MELISA ALISIC

• Studied technical aspects of managed category to identify key quality attributes and cost containment levels.
• Developed new strategies to reduce purchasing costs and maintain quality standards.
• Built long-term supplier relationships with vendors to establish quality and competitive pricing.
• Mitigated business risk and improved customer lead times through thoughtful supplier network design.
• Liaised with Manufacturing technology and Reliability leaders to address supplier performance issues and develop solutions.
• Researched and identified new suppliers and vendors.• Lead Global SRM (Supplier Relationship Management) meetings
  o partnership alignments with a dedicated group of suppliers (Cross-business)
• Lead a peer group of buyers cross region APAC , NA , LATAM < EMEA . Partnered with other buyers to develop category-appropriate strategy .
• Leadership role in EMEA related to Equipment and Capex:
  o Regional Alignment role between EMEA Parts & Equipment Team & EMEA Capex Team on the implementation of the right strategy within projects
  o Partnership development with EMEA for CC (Equipment specific) -
• Leadership role and subject matter expert on equipment that are important to drive implement of sustainable projects (end-to-end de-carbonization, reducing greenhouse gas (GHG) impact and maximizing electrification)
  o Effectively manage multiple sustainable projects by adding new innovations or innovative ideas/activities and thus creating added value
• Researched, prepared for and led supplier negotiation process for managed category based on TCO approach .
• Drove road-map for Global Equipment Spend under management.

• Sourcing lead for the Project and Portfolio up to $5MM
• Developed go-to-market strategy , sourcing plan and deliverables
• Drove CSSP collaboration and early involvement for effective change management, resulting in improved business planning and priority setting.
• Led RF(X) process, driving selection, employing negotiation strategies for different packages, ensuring selection and contracting is done based on TCO approach;
• Assessed capacity risks and developed an operating cost models.
• Mentored newcomers, fostering professional growth and development.
• Developed dashboards and processes that has provide more insights and clarity
• Achieved professional growth within 20 months by consistently exceeding performance targets, resulting in a promotion to Senior Level

• 50% Sourcing Strategy Development | Project Portfolio Management
  o Identified plans and resources required to meet project goals and objectives. Developed and Led Project Portfolio Sourcing strategy
  o Directed the creation of a multidisciplinary buyer's team, leveraging expertise from 5 professionals,
  o Acted as a bridge between the Sourcing function and the Business Unit, fostering synergy in priorities, strategies, and objectives to ensure successful project execution and implementation; streamlined processes, reducing time-to-market by 20% and increasing ROI by 15%.
  o Drove selection and development of the right supplier capabilities across various projects and approve the final costs .
  o Led the initiative to develop and implement category management tools, such as TCO models and Should-cost models, which enhanced decision-making capabilities and generated a 30% increase in cost savings for the organization.
  o Implemented a strategic sourcing plan for joint ventures, leveraging market insights and analytics to optimize revenue generation
  o Streamlined procurement processes by implementing an automated system , analyzed, created and implemented innovative supply opportunities and strategies that enhance the market position and/or profitability of the company .
  • 20% Stakeholder Management:
  o Serving as the first and single point of contact for the dedicated Business Unit
  o Provided strategic guidance and counsel to Sales department and Project Director,
  o Facilitated effective communication between Sales department and cross-functional teams
  • 30% Capex Team Leadership :
  o Mentored 5 team members ( Category Buyers )

At Atlas Copco I had a bubble role :

Strategic Category Lead

Leadership role in EMEA related to Equipment, responsible for development of appropriate Category strategies and continuous improvement based on Lean and Six Sigma and TCO approaches.
• Implemented a comprehensive supplier relationship management program, fostering long-term partnerships with strategic suppliers
• Streamlined operational implementation of contracts and supplier agreements, optimizing processes and reducing turnaround time by 20%, resulting in improved efficiency and cost savings for the organization.
• Accountable for Track Cost of Goods (COGs) developments during the New Concept such and Should cost analyses.
• Pioneered innovation initiatives, enhancing the company's market position and product margin; introduced advanced sourcing strategies resulting in a 15% increase in product margin and a 20% reduction in supply chain lead time

Senior Project buyer the one who led the timely and successful completion of short and long term sourcing projects in a multi-disciplinary team across various categories and sub-categories. Familiar with PMW (project and risk management) and Prince 2 project methodology.
• Developed and managed Project Sourcing Strategy .
• Produced Project Procurement Management Plan
• Managed project package documentation RF-“X”.
• Droved supplier development activities
• Investigated opportunities to consolidate corporate equipment / material requirements and coordinate biding process.

• Led cross-functional teams: Inside sales engineers (3 fte) and Field and Workshop Service Engineers (8ft)
• Spearheaded strategic thinking initiatives, analyzing market trends and competitor landscapes; identified and implemented cost-saving measures, improved time-to-market by 20%
• Prepare monthly, quarterly and annual sales forecasts
• Coached employees in successful selling methods and encouraged cross-selling to drive revenue and championed a culture of collaboration and synergy, cultivating an environment where individual capabilities merged to create unparalleled value;.
• Spearheaded a strategic pricing analysis, identifying and eliminating low-margin ; boosted company's profit margin by 15% within 6 months
• Developed sales strategy and Service Level Agreements (SLA)
• Established and cultivated solid business relationships with new or existing customers.
• Developed and implemented sales and service procedures
• Key user involved in ERP implementation and key user SAP

• Supervised operations team to support operational excellence and excellent customer service.
• Monitored employee productivity and optimized procedures to reduce costs.
• Monitored inventory and approved reorders of stock to secure necessary resources and meet customer demand.
• Mitigated business risks by working closely with staff members and assessing performance.
• Managed purchasing, sales, marketing and customer account operations efficiently.
• Observed each employee's individual strengths and initiated mentoring program to improve areas of weakness.
• Monitored daily cash discrepancies, inventory shrinkage and drive-off.
• Updated and resolved incidents and managed accessorial charges objectively while maximizing profit.
• Reduced financial inconsistencies while assessing and verifying billing invoices and expense reports.

• Worked with engineers, designers, purchasers and suppliers on changes and adjustments to cost estimates.
• Provided accurate estimates by defining scope, timelines, potential setbacks, and limitations.
• Prepared estimates used by management for purposes such as planning, organizing, and scheduling work.
• Evaluated subcontractor bids to obtain best value for projects.

• Completed mechanical designs for mobile network / antenna's
• Analyzed mechanical designs and prototypes in development life cycle.
• Worked on the prototype development components, assemblies and tooling.
• Created CAD models and drawings for telecom designs.