Philippe Cretier, MSc, MBA

Lead initiatives and enable different teams and executives across the company to exceed customer expectations and value delivery for strategic customers. Build up the strategic direction, design of commercial models as well as negotiation drivers to come up with a successful sales cycle

Responsible for defining and executing the strategy, while achieving the goals set for a pool of Net New and Dormant Accounts. As part of a customer facing role, responsible for managing the relationship with both customer and SAP, leading the sales and customer care teams, and engaging at C-Level

Responsible for leading and supporting the pipeline development for Digital Transformation in Procurement, Supply Chain and Finance. Works with Market Unit Sales Team to obtain prospect and customer commitment to SAP Ariba programs through value added approach and by fostering continuous dialog with senior client stakeholders during the sales cycle. The main duties are: - Help C-Level executives on digital transformation discussions and roadmap planning - Advise companies on digital technologies to drive business improvement - Identify and show digital transformation value and provide insights to maximize the value realization

Responsible for leading the implementation of transformation projects as well as governance policies to simplify and standardize Procurement organization across nineteen countries in Latin American Operations  Lead the design and implementation –on time and on budget- of complex global transformation projects in Latin America such as Ariba P2O e-catalogue, Master Data Governance for Maintenance category and an e-contract system.  Establish collaborative relationships with senior global leaders, regional leaders and external consultants  Articulate, provide advice and support to global and regional stakeholders as well as local subject matter experts  Develop and implement policies for different categories such as Maintenance, Repair and Operations (MRO)  Cross regional and cross-cultural interaction with global procurement, internal stakeholders and suppliers.  Negotiate commercial terms of contracts for services that apply to different transformation projects.

Responsible for implementing cost reduction initiatives to deliver savings through collaborative product improvement and portfolio simplification and standardization as key part of Cost Transformation agenda.  Led the cost savings program for three different business units with six brands generating millions of USD in savings through both specification and process analysis. This includes articulating stakeholders, driving consumer insights, benchmarking, redesigning the specs & process, owning the implementation plan and more.  Directed 5 projects from the ideation stage into implementation, including cross-functional international teams of 35 people in 4 different sub regions, to deliver cost transformation in Latin America that generated millions of USD in savings each year  Developed and implemented a collaborative end-to-end process to simplify the portfolio of products at country/regional level.  Managed the portfolio healthiness transformation in 15 countries of Latin America with 3 business units and 12 countries generating a total reduction of 40% of SKUs and finding out opportunities in operations, procurement, inventory management and SKU life cycle management.

Led Lean cross-functional initiatives to support the performance of Kimberly Clark Latin American Operations. Led process improvement projects that provided end-to-end simplification and standardization.  Designed and implemented across Latin America analytical processes to simplify and standardize the maintenance, repair and operations (MRO) planning and expenditure by decreasing inventory level.  Worked collaborative with end-to-end stakeholders in Latin America to identify maintenance planning and inventory management opportunities as well as best practices sharing.  Developed and implemented supply chain & operations strategies/advices in order to reduce working capital and waste, improve customer service and margins in a global cross-cultural and cross-functional environment.  Delivered Lean Non-Manufacturing advisories in inventory management, procurement and maintenance planning. Activities developed include, but are not restricted to process mapping, KPI definition and waste identification, among others.  Led several workshops to understand the needs and drivers of the customer, process and business, in order to define the specific requirements that allow describing the current situation and listing the tasks to be performed.

2012 Summer Internship Program in Kimberly-Clark Latin American Operations

Responsible for leading process improvement projects from design to implementation in forestry industry. The projects were related but not limited to operations and logistics. Additionally, internal business partner during the development of projects by external consulting firms.

Responsible for developing, controlling and analysis of KPIs, performance reports, bidding processes, strategic analysis, predictive models and benchmarking across the company and industry.

Design of a Management Model to Improve The Electric Shop at Huachipato (Steel Company).