Mariusz Grosicki

 Leading and managing in matrix organization 20 senior buyers across Europe, Africa and Asia (dotted line);
 Assessment & improvement of category management structure among managed commodities (Castings, Forgings & Powder Metals) based on Kraljic supplier’s relationship models and tools focused on supplier segmentation
 Managing €45 M budget with responsibility of around 220 suppliers across the world (EMEA and China mainly);
 Focusing on Suppliers Relationship Management considering complete purchase-to-pay process in accordance with Group programme of Seamless Flow;
 Co-creation and development of Supplier Performance Management tools and KPI’s definition in cooperation with regional teams – measurement of Savings, % of fulfilling Sustainability audit, On time delivery, Number of claims, Payment terms, Quality level (PPM’s);
 Definition of Procurement Performance Dashboard with regional Procurement Heads and Appraisals of managed team accordingly – ‘Lean’ visual 1 page spider chart assessment;

 Leading and managing five person purchasing team for production direct materials (solid line)
 Creating yearly budget and reporting on monthly basis about status of the managed budget (both: SAP built in and external tool);
 Managing €90+ M budget with the responsibility of around 70 suppliers;
 Identifying, prioritizing and enforcing the procurement & sourcing processes and procedures (also for internal and external audit’s requirement), as well as managing supply chain oriented improvements and savings;
 Negotiation of commercial terms with key suppliers considering 360 degrees analysis;

 Indirect purchasing buyer within first 1 year and a half, focused on maintenance and machinery purchase orders;
 Managed budget of €20-40M depending on commodity with yearly average saving achieved of €1M (around 7% on added value);
 Key role in implementation SAP R3 system in Sourcing area both direct and indirect – cooperation with consultants in mapping processes purchase-to-pay based on existing procedures;
 Managing assigned commodity as Buyer – Senior Buyer with fully responsibility of economic result with aim to achieve year-on-year improvement in total cost, quality, and supplier performance, including total cost of ownership concept;

 Managing purchasing and logistic process with direct and indirect production materials supplier’s including cooperation with customs agency’s;
 Working with SAP system – status of key user;
 Direct responsibility to manage and fulfill Intrastat declaration (participation in the implementation of SAP’s module with outsourcing IT company);
 Cooperation with Strategic Purchasing Dept. in range of glass purchasing strategy for polish plants;
 Purchasing responsibility for the yearly result on budget of around €2M of glass commodity and indirect materials budget (yearly purchase of 1 €M);

 Introduction to SAP system management;
 Negotiation with small NPR and PR suppliers