Luis Montoya, MBA, BEng

Leading a team of 3 procurement professionals, the Category Manager is responsible for strategically developing and executing category strategies that realise value for money and high service outcomes for the Regional Maintenance Delivery Branch and Asset Maintenance Division. Lead the development and delivery of strategic category management programs that are safe, sustainable and deliver whole of life efficiency to the organisation. Develop and maintain strategic supplier relationships to deliver incremental value-add solutions that Branch and Division outcomes. Work collaboratively with internal colleagues to strategically plan, capture and deliver sustainable whole-of-life effectiveness and efficiencies benefits. Contribute to the overall success of the Branch by identifying and developing innovative solutions that improve productivity and enhance internal customer satisfaction. Monitor business activity and requirements, to keep the Branch informed of industry and category trends, risks, and opportunities. Provide expert category management advice on the development of contemporary commercial contract arrangements that deliver optimal and sustainable outcomes for all parties. Champion supply market diversity and ethical and sustainable procurement practices. Ensure that Corporate, Division and Branch procedures, guidelines and practices are applied to deliver high quality workplace health & safety, environmental and quality management outcomes. Key Achievements o Developed, implemented and rolled out procurement strategies for projects under each category of my portfolio (Adhesive Sealants, Bitumen Supply, Culvert Supply, Fencing Material, Waste Disposal / Recycling, Reinforced Steel, ITS, Lime Supply, Pavement Markings, Tunnels, Traffic Control Signals, Ferries, Utilities, Specialized Construction and Maintenance Services and Construction Equipment Rental Services) achieving Best Value for Money outcomes.

Develop and deliver end to end category and supplier relationship management strategies across the Facilities Management category ($300M per annum) – covering both operational and capital areas. Develop and implement appropriate commercial frameworks to reduce risk and to coordinate national contractual outcomes that provides better life cycle cost solutions and security of supply for critical suppliers in accordance with Mirvac policy and procedures. Work in an integrated and collaborative manner with business units to optimise commercial outcomes. Liaise closely Procurement Excellence team to provide integrated solutions to business units. Key Achievements o In order to deliver on financial and non-financial targets, I implemented a new 5 Step Procurement process, tools and templates. o Developed and implemented a tool to align and operationalise corporate goals (e.g., social procurement, net positive carbon emissions, zero waste to landfill, modern slavery, innovation, etc.) with procurement initiatives. o Developed the category management strategy for commercial cleaning services (3 Year contract value of $110M) and commercial security services (3 Year contract value of $40M) by consolidating spend of cleaning and security services providers and rationalizing 32 suppliers into few strategic suppliers across 48 Assets within Office, Retail and Build To Rent.

Led the procurement plans for the pathology business across Australia (AU$160M). Led project teams responsible to execute procurement plans across the Pathology direct categories (Laboratory Analytical Instruments, Medical, Dental, and Hospital Equipment, Consumables and Supplies) across the group and to propose category strategies to reduce the overall total cost of ownership of these goods and services. In consultation with internal stakeholders, deliver on these agreed strategies meeting total business requirements at the best possible cost. Key Achievements o In order to maximize savings and stakeholder engagement, I implemented a new Category Sourcing process, tools and templates. o Achieved 40% savings (AU$ 600K) by consolidating spend of Medical (examination and surgical) Gloves providers and rationalizing 10 suppliers into 1 supplier across the 3 BU’s Pathology, Imaging and Medical Centres. o Achieved 40% savings (AU$ 400K) by consolidating spend of skin excision / basic wound dressing pack providers and rationalizing 5 suppliers into 1 supplier across the 2 BU’s Pathology and Medical Centres. o Achieved 20% savings (AU$ 400K) by leading the Point of Care Testing RFP - Phase I: Agnostic Data Management System, benchtop and handheld blood gas analyzers across Australia o Achieved 26% savings (AU$ 210K) by leading the RFP for ELISA Platform Replacement for Triturus analyzers across Australia o Achieved 50% savings (AU$ 500K) by leading the Specimen Collection & Transportation Bags RFP

Led the Indirects procurement strategy across ANZ covering 2 countries and 100 company-operated stores and facilities. Led a team of 2 procurement professionals responsible to review spend (AU$100M) of all the indirect spend (Energy, Facilities, Marketing, Corporate Services, MRO, CAPEX, Travel, Logistics, IT and Resale) across the group and to propose category strategies to reduce the overall total cost of ownership of these goods and services. In consultation with internal stakeholders, deliver on these agreed strategies meeting total business requirements at the best possible cost. Key Achievements o With no carryover from FY15, my team exceeded the FY16, 17 and 18 hard savings targets by 25% (AU$ 1M), 100% (AU$ 1.5M) respectively and AU$ 2.5M (3.6 times FY18 targets) by obtaining support from the CEO, COO and CFO; and buy in from key stakeholders to be involved in areas where my team had no influence such as ICT, Marketing and CAPEX spend. o In order to drive the company’s purchasing behavior, I implemented a new Procurement Policy which included the introduction of a Category Management process led by Procurement for spend over 100K and a Comparison of Proposals (CoP) process for spend between 10K to 100K. It included the implementation of new tools and templates such as the Valspar Standard Service/Construction/Rental Agreement, a “Supplier Finder” engine, “New Vendor” Form and the “Material Group Categorization” engine. All these new processes, tools and policies were also embedded within Oracle. o Developed, implemented and rolled out category plans and strategies for each category of my portfolio (Energy, Facilities, Marketing, Corporate Services, MRO, CAPEX, Travel, Logistics, IT and Resale), achieving 35% Hard savings (AU$ 5M) of the Indirects portfolio of 1000 suppliers and AU$ 100M spend

