Sourcing Organization. - Developed and established 1st & 2nd Tier Supplier SKD/CKD procedures and legal agreements; for worldwide sub-assembly operations. Resulting on duty reductions for products out of Asia - Orchestrated with financial institutions programs for factoring accounts payable and hedging programs of FX / raw materials. 56 days improvement in AP and savings in DM. - Developed and sustained strategic relationships with key suppliers for the Group based on Market Participation, Commodity Analysis and requirements from the Global Product Lines - Negotiated and established “Electrolux Contract” in supplier base with coverage of 97% of spend. Including Group Policies and KPIs on QA, IP, Trademarks, Product/Region Exclusivity, Distribution, CoC, DF, etc. For a sustainable LT business model and win-win strategy - Managed NPI based on Consumer insights and Generation Plans provided by Customers, Global Product Line Councils, R&D and EGD with preferred suppliers from Asia - Actual Price Index between 2007 - 2013 of 95% despite the FX change RMB/USD of 21% and raw material cost increases. Lived and worked 6 yrs in Asia
- Implemented and managed a new International Purchasing & Cost Outs Organization at EMA NA Laundry consisting in 6 Teams of Product Care/Purchasing and 1 Purchasing Assistant - Led and managed the benchmark and definition of best practice strategy with other purchasing teams from EMA NA and Global for an optimal TCO combination of LCC, achieving continuous improvements in quality, technology and innovations by combining engineering and supply - Organized and managed Advance Purchasing for all R&D NPD and NPI ensuring maximum involvement of both potential and current suppliers in early stages of projects - Provided support in the development of communication and implementation of purchasing objectives, operating philosophies, and business strategies to the purchasing team in agreement with the Group Purchasing Policies - P&L Owner for 550M USD in purchases and supply chain; with YoY savings of 7% for 2007 and 1% 2006. Connected Laundry and Cooking’s purchases for a total volume of 1.3B USD
- Same activities than Laundry Division with an International Team of 6 Purchasing Agents, 6 Cost Outs Engineers, 1 Purchasing Assistant, 1 Materials Supervisor and 6 Materials Planners. - Managed P&L of 250M USD & Supply Chain for Canada. Total leveraged 750M USD Food Preparation NA - YoY savings of 5% in 2003, 8% in 2004 and 5% in 2005. Excellence 4Q2005 Award and 1st Place in Cost Outs Activities from all Electrolux Major Appliance NA
- Led the Mexican supplier base on development, negotiation and production support for EMA NA and Group for BLCC sourcing; with non-limited scope for projects taking place Globally - Developed and surveillance current and new suppliers according to Electrolux Operations KPI - Negotiated categories: Harnesses, paper board, glass, plastic injection, power-cords, electronic controls, subassemblies, aluminum, stamped parts, die castings, wire forms, fiber glass, powder coatings, overlays, gas components, heating elements, etc. - Forecasted and budgeted the purchases, savings and main indicators for the cooking divisions - Resourced 130M USD for EMA Global with 30M USD YoY savings implemented & WIP
- Led the overall SQA and Technical Supplier Development for 56 Suppliers and 40M USD