Marco Samori

Reporting to the CEO, I led the Supply Chain: Purchasing, R&D Pack, Demand Planning, Customer Care and Logistics. I managed a purchasing turnover of over 50M€/year, distribution logistics (80'000 orders/year) that occurs in the large-scale distribution, pharmacy and perfumery channels. Reporting to me were 4 Managers and a total of 24 employees. Main achievements: • Improved OTIF by more than 2 percentage points (95.39% -> 98.20%). • Effective contingency management of procurement in the post-Covid period without impacting production nor, more importantly, finished goods availability. • Management of the outsourced warehouse of finished goods (3PL). • Development of strategies, policies and procedures to optimize the value of the function based on "data driven" analysis that led to a redefinition of processes then monitored by specific KPIs, this led to a reorganization of the function to the point where the presence of its manager was no longer necessary.

Reporting to the VP Global Procurement, I defined the development and the implementation of purchasing strategies related to an annual spend of 200M€, both direct and indirect materials, for all European sites (8) of Allegion. I had complete responsibility for suppliers’ productivity (saving), quality, and OTD. I managed a team of 22 resources (local Purchasing Managers, Commodity Managers, SDEs, NPDs). I also managed strategic initiatives: outsourcing of production (moving a plant to LCC) and M&A activities. Main achievements: • Management of the outsourcing of a plant (from Italy to Poland) that led to a saving of more than 4 M€/year. • Creation of the group's European purchasing structure following the spin-off of the Security division from Ingersoll Rand. • Achieving, and exceeding, productivity targets of 4%/year. • M&A activities (pre-acquisition analysis and subsequent integration actions) of 4 companies in Europe and the Middle East that enabled significant growth of the company in markets, and with products, where Allegion was not previously present.

European reference of a global team of 240 resources that had the task of redefining all "End-to-End" processes of the back-office functions by streamlining and unifying them for the various divisions/locations of Ingersoll Rand ($20Bn annual turnover). The new ways of working of the "Procure to pay" process were defined during the “Global Design” phase and then have been implemented in all company sites, through the rollout of a new ERP (Oracle). Main achievements: • Redefinition of the “Procure to pay” processes. • Savings achieved generated a 2.5-year payback of a $300M project.

Reporting to the EMEIA Procurement Director, I was responsible for all aspects of the purchasing process, both tactical and strategic, for CISA SpA, an Italian company of Allegion. I defined and implemented purchasing policies for direct and indirect materials. I managed 9 resources on two sites. Main achievements: • Rationalization of the supplier base: reduction by 30% with peaks of 70% (non-ferrous raw materials) and 90% (fasteners). • Implementation of an electronic Kanban system that allowed a reduction in raw material stocks (-15%) and an improvement in the availability of materials for production.

"Expat assignment" in the US headquarters of Magneti Marelli Powertrain. Controlling the performance of the businesses, monitoring and analyzing company KPIs with a focus on product profitability. Preparation of the budget and its periodic reviews and management of the Income Statement. The role also included the coordination of all activities between the Italian and U.S. offices.

Management of 13 people (9 buyers) in Italy and France. Purchasing turnover of 230 million euros/year. Responsible for defining supply allocations based on service, quality and competitiveness KPI's of suppliers. Set price targets and manage commodity classes in order to meet budget targets.

Responsibility, from a purchasing perspective, for all sensors for MM-Powertrain in both new product development and day-to-day operations. Strategic supplier selection and evaluation.