o Achieve the benefits (savings and value add targets) and objectives set o Understand and contribute to the development of the regional commodity strategy for the commodities and services spend that will deliver against the set and agreed Procurement objectives. o Network within the business to identify opportunities for procurement to deliver value and savings o Monitor agreed processes with the key internal customers to ensure procurements early involvement in projects which will incur external spend o Lead and facilitate cross-functional and cross-organisational category management projects ensuring stake holder involvement and acceptance to provide sourcing solutions that deliver savings and solutions that meet the needs of the Business or RBU Key Achievements o I developed, implemented and rolled out category strategies for each category of my portfolio (Electrical, Civil Construction, Machines/Apparatus, Analytic, Instrumentation, Piping and Miscellaneous MRO), achieving 30% GAP savings (AU$ 2M), Cash Flow Savings (AU$ 2.5M) of my portfolio of 900 suppliers and AU$ 80M spend o I am currently consolidating the spend of electrical service providers with the objective of rationalizing 30 suppliers into 1 supplier across 36 production sites in ANZ and achieving 20% savings (AU$ 1M) o I achieved 30% savings (AU$ 1.6M) through the implementation of Global Frame Agreements into the Region South Pacific. In addition, I identified opportunities (AU$ 30M spend) to implement other Global Frame Agreements into RSP o I led the Global Deep Dive Program in RSP which comprised 6 Global Deep Dives: CAPEX Operations, Facility Management, Compressor Maintenance, Purchased Gases, Customer Installations and Freight; becoming the leading region in the world to successfully deliver on all these Deep Dives.

o Achieve the benefits (savings and value add targets) and objectives set o Understand and contribute to the development of the regional commodity strategy for the commodities and services spend that will deliver against the set and agreed Procurement objectives. o Network within the business to identify opportunities for procurement to deliver value and savings o Monitor agreed processes with the key internal customers to ensure procurements early involvement in projects which will incur external spend o Lead and facilitate cross-functional and cross-organisational category management projects ensuring stake holder involvement and acceptance to provide sourcing solutions that deliver savings and solutions that meet the needs of the Business or RBU Key Achievements o I developed, implemented and rolled out category strategies for each category of my portfolio (Business Services, Facility Management, Environmental Services, Office Supply, Packing Material, Miscellaneous MRO and Real Estate & Land), achieving 30% GAP savings (AU$ 3.4M), Cash Flow Savings (AU$ 9.0M) and rationalizing 250 suppliers out of my portfolio of 1000 suppliers and AU$ 50M spend o I consolidated the spend of cleaning service providers and rationalized 114 suppliers into 1 supplier across 193 sites, achieving 35% savings (AU$ 1M) o 20% savings (AU$ 570K) through contract renegotiation with incumbent security supplier in Australia, New Zealand and PNG. o 30% savings (AU$ 200K) through contract negotiation with incumbent catering supplier by changing from a management fee model to a subsidy model o 20% savings (AU$ 150K) through contract renegotiation with incumbent Office Supplies supplier in Australia and New Zealand o Property, Rent & Leasing is an area where Procurement had never been involved. However, I implemented a sustainable process to record savings made by the business in a quarterly basis. I was able to record GAP savings of AU$ 1.2M and Cash Flow of AU$ 6.8M

o Develop and implement procurement-related methods and global procurement process in close interaction with the counterparts in the countries and global team. o Identify regional procurement process improvement potential and derive measures; manage Lean Six Sigma projects to improve the procurement performance; especially change management for HPO#9 o Implement, support, administrate and train in relation to global reporting and controlling tools o Monitor, forecast and analyse regional savings potentials and procurement performance. o Support regional and country performance controlling, incl. actualisation of procurement KPIs o Support implementation of a procurement performance target planning process, budgeting and controlling. o Develop and maintain briefing pack o Develop and support internal and external communication tools Key Achievements o I was offered the Global Process Performance Manager role based in the Head Office in Munich, Germany o I was the first in RSP to be awarded with a Green Belt Six Sigma certificate o I implemented the first e-Procurement Catalogues (Punch-Out & MDM) in the region South Pacific. 22 e-Catalogues, 200 users, 3000 Orders and A$ 113M o I redesigned and implemented The Linde Group Category Management Process, tools and templates in the Region South Pacific o I led the Green Belt Six Sigma Project “Categorisation and Rationalisation of the Supply Base” that was first envisaged to benefit from reducing transactional costs. However, this project has uncovered recommendations on where to rationalise €44M and consolidate €40M. This project established the foundations to implement new strategies and methods in order to achieve financial savings of €4M for the next four years. o I implemented a dynamic supply market intelligence tool o I was involved in the implementation of Supplier Relationship Management (SRM) into SAP ECC6.

