Kévin ALBICY

In the context of the EazyBuy program (SAP Ariba, SAP SLP, SAP MDG), already deployed across Europe and the US (21 countries) —where process maturity and user adoption required reinforcement — while driving its expansion to Brazil and APAC and China (19 countries) in a decentralized organization — and amid the early stages of the S/4HANA Transformation journey. Ariba Solution Owner Own the Ariba solution roadmap: collect and prioritize requirements, translate into functional specs, coordinate with SAP CoE and Finance for deployment. Lead user support ticket reduction through improved solution usability and self-service guidance, directly improving user experience and lowering AMS costs. Design and safeguard global procurement core model, driving convergence of local entities toward standardized workflows across intake, supplier onboarding, and P2P. Redefine "Procurement Golden Book" and support Core Model Ratio adoption : 83% global core adoption across 25 entities and 10 processes (PO 100%, PR 97%, Block/Unblock 96%, GR 88%, Supplier Creation 82%). Drive strategic transformation initiatives: On/offboarding program, 3-way matching, Delegation of Authority Cockpit,etc.. — simplifying and reinforcing processes and policies. Optimize SAP Business Network coverage: map suppliers already transacting on the network without a captured ANID, identify existing catalogs enablable at MH to expand guided buying, and run supplier education on network onboarding and usage. Supplier Master Data Owner Orchestrate supplier master data governance for 39,342 suppliers across 21 deployed countries, with a scalable framework for 19 additional countries (Brazil, APAC, China). Designed and secured entity-validated vendor base reduction plan: 27,538 vendors (−30% compared with baseline) by year-end 2026, combining 1,187 archiving quick wins, 1,220 duplicates and 9,397 dormant vendors. Enrich and update global master data standards covering supplier creation, maintenance, cleansing, and enrichment — ensuring S/4HANA readiness. Led the French e-invoicing (RFE) supplier data remediation with Altares across 16,935 vendors : SIRET coverage to 99.9%, VAT to 98.7%, DUNS to 88%, SIREN to 83% — with 81% of records cleared for automated load and 1,852 out-of-business suppliers surfaced. Across both solutions Lead rollout of Waves 4–6: Brazil (ECC, fit-gap done) + APAC, & China — 19 countries, 26 legal entities, 18,000 suppliers in scope, scaling the database from 39,342 to ~57K vendors. Co-pilot AMS performance and governance: monthly pre-reviews with provider on SLAs, KPIs and recurring issues; prepare Management Review action plans. Coordinate two cross-functional communities: MDM Data Community Club (50 members) and Ariba Key Users Club (100 members) — alignment, knowledge transfer, adoption. Act as primary interface between local key users and central governance (Procurement, SAP CoE, Finance); actively participate in EazyBuy governance with Procurement and ExCom. Design MH Learning program for both SAP MDG & SAP ARIBA (3 levels: Beginner → Advanced) with tool simulator, self-paced modules ; co-develop global training content with an external training agency. Drive procurement performance indicators to report on effectiveness of teams, policies, procedures, and ways of working.

Responsible for driving strategic enhancements in global procurement practices and leading transformative projects for continuous improvement and operational excellence. Procurement Strategy & roadmap: Develop and Execute Strategic Digital Roadmaps: Partner with the Head of Procurement Excellence and Procurement Leadership Team to refine and align our procurement tools, processes, and policies with business goals. Ensures new industry technologies and processes are incorporated into Procurement systems, analytical and reporting landscape. Conduct evaluations and develop strong business cases to assess and rank digital transformation proposals for procurement processes. Actively monitor the latest market trends and technological advancements to prioritize and identify potential solutions. Process & tools: Act as the key procurement liaison for the implementation and optimization of SAP Ariba,facilitating the development of a new taxonomy, mapping, and workflow creation (PO, SR, Contracts & Risks) to better align procurement processes withbusiness objectives Conduct detailed analyses to identify user requirements and business needs, facilitating the design of SAP Ariba solutions(eg : Guided Buying, Forms,etc) Procurement Capabilities & Awareness: Responsible for creating and executing a comprehensive learning and development strategy for the procurement team, assessing training needs, designing educational curricula, and enhancing professional skills. Co-Lead the Finance & Procurement Learning Academy, focusing on enhancing finance function awareness across four key pillars: Product Knowledge, Team Introduction, Tools Proficiency, and Soft Skills Development. Communication & Collaboration: Lead workstream for the development and implementation of internal communication initiatives, including the creation of newsletters and various publications. Oversee the design and deployment of a platform specificallyfor both procurement and non-procurement members. Organize and facilitate Global Procurement Leadership Team(GPLT) meetings, coordinate Board Papers, GPLT presentations, and senior leader engagements, ensuring thorough preparation with stakeholders and cross-functional teams.

