Sergio Rdz

• Sourcing culture implementation… from purchasing to Sourcing. • Direct, Indirect & Services strategies. • Sourcing governance mechanisms aligning with Operation and Finance. • VIPS strategies: a)Effective Cost b)Delivery on Time c)Quality d)Engineering Support e)Innovation f)Risk Management. All under TCO. • Business Balance Score Cards. • Supplier Rating Score Cards with Supply Base. • Project Saving / Cost reduction strategies management. • Sourcing Process & Procedures implementation. • Contract Management & Strategic Agreements • PPVs governance / Monthly bases. • Early engagement with R&D bringing supplier expertise. • NPI for technologies gap analysis. • Sourcing organization assessment. • Direct communication with CEO, CFO and COO for P&L strategies review in regards COGS. • ASIA Suply Base strategies for consolidation & cost reductions. • Supplier scouting and Supplier Development.

• Responsible for America & its Business Units. • Transforming culture from Purchasing into a real Sourcing team, guiding team with Sourcing mind set. • Responsible for Direct, Indirect & Service areas; Strategic & Tactical perspectives. • Managing CAPEX with ROI analysis, partnering with Finance and COO. • Process & procedures development at Sourcing, creating governance holistically & business G&Os. • Creation of fundamental strategy: VIPS (Vertical Integrated Proposal Solution) in where six pillars are being managed a) Cost effective b) Fulfillment & Delivery on time; c) Quality; d) Engineering support; e) Innovation; f) Risk Management. • Supply Base Development & Supply Base localization/Nearshoring, including RPAs evaluations. • Business Balance Score Card implementation in America. • Development & implementation on Supplier Rating Score Cards strategy /monthly. • Creation of master files & mechanisms for good Governance at Sourcing operations. • PPVs review with Finance with positive impact on the P&L. Setup for Std Cost year over year based macroeconomics & demand. • Cost reduction & deflation strategies: First year after strategies implemented=15.3% down on Indirect & Service; 29% down on packaging; 35% down on chemicals; 5% down on plastic. • Early engagement strategies with design, manufacturing & program management. • Strategies implementation for Anticorruption & Fair Competition Policy + Supply Base Code Of Conduct. • Contracts. • Macroeconomics analysis. • Effective communication with supply base through QBRs strategies.

• Responsible for 3 manufacturing facilities, with more than $360Musd. • Headcount management for 17 sourcing members among North America. • Commodities covered: Metal Fab, Plastics, Cable and Harnesses, Hardware, Electrical & Electronics, Motors. • Build strategies for delivery on time with a make to order business model. • Set up standard cost for next year considering market/commodity profile. • PPVs reviews to identify cost impact (favorable & unfavorable). • Implementation of stocking agreements & raw material safety stock. • Contract reviews and implementation. • Vertical integration supplier development / Supplier scouting. • Strategies Setups for project saving funnel from a TCO perspective for an execution in a yearly time frame. • Strategies for supply base localization across the region. • Identification of supply risk through deep dives into supply base: main objectives: capacity constraints, engineering support for new parts and identification of dual source needs. • Organization structure optimization / changes to make a cross functional team, based on category focus team.

• Responsible for LATAM commodity management, developing internal business relationship identifying gaps and building the supply base for all commodities. Identifying business cases using LCC (supply bases) for HCC (Philips operations). Improving flexibility in supply chain with a “local for local” model. • Responsible of outsourcing supply base for a business group, from Asia to Mexico. PPVs review & approval; reconciliation due to differences of incoterms; Management of transnational EMS as a main supplier during the transfers, working on strategies due to “Global Allocations” in E&E components.

