Nicolas DANEDE

• Pilot the definition & implementation of the Group's sustainable purchasing policy & strategy, guarantee the achievement of qualitative, quantitative, organizational & financial objectives for the purchase of products and services in agricultural equipment industry (aeronautic like complexity & requirements) • Management of worldwide purchasing organization: >20 buyers in 5 countries • 150M€ Indirect & Direct purchases (main commodities: electronic components / electrical products / PCBA / lithium cells / hydraulic systems / thermic engine / steel raw material / welding structures) • Purchasing organization’ transformation pilot: diagnosis, definition/validation/pilot of 3y transformation plan to achieve with success “strategic purchasing” maturity (Project purchasing, purchasing processes, commodity strategies, risk management, digital structure, CSR) • Shortage Management (Covid & Russian/Ukraine crisis): efficient allocation management thanks to direct negotiation with supplier’s top mngt, no major production stop as main achievement • Performance (savings) of -6,3% over 4years (21>24): mitigation of ww inflation thanks to implementation of strong cooperative process with all service (engineering, production, log,…) for piloting/improving savings from TCO perspective • New ERP : sourcing conduct with -10% savings achievement & ERP M3 Infor Project mngt as Purchasing BPO

• Pilot the achievement of the sustainable performance (Economic, Quality, Procurement), for the perimeter global procurement, purchasing strategy and for the perimeter organization (Talent Management, Process improvement & implementation…) • Management of 6 buyers, and functional management of local Purchasing Teams (> 30 people in 10 Countries) • 350M€ of yearly Indirect Purchases : Stamping, robots & assembly lines (CAPEX) • Sourcing management (>100M€ /year) • Long Term Contract (LTC) management • Free Cash Flow Management : application of financing solutions with suppliers to achieve FCF target

• Pilot the achievement of the sustainable performance for the perimeter global procurement and purchasing strategy (Policy, Innovation, Make or Buy, local integration...) and conduct the perimeter organization (Talent Management, Process improvement & implementation…) • Management of 6 buyers, and functional mgnt of local Purchasing Teams (> 20 buyers in 10 countries) • 250M€ of yearly Direct Purchases : Mechanical parts (Mirrors) & Raw Material (Glazing) • After-Sales Performance Pilot for Purchasing Depart.: 2018 target over-achieved (>40%, best over 5 y) • Panel & Risk Management: Middle & Long-term strategy definition of suppliers, Supplier Phase In/Out Mgnt, Supplier Development and Senior Level Relationship • Worldwide Sourcing Manager: Sourcing plans, management & support of commodity buyers to achieve best Total Delivery Cost (TDC) • Economic / Quality / Logistic Performance Management & Reporting: - Strategy definition for perf. management, KPI follow-up with PDCA, Top Management report - Cost reduction results over-achieved: € 6M of savings in 2018 [2,5% of TO], highest performance over the past 10 years thanks to a “pull” instead of “push” performance management implementation - Capacity management across upstream supply chain

• Pilot the value creation for the company by the QCD performance (Quality, Cost, Delays) of Braking perimeter • 340M€ Direct purchases : Mechanical & Electronic Braking systems • Sourcing Activity pilot : Worldwide Sourcing for Alliance (Renault-Nissan) vehicles of « Clio » platform (> 3 million units, 1B€), prototypes price negotiation recognized as best practice by Alliance Top managers • Economic / Quality / Logistic Performance Management: - Product/Process optimization for economic performance, Cost Reduction of 20m€ in 2016 [ -5% of yearly purchases volumes] - Creation & Development of parts packaging optimization procedure - Worldwide Supply management (shortage crisis, capacity of production, ….), Raw material negotiation

• Development & Industrialization Pilot : o 1st vehicle of Renault-Daimler partnership (« Citan ») & Phase 2 of Renault Kangoo (Budget = 20m€) o 1st Renault electric car [Kangoo ZE] with internal innovation: « charging plug on front grill » (Budget = 2m€) • Management of 1 engineer & 8 technical designers • Development Schedule management result: decrease of 4 weeks on standard timing • New color matching methods implementation within suppliers painting facility • Serial life management (TO = 30m€/y): QCD, Product evolutions, synergies [results = saving of 1m€/y]

• Industrialization Pilot on Trafic Phase2, in parallel with brand partners factories GM (England) & Nissan (Spain) • Management of 3 technical designers • Bankrupted supplier management (« Chapter 11 ») with effective resourcing without impact on car production

• Development pilot of engine absorbers for Manufacturers, with panel entrance as positive result • Management of 3 technical designers • Internal research project manager on new seat concept (plastic structure)

Executive MBA program: 1- Transversal Management 2- Tools & Methods 3- Legal environment & European laws 4- Economic and Social environment 5- Accounting 6- Marketing 7- Organization & Strategy 8- Finance 9- Managerial accounting 10- Intercultural Management 11- Human Resources Management 12- Information Systems Management 13- Operation Process Management 14- Professional Thesis : "The effects of new digital communication tools on the employee performance management in purchasing department"