Armando Sorguini

Strategic leadership of the Corporate Procurement division, managing a multidisciplinary team with 5 direct reports and 25 indirect reports, annual expenses +R$ 1.5Bi in the categories of Raw Materials, Commodities, Ingredients, Packaging, Logistics (Warehousing, Services, Freight), MRO, CAPEX, Facilities, HR, Marketing, and Copacker. HIGHLIGHT: Brazil Procurement Division recognized as the first and only Lala Group operation in Americas to achieve a perfect score in internal and external audits, receiving the “Fully Controlled Process” rating - a regional benchmark in governance, compliance, and operational excellence. • Structured and implemented the corporate procurement strategy, aligning policies, governance, and processes with the Company’s financial, operational, and growth objectives. • Participation in Executive Committees and Corporate Strategic Planning, contributing to decisions related to growth, investments, risk management, operational efficiency, and value creation for shareholders. • Leadership of the organizational transformation of the Procurement area, focusing on pillars of People, Processes, Technology, promoting the migration from an operational model to a strategic structure oriented toward value creation. • Maintained purchasing inflation below official market indices for 5 consecutive years, generating cost savings +R$30 million/year and directly contributing to the expansion of the Company’s operating margin. • Participation in M&A processes, due diligence, supplier integration, and the capture of operational and financial synergies. • Led the implementation of Artificial Intelligence solutions boosting team productivity, reducing transactional activities, improving SLAs, and expanding operational and financial efficiency gains. • Led the implementation of procurement and e-procurement platforms (SAP Ariba, Coupa, SAP MM, Oracle, SRM solutions), promoting automation, governance, traceability, and increased operational productivity.

• Delivered R$ 10 million in annualized savings in the first 6 months of management, in addition to implementing working capital initiatives through the strategic extension of payment terms. • Completely restructured the department, including organizational redesign, optimization of the fixed-cost structure, strengthening of internal controls, and implementation of technological solutions focused on operational efficiency, compliance, and risk mitigation. • Executive management of the area’s key performance indicators, including Savings, Cost Avoidance, Working Capital, Purchasing Inflation, Rebates, Backlog, Supplier Performance, Project Pipeline, and Tender Governance. • Redefinition of the strategy for procurement, marketing, and risk management of vegetable oils, including the creation of an Executive Commodities Committee to monitor market scenarios and make strategic decisions regarding market positioning. • Redefinition of the strategy for contracting and managing energy inputs (Electricity, Natural Gas, Fuel Oils, and Hydrogen), promoting competitiveness, risk mitigation, and cost predictability. • Developed and strengthened Strategic Supplier Management (SRM), fostering long-term partnerships, mitigating supply risks, and implementing collaborative innovation programs. • Implementation of supply chain risk management and business continuity programs, strengthening operational resilience. • Led a strategic project in partnership with the Tax department to identify, recover, and monetize ICMS credits, as well as implement supplier payment mechanisms, generating a positive impact exceeding R$ 100 million on cash flow over a two-year period. • Budget management and direct contribution to EBITDA growth through recurring cost savings, working capital initiatives, strategic category management, and structured cost-reduction programs. • Leadership of ESG initiatives in Procurement, incorporating sustainability, governance, social & environmental responsibility.

• Responsible for the primary packaging category for the meat division, with an annual spend of R$ 500 million. Responsible for global projects.

• Defined the procurement strategy to manage an annual spend of R$ 500 million, including direct and indirect materials and Capex. Restructured processes and policies in the areas of People, Processes, and Technology. • Delivered R$15 million in savings and generated free cash flow through the massive extension of payment terms to suppliers.

• Managed the Services portfolio for all AmBev and Souza Cruz units in Latin America (R$ 150 million). • Responsibilities included supplier qualification, development of strategic procurement plans, performance monitoring, supply chain cost assessment, and standardization of materials and services, with all operations conducted using advanced strategic sourcing concepts.

• Responsibilities included supplier qualification, development of strategic procurement plans, performance monitoring, supply chain cost assessment, and standardization of materials and services, with all operations conducted using advanced strategic sourcing concepts.

• Managed the MRO and Capex portfolio for all AmBev and Souza Cruz units in Latin America (R$ 50 million). • Responsibilities included supplier qualification, development of strategic procurement plans, performance monitoring, supply chain cost assessment, and standardization of materials and services, with all operations conducted using advanced strategic sourcing concepts.