Ruben De la Pena Alonso

Reporting directly to CPO, managing a purchasing budget of 100 mill€ globally + all projects for door checks. ACHIEVEMENTS: Introduction of new suppliers mainly in USA and Europe || Meet saving target for 2025 || Consolidate plastic purchasing team globally.

ACHIEVEMENTS Tasked with professionalizing a newly created department. Technical analysis of purchases over the last 5 years, including negotiation of framework contracts with major suppliers.

Gerente de compras con la mision de profesionalizar un departamento de reciente creación. Análisis técnico de las compras de los últimos 5 años con negociación de contrato marco con proveedores más importantez

Responsible for global purchasing management for door panel and instrument panel projects within Antolin. With a team of 6 project buyers reporting at a Hierarchical level and distributed globally and an indefinite number of family buyers reporting at a functional level. This team managed purchases worth €1,200 million/year of materials and €180 million of investment.

Responsible for project purchasing management for Europe and America. With a team of 12 project buyers. This team managed purchases worth €1,500 million/year of materials and €200 million of investment.

Responsible for purchasing energy (mainly electricity and gas) and travel for Europe and America. Management of €30 million/year in energy and €10 million/year in travel

Responsible for implementing a technological and management change with the introduction of a new purchasing application, in addition to updating procedures, work system within the department.

With a team of project buyers distributed globally. The team managed purchases of materials and investment. Main functions were coordination of specifications and negotiations, ensure a supplier strategy and budget control, to meet the timing, technical and budget targets. ACHIEVEMENTS IN PROJECT PURCHASING: Reduced project delays significantly || Improved relationships between purchasing, project, and plant teams. ||Facilitated early supplier involvement. || Enhanced cost control and visibility prior to nomination. || Introduced a Total Cost of Ownership approach.

Responsible for purchasing electricity, gas and travel for Europe and America.. Main function was to reduce cost of travel, by consolidating agencies worldwide, and negotiate with global renting car and air companies.. ACHIEVEMENTS IN ENERGY AND TRAVEL: Transform strategy from local to global, and from fixed contracts to hedging, leading significant cost reductions and enhance financial stability. || Implemented a new IT App.

Responsible for coordinating syllabi, classes and practical cases with 2 other teachers. To date, 5 courses have been taught

Implementing new software to drive technological and management changes, adapting procedures, and ensuring accurate reporting. Leading a multidisciplinary team of IT, finance, and procedures experts ACHIEVEMENTS: Established the "Digital Department" || Collaborate with CPO to design a new purchasing structure. || Implemented reliable reporting systems.

Responsible for leading the multidisciplinary team in charge of purchasing management for all factories in China and Thailand. Also supervising the purchases of the Join Venture that Antolin had in China. The purchases were €130 million in materials and parts + €20 million in investments. In addition, he supervised the purchases of the JVs for a value of €50 million.

Responsible for the engineering and Projects team for both local and international clients. The team was made up of 12 project managers reporting hierarchically plus about 20 engineers reporting functionally. The main customers were BMW, Ford, Nissan, VW, Chery, Tata, Suzuki, Hyundai, and Mahindra among others. In addition to the product development projects, I was responsible for the industrialization of the new factories in China that were opening, where it went from one factory in 2004 to 6, including Thailand in 2012, as well as several JIT-assembly centers near customers.

Responsible for the industrialization and start-up of the first Antolin factory in China-Shanghai for Ford. During this period the company expanded by opening several JIT component assembly centers for Ford in Chonqing (central China) + another JIT center for BMW in Shenyang (Northern China) + another JIT center for Nissan in Guangzhou (Southern China) .

Leading team for all owned factories and overseeing Joint Ventures. Key tasks included developing a reliable supplier base, implementing sourcing strategies, and negotiating contracts for both local and export markets. ACHIEVEMENTS: Exceeded cost reduction targets by double || Consolidated a reliable supplier base for both local and export markets || Identified and managed synergies between Antolin companies and joint ventures.

Main customers were BMW, Ford, Nissan, VW, Chery, Tata, Suzuki, Hyundai, Mahindra. Main functions were to ensure timing and quality for the projects, keeping good relationship with customers, participate in the new project quotation and continue with local innovation and support the opening of new factories. ACHIEVEMENTS: Industrialised production and assembly factories in China and Thailand. || Developed local capabilities for designing components for new vehicles. || Consolidated relationships with OEMs.

El DIBEX (Digital Business Executive Program) de ISDI es un programa avanzado dirigido a profesionales y ejecutivos que buscan liderar la transformación digital en sus organizaciones. Ofrece una visión estratégica y práctica sobre cómo integrar tecnologías emergentes, optimizar procesos de negocio, impulsar el marketing digital y gestionar el cambio organizacional. A través de casos reales, talleres y expertos del sector, los participantes desarrollan habilidades clave para diseñar e implementar modelos de negocio innovadores en un entorno digital competitivo.

Escuela Tenica Superior de Ingenieros Industriales de Madrid - Rama mecanica