Roselit M.

Leadership of comprehensive procurement function transformation projects in large multinational corporate groups in Guatemala, Colombia, and Spain, driving evolution towards One Procurement models and the creation of Centers of Excellence (CoE). Responsibility for transformation initiatives, definition of Target Operating Model (TOM), and management of Change Management associated with the adoption of new operating models.

Key Responsibilities:

• Design and deployment of Procurement Target Operating Models (TOM), aligning strategy, processes, technology, and governance.

• Redesign of As-Is / To-Be processes under an end-to-end S2P approach.

• Design and implementation of governance frameworks, procurement policies, and delegation of authority matrices (DOA).

• Coordination of regional and cross-sectoral teams (industrial, food, financial, and services).

• Change Management for organizational adoption, stakeholder alignment, and model maturity.

• Design and implementation of procurement plans, Quick Wins for savings, operational efficiency, and digitalization.

• Management and control of the procurement and consulting team. (3 people in charge).

• Development of executive dashboards in Power BI for savings control, performance, and procurement projection.

Key Achievements:

• Development of operating models and CoE structures focused on data governance.

• Harmonization of S2P processes and global indicators.

• Design of category strategies and Kraljic matrices adapted to industrial contexts.

• Facilitation of executive sessions with stakeholders from Europe and LATAM to align strategic vision, team capabilities, and digital roadmap.

• Standardization of S2P and increase in operational maturity by over 30%.

• Construction of procurement plans with actionable spend exceeding €1.1 billion.

• Leveling and design of measurable objectives within the negotiation team.

• Strategic savings pipeline exceeding €25 million.

• Unified executive dashboards for CFO.

Responsibility for the regional indirect procurement strategy in LATAM, leading high-impact negotiations and financial efficiency programs in 16 countries. Definition and execution of regional procurement plans focused on P&L validated savings, spend governance, and post-M&A synergy capture.

• Development of the Five-Year Procurement Plan (PQC 2023–2028) with a savings pipeline of €40 million.

• Update and execution of the 2023–2024 Annual Procurement Plan for regional categories.

• Leadership of regional indirect procurement negotiations and high-impact local projects.

• Management of quarterly governance, gain-share clauses, and financial results tracking.

• Leadership of post-M&A synergies (merger of three multi-brand companies) and business case development.

• Implementation of Lean Six Sigma in the Source-to-Contract cycle.

• Design and implementation of Supplier ESG Scorecard aligned with ISO 9001 / ISO 14001.

• Digitalization of category control using RPA + Power BI on Coupa and Jaggaer.

• Direction of the S2P operating model and regional procurement governance.

• Continuous alignment with business, risk, finance, technology, and legal.

• Digital transformation of the P2P process through RPA and operating model redesign.

• Definition of regional standards for compliance, performance, and control.

• Optimization of pipeline, RFx templates, and executive reporting for management. Key:

• Department NPS: 8.3/10.

• Reduction of P2P transactional volume by 35% through RPA (+€4.2 million in savings).

• Increase in catalog coverage: 18% → 52%.

• Improvement of SLA: 82% → 96%.

• Reduction of Time-to-Market:

◦ Express: 12 → 7 days

◦ Standard: 45 days