Eduardo Nocera

- Responsible for the IBP implementation, training the whole business, facilitating design workshops and leading the process; - Leadership of End to End Supply Chain Planning processes and teams, covering Demand Planning, Supply Planning (MPS, PCP, DRP, Inventory Management, Milk Supply) and Materials Planning (MRP); - Accountable for S&OP and S&OE process;

- Regional Leadership of Demand and Supply Planning processes, managing a team spread at several South America locations, covering all the brands of AGCO Machinery, from Industry Forecasting and Analysis, through Retail and Dealer (B2B) demand to Production Request, balancing inventory levels with service level; - Member of Global Planning Leadership team as well as Global JANUS Project teams, playing the role of S&OP Leader for South America, working in Process Re-design, including technology tool implementation; - Responsible for the transformation of Demand and Supply Planning processes, shifting from a limited team scope on Production and Inventory Planning to an End-to-End connection, from Retail Demand Planning to build request, reducing production need for 20-50%, preventing inventory growth, both own one as well as dealers ones; - Accountable for the 5 years Business Plan; - Reporting to the Global Leader, but being part of South America Business Leadership Team, interacting with Regional VPs as well as other senior leaders.

- Leadership of IBP (Integrated Business Planning) process (Advanced S&OP) for GEOS South America division – Composed of Retail branded consumer goods and Food Ingredients, covering all aspects of Business Planning (New Products, Demand, Supply and Financial Planning), linking the mid-long term planning processes with the top-down strategy, being the focal point with Global IBP teams; - Responsible for implementation, turnaround and development of IBP process, ensuring its integrity through strong Change Management, governance and proper metrics, making IBP the organization backbone, from a maturity level of 25% to 85%-90%, building a robust Full P&L projection model for 2 years horizon; ; - Member of GEOS2025 Strategy, a leadership committee responsible for design the business strategy for long-term, not limited only to organic growth, but also to innovation and white spaces; - Building and Leadership of Demand Planning Process and area for different business, setting up the appropriate organization, process and implementing proper forecasting technology tools (SAP IBP), increasing Forecast Accuracy, both in B2B in 3000-4000bps as well as in Retail in 1500-2000bps;

 Responsible for Business Planning and Process for Global Sourcing South America countries, being the bridge between Regional (LatAm) and local teams;  Lead of Financial / Commercial Analysis Process (Product Portfolio Sales Analytics, growth, profitability), translating data into business insights, reports and dashboards to Leadership team, increasing Cost Savings 10-20% in that year;  Leadership of Financial Planning (Forecast and Budget / AOP) activities and calendar and key projects

- Member of Competitive Excellence team, global area acting as a corporate strategic consulting focused on enhance Business Units results by working on selected projects by FIBI (Food Ingredients & Bio-Industrial) Business Enterprise; - Design and implementation of IBP process - Integrated Business Planning (Advanced S&OP with Financial Integration), covering Product Portfolio, Demand (Sales Volume and Revenues), Supply (End-to-end Supply Chain, including capacity, constraints, inventory and costs) and Financial (Full P&L) Assumptions based Planning (24 months horizon), building capabilities, processes and tools, partnering with main business areas at diverse hierarchy levels, covering Retail, B2B and Food Service; - FP&A (Financial Planning and Analysis) Leader for Strategic Sourcing and Procurement during the Businesses Transformation Effort for Cargill South America, being responsible for all the related financial impact analysis; - Development of Strategic Pricing processes, by designing and implementing new pricing processes, models and tools (analytics and qualitative), such as Customer Segmentation, Price Architecture with target and range, Sales KPI´s, Market analysis, Data Analytics, System implementation in partnership with different Business Units;

- Responsible for developing the strategies, talents, processes and trainings, through functional leadership, to foster an environment of Operational Excellence (OpEx), as Member of Site Leadership Team; - Management of Lean/Six Sigma projects portfolio (Green Belts and Black Belts) and Problem Solving sessions for big issues, by coaching, tracking and supporting the team; - Development of global OpEx strategy for PharmOps, working in a multicultural environment along with other OpEx leaders around the world, to implement Process Improvement methodologies and programs, in addition to Performance Management Model (Goals, forums and KPI´s) to support business objectives; - Participation in the PharmOps site divestment project;

Working on DPA business (Nestlé and Fonterra joint-venture): - Six Sigma projects portfolio Management (Green Belts and White Belts): Development of methodology working with regional peers, training of people (~120) at the regional level (LatAm), projects coaching and tracking (~80 projects), being responsible for 2/3 of unit savings; - Implementation of Problem Solving, Performance and Routine Management models in Brazil and Argentina sites, through Goal Alignment, KPI´s deployment and operation reviews by managing cross-functional teams.

Working on DPA business (Nestlé and Fonterra joint-venture): - Responsible for the implementation of the Performance Department within the unit, in charge of the implementation of Lean Manufacturing, 5S Program and development of Six Sigma projects; - Participation in developing the Strategic Business Planning; - Co-responsible for production management, including perforamnce and people management;

- Responsible for an assembly area, developing process and implementing improvements, using statistical and analytical tools; - Leading and execution of cost reduction projects and process validations;

- Planning and execution of process validation activities;