Andre Gubert

Responsible for the supplier panel for the commodities Steel, Tubes and Welding Wire, in USA, Mexico and Canada. Main missions: o Define commodity strategy o Develop market intelligence and analysis o Pilot supplier selection o Deploy within the Region the purchasing strategy and panel construction o Develop and implement tools to improve global productivity (LCC, e-sourcing, value analysis…) o Manage relationship / negotiation with suppliers o Negotiate general agreements with the main supplier o Supervises supplier evaluation and evolution o Pilot panel management o Lead the supplier performance follow up o Implement consistent supplier reduction plans o Ensure that strategic panel is implemented in the Development phase o Manage and drive purchasing productivity action plans, fix the rules of Productivity sharing between the suppliers and Faurecia o Consolidate and follow budget achievements o Manage insolvencies of suppliers and steer corrective action plan

Structuring and introduction of the multi-units, through market research, strategic planning and definition of the schedule and investments; Projects concluded according costs and deadlines. Leadership of about 60 employees, managing the hiring process, training, development, motivation and monitoring of team performance. Definition of mission, vision and key indicators, focusing on Finance (DRE, cash flow, profitability improvement mapping), Cost (stabilizing cost of material and training in cost control culture). Implementation of preventive maintenance, avoiding equipment stops. Development of successful marketing strategies based on ROI, improving customer service and obtaining recognition as the best store for the interior of the State of São Paulo.

Responsible for the definition of strategic plan for short and long term of Commodities of local and Chinese suppliers, with negotiations of multi-annual contracts. Direct team management with 17 employees. Complete restructuring of the area and implementation of the Indirect Procurement process. Successful implementation of Chinese suppliers in the Brazilian plant. Negotiation management and technical / commercial evaluation of national suppliers. Direct interface with units in Europe to improve the efficiency of productivity, quality and logistics results. Monthly evaluation of suppliers based on quality, cost, delivery, service and innovation. Implementation of the weekly Productivity Committee to monitor cost reduction projects. Acting in conjunction with the Sales area for more assertive negotiations on raw material prices. Active support in the SAP system implementation. Management of brainstorming sessions, VA / VE and workshops for importing or locating components. Strategic planning of the area, focused on reducing costs with suppliers, creating a favorable environment with purchasing team and internal customers, obtaining a record of reduction of cost of Suppliers in the plant in 2010.

Responsible for the productivity management of all areas of the plant (radiators and cooling systems, condensers and evaporators), including product modification, purchase price reduction, direct labor, overhead and logistics. Direct team management with 5 employees of tactical levels (method, quality, product, purchasing and trainee engineers), focusing on hiring, training and monitoring of performance according to defined goals. Negotiation with customers and suppliers for product modifications, schedules, validations and prices. Introduction of the Weekly Cost Reduction Committee, the Quick Response System for Supplier Suggestions, Productivity Card for Productivity Action Management, and cooperation with Sales for customer approvals. Responsible for the execution of the biggest projects of cost reduction of the plant as product modifications, process improvements, change of packaging, reduction of electrical energy, improvements in production lines. Awarded as the best productivity index in the Valeo Group in 2006 and the best VEC business unit in 2007.

Functional purchasing management in 11 sites of the Valeo Group, focusing on turned parts (shafts), stamped, synthetic and ball bearing for electric motors for seats, windows and roof of cars. Definition of the strategy of Purchasing, being considered the best strategy of the Valeo group in 2005. Elaboration of strategy according to segments of parts, definition of difficulties and market risks, trends, implementing criteria of selection and evaluation of suppliers by segment; Supplier development in Asia (China, Hong Kong, Vietnam, India, Indonesia, Thailand, Malaysia and Taiwan), managing international and domestic supplier contracts. Planning and conducting auctions on the web, being considered better negotiation at the Group Purchasing Conference.

Responsible for the Outsourcing Project of the internal production of turned and stamped parts due to bankruptcy / closure of plant activities in Rochester (NY); Project finalized within term and budget.

Definition and execution of the purchase strategy for stamped products, shafts and copper wires for the Mexicana plant. Responsible for defining and implementing machined shaft purchasing strategy for all Valeo Motors and Actuators (VMA) Division plants in Mexico, USA, Germany and Spain. Leadership in the elaboration and implementation of Procurement procedures of the plant. Elaboration and implementation of a plan to negotiate and change suppliers of American, Mexican, and Chinese suppliers, resulting in the largest cost reductions in the Mexico plant in 2001 and 2002.

Responsible for quality of products (APQP) with suppliers, conducting supplier quality system audits (TS16949) and supplier processes in Mexico, Canada, Ireland, Brazil, China, France and the USA.

Responsible for projects for GM and VW clients, leading team with 4 Brazilian employees in France for 10 months. Performance in the definition of project costs and execution follow-up, considering the established schedule. Elaboration and management of expenses and investments of Purchases and the specific budget for the Project. Definition of suppliers for the project along with area buyer as well as APQP plan. Start-up participation of the Valeo Windscreen Cleaner System in Campinas, with definition of processes, policies and corporate strategies related to Supplier Quality. Development and supplier audits, and support in the design of manufacturing processes in suppliers.