Bruce Beach

• Dept. achieved record cost reductions for fiscal years 2015 & 2016 (175% total savings increase vs. 2014) • Built up and developed a highly professional Indirect Procurement Department, achieved record savings increases (175% improvement on direct & indirect spend). • Developed and implemented a credible and transparent procurement controlling together with Finance and Controlling • Purchase of direct and indirect materials and services of €400mio. • Develop and implement Global Procurement Strategy in line with company strategy • Develop & implement total cost reduction measures including negotiation excellence, multiple sourcing, low cost country procurement, localization, supplier reduction, insourcing/outsourcing in order to consistently overachieve stretch targets • Drive complexity reduction and increase product competitiveness via Design-to-Value projects, harmonization of product portfolio, bundling of demand over strategic suppliers • Support new product innovation and ensure launch success via earliest involvement of Procurement in the Product Development Process • Strategic supplier selection and development • Drive active networking and teamwork with cross-functional departments in order to achieve objectives • Reduce risk/increase company compliance via introduction of state of the art tools, processes and methods worldwide • Increase cash flow via VMI agreements, extended payment terms

• Purchase of electronic and mechanical components, finished good, chemicals and gases, machines and other investment goods plus software and external services • Purchasing volume: Approx. €3 billion • Direct reporting line to CTO, later to CEO • 460 Procurement employees globally • 17 members of Senior Management Team • Achieved record cost reduction savings • Given credit by CFO as main contributor for doubling of stock value, via cost reduction results • Developed and implemented 5 Year Procurement Strategy in close cooperation with Business Unit and Regional Heads, and aligned with corporate strategy. • Reduced overhead costs and increased focus on strategic activities via introduction of Shared Service Organizations in all regions • Increased liquidity via increase of payment terms to suppliers, consignment stock and vendor managed inventory agreements • Reduction of supplier base by 50%. • 80% of purchases by Recommended Suppliers • Implemented new Make or Buy process resulting in multi-million euro savings • Implemented consequent and sustainable Supplier Development Program together with Supplier Quality Manager • Implemented state of the art tools, processes, methods and training worldwide • Aggressively supported sales growth via earliest involvement of strategic suppliers in new project acquisitions and developing strategic partners for finished goods and ODM business • Increased competitiveness by implementing a major Design-to-Cost program • Drove total costs down by introducing programs such as Multiple Sourcing, Challenge Specification, Involvement of Purchasing in the Product Development Process. Assured strong and sustainable participation of internal and external interfaces • Negotiated price/contract/claims issues with President and CEO level of top ranked global suppliers • Strongly increased Low Cost Country purchase volume • ear • Drove culture change within company

• Purchase of electronic and mechanical components, machines and other investment goods plus softward and external services • Purchasing volume: Approx. €1 billion • Direct reporting line to Head of Automotive Electronics Division(also CEO of Hella Group) • 80 direct reports, 120 indirect reports • Worldwide responsibility for purchase strategy development (incl. Local content) in line with Top Management targets • Actively involved Managing Directors of worldwide locations in strategy implementation • Built up Purchasing and Supplier Development Departments at all locations worldwide • Implemented same tools, processes, methods and competence levels globally • Aggressively supported dramatic sales growth via earliest involvement of strategic suppliers in new project acquisitions • Increased competitiveness by founding and leading a major Design-to-Cost program • Drove total costs down by introducing programs such as Multiple Sourcing, Challenge Specification, Involvement of Purchasing in the Product Development Process. Assured strong and sustainable participation of internal and external interfaces • Commanded leading role with production in Make or Buy analysis and decisions • Negotiated price/contract/claims issues with President and CEO level of top ranked global suppliers • Drove opinion and shared responsibility in Top Management decisions such as new product introduction, acquisitions, joint ventures, regional strategies etc. • Reduced material costs 5% year on year despite sharply rising raw material costs • Increased localization on average from 8% to 70% of foreign location purchase volume, tendency increasing • Increased Low Cost Country purchase volume for German locations von 5 to 42% • Reduced failure rate of purchased parts by 25% per year • Increased Working Capital by €40 Mio. via negotiation of extended payment terms/consignment stock and vendor managed inventory agreements