o Design & roll-out of new/or revised business processes in the assigned area of responsibility o Evaluate business requirements to determine the most efficient solution considering the impact of standard SAP on existing business process and the costs of custom user enhancements o Identify and drive opportunities to improve team effectiveness/ business processes via structured root cause analysis o Deliver process improvements in purchasing & expediting systems by adjusting system configuration to optimise performance o Implement workflow solutions to streamline the flow of information to enhance business operations o Develop exception management tools to highlight areas for review – identify relevant system issues and develop alternative solutions as necessary o Develop business case to support system/and or process enhancement o Ensure new/existing processes are documented & mapped o Communicate change effectively to key business stakeholders Key Achievements o I led the project “Henry Afrikas” that was first envisaged to map “As-Is” Purchasing & Expediting processes and roll out "To-Be" processes. However, this project was extended to map all processes in the Equipment Supply Chain division. This project established the foundations to implement new strategies. o I analysed, redesigned, implemented and rolled-out the Purchasing & Expediting business process, achieving operational efficiencies and savings of 250K p.a. o I led the project “Customer Delight” that established the foundations to implement new strategies to improve Purchasing & Expediting customer service. o I was appointed to become a member of the New Data, Systems and Process Department under the Strategic Procurement Division defining the overall procurement processes, structures, tools and methods.

o Run purchasing on a daily basis and place all orders in Masterpack with local and overseas suppliers within the Service Level Agreement o Pricing negotiation with suppliers o Ensure orders are received by supplier within the SLA according to expected lead times, chasing up suppliers when this does not occur. o Liaise with Account Managers, BDM, Account Payables and Warehouse Managers to resolve all orders with incorrect paperwork and ensure delays are minimised. o Liaise with suppliers, freight forwarders and customer agents. o Ensure quarantine stock issues are solved in a timely manner. o Process any price claims, return authorizations and warranties. o Advise customer service of all product discontinuations. o Analysing and managing stock and inventory levels. o Assist in development and implementation of purchasing policies and procedures o Mediate service issues between suppliers and sales staff Key Achievements o I designed and implemented an inventory model for the goods held in the buffer stock, achieving a 65% decrease in the inventory levels (A$ 3.2M in savings). o I developed the Department’s Priorities Framework, which improved the Service Level Agreements (SLA) and the overall performance management program (KPI). o I designed and implemented a price comparative model, which calculated price discrepancies, achieving a 3% save (A$ 0.5M p.a) of the total cost of purchase. o I developed the Scheduling and capacity analysis of the purchasing process in order to implement operational efficiencies. o I designed and implemented a forecast model to predict the demand which led to a more accurate purchase in bulk of some products achieving economies of scale. o I was called to become a member of the nXtgen project (Corporate Level) to talk about my forecast model. o I designed a Strategic Partnering Framework that was implemented by Corporate Express and our collaborative suppliers in order to measure their performance (KPI).

Reporting to the Procurement Manager, the Category Manager had the responsibility for overseeing the entire Source To Contract and Procure To Pay processes of Direct Spend (Metal Mechanical Material Group Family). This encompassed the Category Management process: category set-up, demand profile, market analysis, category strategy development, finalise contract, establish category management framework and manage ongoing performance and reporting. Tasks include: o Evaluating, managing and re-negotiating commercial contract terms with local and international suppliers. o Run RFQ on a daily basis and place all orders in SAP with local and overseas suppliers within the Service Level Agreement. o Run yearly tenders to award contracts to local and overseas suppliers for the provision of metal mechanical materials. o In charge of metal mechanical materials buffer stock, centralised purchases and contracts of services o Logistics in the delivery (Freight) and reception of materials/equipments o Economical evaluation of bids and tenders, negotiation of the most convenient method of payment and delivery. o Working in a team of five Category Managers o Responsible for Imports considering Inco terms (FOB, CIF, CFR, etc) o Responsible for preparation, evaluation and adjudication of tenders o Managing the inventories (minimum stock, stock rotation) o Schedule and forecast customer demand o Coordinate the supply chain with the different suppliers Key Achievements o I successfully negotiated several deals and awarded contracts with major suppliers that ensured our products that we purchase were price-competitive, achieving 7% savings (US$ 2.8M).

Capacitación avanzada en Gestión Empresarial y Tecnologías de Información y Comunicación -TIC. Ingeniería de Negocios, Arquitectura Empresarial, BPM, Gestión de Proyectos, Gobierno y Gestión de TI, Seguridad de Información e Informática, Desarrollo y Calidad de Software.