Etienne Palasti

Execute corporate validated industrial and sourcing strategy for TVM/Gates/Parking/Validators for competitiveness generation Going through the validation of 1 Business Line global efficient model from a silo organization Implemented S&OP by products with Sales

Organized and Participated to the 1 GE East European Supplier Summit in Poland & to the 3 stage country wide roadshow of Supplier Development Program in Hungary Provided competitive opportunity for East European Suppliers to earn a share of GE’s purchasing volume;

Achieved respectively 7% deflation in 2016 = 14 M$ vs 5% target & 5,6% in 2017 = 11 M$ vs 5,3% target & increased ‘’Glo-calisation ‘’ by 8% from 32% to 40%

Mission : Lead and re-organize India Sourcing ( 6 independant units ) by commodities while bringing 8% products/projects savings, optimising payment terms and reducing Indian supplier base Results : Redesigned the India Sourcing Organization based on 3 pillars : commodity group, central functional team, site sourcing Achieved double digit sourcing performance year after year and decreased supplier base by 50%. OWC focus with Factoring and flexible delivery program implementation

Developed South-East Asian footprint in terms of sales, tendering, strategic sourcing and recruitment Won Karaha Geothermal Power plant for 61 M €

Established an efficient global geographical coverage Key Commodity Management expert organization as a value added partner to business activity customers and use lead competitive country approach as a major purchasing lever. Improved Heat Exchangers structure components + Bowl Mill competitiveness by leveraging Alstom Power Thermal Products global footprint ( “” Buy Alstom Act “” ) with key external suppliers.

Develop and manage reference library database by sub systems. Lead and ensure cost improvement opportunities and initiatives. Develop and integrate sourcing strategy where objectives and commodity approach may conflict with a project oriented environment while also meeting the needs and objectives of corporate sourcing. Manage and control material costs to achieve New York R160 project budget business goals and objectives.

Improve Rolling Stock Management operating income by using local and global lead competitive country sourcing opportunities. Transfer in 3 years 700K hours from make to buy. Re-established sourcing organization and mastered cost commitment on tenders and projects

Led the global sourcing organization and been a key contributor in achieving the overall GE Oil and Gas financial and e-initiatives targets

Promoted polar supplier base and enhanced GE Power Systems sourcing strategy . Defined the sourcing process map for the manufacturing plant in Hungary and established a commodity based organization in conformity with GEPS sourcing strategy. Ensured the highest “e-connectivity’’ of polar suppliers.

Led the European logistics competence team (35 plants for $15M spending). Coordinated strategic purchasing for Electricity Italy (3 plants for $26M spending) . Led the worldwide copper wire competence team (9 plants for $8M spending). Orchestrated MPS and optimized MRP with the organization of external and internal flows . Maintained appropriate inventories and implemented production activity control. Managed national and international purchases, stimulated and internationalized suppliers.

International Business

International Law

Economics, Business, Arts, History, Geography, Litterature