• Purchase of electronic and mechanical components, machines and other investment goods plus services including facility management • Direct reporting line to Head of Industrial Automation Division (also Group CEO) • 15 direct reports, 61 indirect • Developed worldwide strategy (incl. Local content) aligned with Top Management Targets • Coordinated division purchasers • Built up strategic partners • Built up Supplier Quality Management Dept. • Implemented cross-functional Supplier Management • Implemented Purchase Controlling • Optimized Procurement/Supply chain within a Just-in-Time environment • Cooperated with production in productivity increase measures • Actively participated in Design-to-Cost teams • Actively contributed to Make-or-Buy analysis and decisions • Negotiated prices and and claims issues at Top Management level • Increased purchasing synergies via buildup of Lead Buyer Program over all divisions • Increased Low Cost Country Purchasing from 5% to 26 % of total purchase volume • Generated 5 Mio. € savings by bundling the investment demands for 26 plant locations • Reduced supplier base by 50% • 30% material cost reductions • Actively involved Purchasing in the Product Development Process • Purchase volume: Approx. €450 Mio. p.a.

Profit and Loss responsibility • Purchasing and Sales responsibility for electronic components, computer and IT products • Permanent market analysis • Forecasted market trends and customer demands, implementation of solutions. • Request for quotation, comparison of offers, total cost negotiation for global supply base • Acquired new business from internal and external customers • Project business • Proactively developed customer and supplier relationships • Achieved profitable results in first fiscal year • Turnover: $45 Mio.

• Drove turnaround of division via strong reduction of total costs, which made possible successful acquisition of top projects • Reduced material costs 32% by introducing platform technology and standarized components • Reduced Non-Quality Expenses by 40% • Cut inventories by 20% • Leadership role in Design-to-Cost Teams • 15 direct reports • 35 indirect reports including technical department • Buildup and focus on strategic suppliers • Implementation and direct leadership of cross-functional cost reduction teams • Buildup of Supplier Quality Management • Supply chain optimization • Cooperation with production in productivity increase measures • Participation in Make-or-Buy Analysis and decisions • Contract negotiation • Purchase Volume: Approx. € 150 Mio. € p.a.

• Display product purchase responsibility for the entire Siemens Group • Buildup and leadership of a team of 7 employees, including the International Purchase Office, Taiwan • Global market analysis • Focus on strategic partners • Development and implementation of bundling strategies • Supplier Management: Selection, ranking, assessment, active development, phase out • Cooperation in Design-to-Cost Teams • Benchmarking • Request for quotation, comparison of offers, contract negotiation (also on site) in asia • Claims negotiations • 15 % material cost reduction initially plus 7% reductions p.a. • 20% Failure Rate reduction • Purchase Volume: Approx. $450 Mio. p.a.

• Computer hardware and electronic component purchase for top ranked California-based computer & peripherals distributor • Purchase marketing analysis • Supplier selection • Request for quotation, comparison of offers, total cost negotiation for global supply base, including container sized orders from asia • Order processing/scheduling • Reduced prices 8% • Purchase volume: Approx. $35 Mio. p.a. • Sales strategy development • Active phone and on-site new customer solicitation • Sales of computer hardware, software and service • Personal handling of key accounts including customer service issues • Support of Marketing Dept. in new advertisement campaigns • Sales volume: Approx. $45 Mio. p.a.

• Professional video hardware and service purchase • Request for quotation, comparison of offers, negotiation • Order processing/scheduling • Reduced prices 7% per year • Purchase volume: Approx. $5 Mio. p.a. • Sales strategy development • Active phone and on-site new customer solicitation • Personal handling of key accounts including customer service issues • • Sales volume: Approx. $15 Mio. p.a.