Project Management activities: − Support Valeo’s project award during CAA with competitive costs and savings plan to finance project acquisitions; Projects for main customers: Toyota, Subaru, Daihatsu, Mazda, Nissan, etc. − Voice of segment strategy in the project, and voice of the project to the segments: daily reviews, design reviews − Ensures timely sign off with the segments of all supplier contracts related to the project from development contracts to mass production (design reviews, packaging approval, process capabilities, Full Day Production, supply chain, etc.) − For global platforms assembled in multiple plants of Valeo (Japan, India, USA, Turkey, ect..): coordination with Product Group to ensure the SOP project specification with commodity strategy requirement in every region ; localization in line with the receiving plant needs and global leverage and risks analysis of the supply base for the platform − Coordinates and deploys SQA and segment leader to each suppliers sourced to support SOP milestones Purchasing activities: − Build up project supplier target panel from pre-sourcing with commodity organization to bundle suppliers awards − Install competition between suppliers after pre-sourcing, bringing suppliers at the same technical level before the sourcing for all project components, proceeds with all negotiations before final sourcing − Coordination with purchasing non production organization to achieve project investments and tooling targets − Ensure capacities for all components − Negotiation of all costs related to projects lifetime: from prototypes, to mass production prices with productivity, prices road map and direct contribution Supply chain and reporting activities: − Manages achievement of all project milestones related to suppliers − Defines and controls communication flows and contents between project teams , suppliers and SQA − Achieves project purchasing KPIs and forecast for all Japan projects reported to Headquarters

Autonomous buyer of prototypes for PSA Group, working across three departments: Prototypes department, After-Sales Prototypes department, Innovation department. Main products purchased are style and technical mockup, including carbon, wiring, stickers, plastics, steel, beams and spare parts, used in new projects, innovation workshops, official committees and showrooms. Purchasing activities: −Launching and establishing call of tenders with seniors stakeholders according to the specification needs −Negotiating with prototypes and serial suppliers according to the purchasing savings strategies −Leading end-to-end purchasing projects, including liaison with engineers, gathering of requirements, sourcing and selection of suppliers, quality audit, implementation of sourcing tactics, establishment on suppliers’ continuous improvement programs −Managing relationships with suppliers, analyzing new proposals and ensuring compliance with quality standards −Improvement and optimization of the France and pan-European supplier’s portfolio Supply chain activities: −Monitoring supply chain deliveries with suppliers’ factories in Southern Europe and China −Gathering needs of PSA factories in order to control the flow of prototypes wheels on the national territory Reporting and definition process: –Designing suppliers’ dependency dashboard, –Designing reporting for the prototypes purchasing department: savings performance, negotiations objectives and results –Deploying a supplier quality management tool and monitoring action plans designed to improve quality –Implementing an end-to-end management of a new purchases process based on a cost breakdown analysis on raw material Environment: −Matrix organization, cross-functional teams of technical (design, engineering, supply chain and manufacturing) and financial officers. Daily influencing of a non-purchasing audience, management of multicultural stakeholders and sharing of best practices with functional counterparts

Accountable for the purchasing of industrial furniture and services for all Imperial Tobacco plants in France Industrial Furniture Commodity Management : −Management of industrial commodities (including painting, piping, industrial furniture, working clothes, screws and bolts). Face to face negotiations and implementation of purchasing agreements within a €4M budget Services Commodity Management: −Purchasing of a wide range of services including cleaning, security, facilities management, parkland maintenance and utility vehicles contracts −Gathered the needs from six plants throughout France, develop and implemented company-specific low-cost solutions −Led negotiation on an annual contract basis with the stakeholder’s needs into a cross-functional environment. −Designed a quality control dashboard to control the supplier’s performance Investments projects Management: −Supported project team (technical officers and senior management) in the design and implementation of strategic products such as production lines, boilers, building and civil engineering spaces −Established and launched call of tenders into a cross-functional organization with strategic industrial suppliers in France, Eastern and Southern Europe for internal customers based in plants across France, Spain, and Poland Purchasing Environment: −Managed an intercultural context and shared best practices among purchasing operators −Developed and implemented multi-site commodity sourcing strategies −Managed relationships with suppliers, analyzing new proposals and ensuring compliance with quality standards Key Contributions: −Purchased and designed (with the supplier and the marketing department) 700 working clothes leading to 14 % savings −€7M purchased split on 33 % investments procurements, 52 % industrial services, 15 % industrial furniture = 7 % savings on products and a cost avoidance of 3,5 % on industrial services −Built a quality-control dashboard to improve the suppliers’ performance

− Implementation of a product reception center − Reorganization of space efficiency: gain’s space of 30 % − Establishment of work units − Expedition products reorganization − Valuation of stock adjustments