Raymundo Magana MCIPS

In this dynamic dual role, I led the major integration of a $400 million indirect spend and all processes, tools, and resources to support a large-scale acquisition. I spearheaded exit strategies for seven Transition Services Agreements including the migration of a multi-hundred user e-procurement platform across 16 countries. In this capacity, I have: ◆ Revitalised indirect sourcing performance by improving operating rigour to expand price deflation pipeline from <1% to >3.5%. ◆ Surpassed financial objectives by locating $5 million in synergy savings and planning matrix-aligned strategic plan to secure cost reduction. Actual 2019 impact landed at $2.3M which was $1M above the annual target. ◆ Led change management for major integration of a multinational legacy GE indirect procurement team and 1,000+ contract documents into improved company structure. ◆ Directed the phase-in/phase-out process of a global Oracle-based electronic procurement platform to a Coupa-based equivalent over a landscape of 30+ company codes in 20+ countries and a 800+ user base. ◆ Led ABB's Facilities and Utilities procurement team in Europe, delivering $9M cost reduction in a highly dynamic internal and external environment across a complex portfolio of over $500M.

As the Global Indirect Sourcing Leader, I directed international procurement and sourcing operations in addition to action planning, relationship building with diverse client bases, and team leadership. In this role, I: ◆ Created a business-focussed, 14-strong global indirect sourcing organisation to support a $10B industrial acquisition. Successfully led cultural shift and assimilation of acquired employee base. ◆ Achieved 5.5% deflation and 1.8% cost avoidance a on $0.9 billion spend to reduce expenses for Professional Services, Travel, Temporary Labour, Logistics, IT & Telecom, and MRO and Facilities. ◆ Exceeded target synergy savings for acquisition in challenging stakeholder environment through excellent communication with incoming indirect teams and key clients. ◆ Accomplished a 14% increase in Days to Pay (DTP) to generate $3.9 million in incremental CFOA. ◆ Developed and headed international logistic initiative to lead 15+ teammates to assess $3 million deflation challenge and execute project pipeline to save $4.3 million.

In this multifaceted role, I led a highly effective multinational commodity management team to deploy MSP+VMS programmes for employees across three countries. I also supported executive-level decision making as a participant of the organizational global steering committee. In this position, I: ◆ Lead a matrix-aligned, globally dispersed team of 18 procurement professionals to drive deflation, cost avoidance and usage optimisation across a $500M indirect spend. ◆ In addition, I managed $167 million labour/engineering services contract to avoid 5.8% of costs and achieve 6.1% deflation. ◆ Increased preferred supplier utilization by 13% and reduced suppliers per million dollars by 5%.

As a Regional Commodity Leader, I delivered award-winning management techniques to oversee major projects and create an online contingent worker database for 2,000+ professionals around the world. In addition, I: ◆ Secured 11.1% price deflation on a $86 million spend. ◆ Earned Executive Management Award and two Above and Beyond Awards.

In this dynamic role, I led complex supply transfers for major manufacturing transitions within a tight timeframe and negotiated with suppliers to improve DTP. While working in this position, I: ◆ Delivered year-over-year deflation rate of 7% for $35 million procurement of metal materials.

Lead a 9 person team in a $120M electric motor manufacturing facility to guarantee direct and indirect material availability through an efficient purchasing execution; ensuring timely delivery to manufacturing, compliance with the plant’s global inventory plan and identification of opportunities for cost-effectiveness, productivity, lean practices and continuous improvement.

Procurement of production material and outsourced component processing, development of material planning tools and processes to manage critical milestones in the supply chain, creation and issuance of demand forecasts for long lead-time items to suppliers. Responsible for a $16MM raw material buy.

Supply base rationalisation, implementation of web-invoicing and e-business solutions with high transactional volume suppliers, vendor database management, execution of e-auctions for purchased materials and services to drive cost-out.