Fulvia Guidi

Product Strategy Development and Execution: Developed and implemented a comprehensive product strategy for the semi-finished goods category, driving promotions across multiple channels and crafting tailored marketing strategies. Cross-functional collaboration with five agents, the back-office and the commercial management team to effectively target end-user customers. Process Optimization and Profitability Management: Led the optimization of quotation processes, production workflows, and steel sheet laser cutting costs, ensuring alignment with profitability targets and investment returns. Developed and implemented a new budgeting process and tools for the internal category of semi-finished products, optimizing workload across different departments and reducing offer readiness time by up to 60%. ERP System Implementation Leadership: Provided strategic oversight and leadership for the company-wide ERP initiative, guiding the Business Requirements Analysis, Stakeholder Communication and Engagement, Solution Evaluation, and detailed Project Planning to ensure successful system deployment and alignment with organizational goals. Brand Promotion and Relationship Management: Directed initiatives to enhance the company’s brand visibility at international trade fairs and on social media, fostering stronger relationships with both customers and suppliers and reinforcing market positioning. Workload and Process Improvement: Identified inefficiencies in workload distribution between technical and commercial departments. Introduced new internal procedures and work methods after a comprehensive evaluation of workload and skill requirements, bridging gaps in technical expertise through targeted internal training programs and the integration of new software tools to enhance efficiency and performance.

Strategic Category Leadership across € 50M of Global spend. End-to-End Category Management: Assumed full accountability for category and subcategory strategy, encompassing contracts, cost control, terms negotiation, supplier relationship management, and risk analysis. Directed multiple subcategories, including Steel Raw Materials, Fabrications, Painting, and Assemblies, leveraging data-driven insights to optimize the vendor base. Designed and executed robust medium- and long-term strategies to align with business objectives. Led a team of category specialists and coordinated purchasing activities across five EMEA plants. Supplier Performance Optimization: Strengthened supplier relationships by negotiating and implementing key agreements, such as Master Service Agreements, Memorandums of Understanding, and Supply Contracts. Established clear service level expectations, dynamic pricing tied to market indices, and optimized terms (payment schedules and Incoterms). Spearheaded initiatives to reduce inventory levels and enhance cash flow through innovative strategies, including Consignment Stock, Kanban, and Vendor Managed Inventory (VMI) models. Procurement and Cost Management: Directed RFI, RFQ, and RFP processes, achieving measurable cost reductions and avoidance through comprehensive cost breakdown analyses and Total Cost of Ownership (TCO) assessments. Ensured rigorous monitoring and efficiency across the entire Source-to-Pay (S2P) process. Cross-Functional Collaboration and Innovation: Partnered with cross-functional teams on New Product Development (NPD/NPI), make-or-buy decisions, and cost-optimization initiatives such as Value Analysis/Value Engineering (VA/VE) and design-to-cost projects. Quality and Process Standardization: Collaborated with Quality Parts and Supplier Quality & Performance teams to design and implement the First Part Approval (FPA) process, resolve deviations, and execute corrective actions.

Strategic Procurement Management: Directed € 25M in annual purchasing across diverse commodity categories, including ferrous and non-ferrous raw materials, electrical motors and gear motors, motion transmission components, hydraulic and pneumatic cylinders, electrical components, and packaging. Oversaw all sourcing activities with foreign and Best Cost Country (BCC) suppliers. Contract Negotiation and Category Management: Negotiated annual price lists and commercial terms, drafting and presenting standardized agreements to category management teams to ensure alignment with organizational objectives. Operational Optimization and Inventory Management: Developed and implemented advanced purchasing strategies to minimize supplier lead times and reduce plant inventory through methodologies such as consignment stock, PFEP/ROP, Kanban, and Vendor-Managed Inventory (VMI). Achieved significant KPI improvements while avoiding supply chain disruptions. Global Supplier Development and Compliance: Identified and engaged Best Cost Country suppliers, managing global supplier relationships in full compliance with internal ethical policies and Sarbanes-Oxley (SOX) best practices. Organized and led end-to-end import processes via ocean and air freight, ensuring adherence to EU trade compliance regulations. Cost Analysis and Financial Collaboration: Conducted in-depth analyses of standard cost deviations, providing actionable insights to support Finance and Accounting teams in optimizing the Purchase-to-Pay (P2P) process.

Category and Supplier Management: Held full responsibility for assigned sub-categories, overseeing cost negotiations, creating purchase orders, identifying and assessing suppliers, and ensuring the timely delivery of materials. Budget and Spend Management: Managed annual spending for vehicle direct materials in the Power Unit Area, including car exhaust systems, turbo components, engine test room setup materials, rapid prototyping parts, electrical components, wiring, gaskets, and other Class C components. Global Sourcing Leadership: Led global sourcing tenders, built and maintained supplier relationships, negotiated terms, and finalized framework agreements. Developed and executed sourcing strategies and cost reduction initiatives in alignment with Category Manager recommendations. Supplier Performance Improvement: Enhanced supplier KPIs, focusing on performance quality and on-time delivery in a fast-paced environment with tight delivery deadlines, low volumes, and high complexity. Cross-Functional Collaboration: Collaborated with Engineering and Program Management teams to define and optimize production planning and processes, contributing to overall operational efficiency and product delivery.

Procurement Process and Vendor Management: Supported corporate indirect buyers in negotiating and assigning tenders for IT assets (hardware and software), services, consultancy, software development, and maintenance. Managed vendor relations, including supplier base definition, scouting for new suppliers and fostering long-term relationships. Led the creation, execution, and analysis of RFQs. Budgeting and Financial Planning: Drafted and managed the annual IT budget (CAPEX and OPEX), as well as quarterly forecasts and reviews. Coordinated spending plans across departments, building cross-functional confidence. Conducted in-depth analysis of final balances, and deviations, implemented KPI reports to drive financial performance. Developed and executed strategies to meet the company’s financial objectives. Team Supervision and Stakeholder Support: Supervised IT procurement specialists, ensuring the delivery of best-in-class solutions to internal stakeholders while overseeing the IT budget and its proper allocation across all company departments. Acted as the representative for IT controller functions, ensuring alignment with organizational financial goals.

Stakeholder Engagement and Purchase Request Management: Collected and analyzed internal stakeholder requirements, transforming them into comprehensive purchase requests for presentation to the corporate purchasing department, complete with supplier base, quotations, and technical documentation. Supplier Relationship Management: Managed and nurtured supplier relationships, ensuring the on-time delivery of IT assets and services. Successfully addressed and resolved supply chain disruptions, maintaining continuity of service and product delivery. Budget and Financial Monitoring: Monitored budget spending, tracked deviations, and supported reconciliation processes to ensure financial accuracy and alignment with departmental goals.