• Strategies implementation for a cost-effective results, applying economy in scale + right vertical integration competence through supply base. • Responsible for LATAM commodity management, developing internal business relationship identifying gaps and building supply base on all commodities. Business cases identification using LCC (supply bases) for HCC (Philips operations). Improving flexibility in supply chain with “local for local” model. • Responsibility of Supply Base Management on packaging (more than $30Musd). Coordination among mechanical commodities in order to balance priority for cost savings projects. • Global responsibility on packaging commodity. • Extended responsibility for a cross sector, including Healthcare and Consumer Business; supporting initiatives for consolidation and driving synergies creating integrated benefits. • Cost reduction and deflation year after year (about 5-7%). Working through transfers, engineering projects & some other initiatives like Should Cost, Supplier Development, DFX. • Consolidation of the supply base, working over more than 450 suppliers. • Maintain the supply base performance into targets related to delivery on time, quality, sustainability, payment terms and innovation. • Generation of strategic alliance and contracts with supply base for a long-term business relationship. • Supplier scouting and supplier development. • Multifunctional team events generating ideas from suppliers (early engagement) for cost effective BOMs. • Theoretical analysis for products, considering market industry conditions & commodity profile. • Supporting localization of supply base when Philips Manufacturing facilities were re-localized. • Effective communication (QBR) with key suppliers building a strategic business relationship with a win-to-win vision. • Goals and Objectives based on annual BBSC.

• Launching new programs for accounts related to Consumer and Electronics. • Being the main contact / leader between customer and Nypro while a product is being launched. • Supporting sales management on accounts under quote process. • Generation of ideas for cost reductions once the program is transfer from launch phase to production phase. • Looking for new opportunities to be more effective applying new technologies available in the market.

• Responsibility of Supply Base Management on plastics and Fabrication & Machining (Metals) for Latin America region; basically, mechanical commodity. • Extended responsibility for supply chain management in USA and some other supplier as a global responsibility. • Development and Qualification of new suppliers in order to cover the technology gap required for GEHC’s products. • Responsibility on initiative for supply base localization for Mexican facilities (at least 70% of localization) • Generation and execution of project transfer for productivity and deflation. • Initiative management (Should Cost, cost Breakdown, etc.) in order to get cost reduction in our products. • Give full support on programs launching, using the current supply base and/or qualifying new suppliers. • Administration, review and maintenance of supplier performance: On time delivery (95%), quality (99%) and productivity and deflation (7-10%). • Supply Base qualification based on: “Strategic”, “Maintain” and “Exit” supplier. • Generation and renewal of contracts for strategic supply chain / key suppliers for the business. • Follow up on initiatives like: QBR, Material Technology Change, Cost-Down.

• Responsible for automotive accounts • New product introduction and its development as well as being responsible of those products in normal production. • Customer negotiation under cost reduction concept as well as engineering change plus product improvement • Management of performance metrics like on time delivery / DPPM / PPV. • Proposals in new business opportunities in front of customer, operation of value added. • Leadership on team work through all departments involved on program success, leading people from materials, customer service, process engineering, tool shop, quality and paint process • Analyze new project feasibilities relative to demand/material management, including financial aspects such as P&L and annual volumes.

•Responsible for the introduction of new programs under the automotive and appliances accounts. •Project management providing customer with specific time-lines for the program execution, this in order to give customer the opportunity to review it in detail. •Generation and presentation of APQPs and PPAPs for product/program approval. •Implementation of documented process named “work-books” in where all program details were specified. •Lead and set projects for cost reduction through reduction of cycle time and set ups. •Leadership on team work through all departments involved on program success, leading people from materials, customer service, process engineering, tool shop, quality and paint process. •Analyze new project feasibilities, relative to demand, technology complexity, material management and profitability.

•Responsible on setting up the standard cost on materials for those product lines under my responsibility. Working together with the sourcing area in all different commodities. •Customer negotiations on the Bill Of Materials for their products. •PPVs (Purchase Price Variance) approval between the standard cost and market price in the raw material. •Raw material cost review for those product under quotation process. •Management of process review with sourcing in order to obtain the highest mar up between the negotiated cost with customer and the potential commodity cost. •Management of engineering changes coming from customer, including its costs as well as its implementation time line. •Excess and Obsolete materials evaluation, so it can be renegotiated with customer depending on demand.