Amine Saksiki

Responsible for 3 strategic categories (Mechanical, Electro-Mechanical, TIG/EB/LASER Welding) representing $35M in spending and 35 suppliers. Managed SAP migration for 17,000 price lists and digitalized supplier performance tracking via EMSBI dashboard in collaboration with Data Analyst.

Categories:

Mechanical ($15M): high-precision machined parts (Inconel, Titanium, Copper, Aluminum alloys) – processes: turning, milling, EDM, drilling, wire cutting. Defined sourcing strategy aligned with supplier capabilities.

Electro-Mechanical ($20M): motors, sensors, harnesses, PWA + purchases via buying houses.

Welding ($5M): TIG, electron beam, LASER.

Key achievements:

Annual negotiations: 20% average deflation on portfolio.

Supplier evaluation (audits, visits): 92% OTD, +12% vs 2025.

Contracting: 9 contracts signed (price agreements, capacity, VMI).

Critical raw material shortage management (Inconel, Titanium) through stock agreements.

Contribution to forecast and revenue planning (add/drop process).

Sustainability tracking: Carbon Disclosure program, reduction of logistics carbon footprint.

Management: supervised 2 sourcing apprentices.

Supply Chain representation for ISO & API audits.

Strategic Sourcing:

Strategic initiatives: new suppliers → 15% cost reduction, + efficiency.

Cumulative savings: $450K on 3 projects in 2025.

Process optimization, alternative materials, resourcing.

Risk analysis (sole/single source), business continuity: 2 M&A business cases.

Electric Bike Sourcing Manager | €10M spending | Motors & Components (Metal, Plastic, Raw Materials)

• Managed sourcing strategy for a new electric bike project, covering a Bill of Materials (BOM) of 30 components, including high-value motor parts and structural materials.

• Developed and implemented a project integration plan, ensuring supplier readiness and alignment with technical and commercial requirements.

• Conducted benchmarking of 15 suppliers in Europe and Asia, leveraging competitive intelligence to drive aggressive negotiations.

o Achieved a 50% reduction in tooling costs and delivered a final BOM cost of €1.67, exceeding the initial target of €6 — a 63% saving.

o Strategically selected and qualified suppliers, ensuring scalability and cost-effectiveness for future production phases.

Buyer for 6 automotive programs – Scope: (Plastic injection parts, wood and steel parts, textile) Average spend = £65M | Strategy definition, negotiation, contracting, SRM

• Managed projects from specification and needs definition to consultation, negotiation, and contracting.

• Prepared plants for automotive projects through adequate planning and securing supplies.

• Achieved optimal efficiency in cost and time management.