Alejandro Rovira Cubillo (He / Him)

Purchasing Director with more than 18 years experience developed in Europe and Latin America, in global multinationals successfully developing my career in different industries – from the financial sector to the sporting sector. In addition to the MBA at Instituto de Empresa, I have abilities in Circular Economy (Ellen MacArthur Foundation MOOC) and Corporate Sustainability – ESG (Bocconi University MOOC) I am specialized in the creation, implementation and professionalization of Purchasing areas, which allows me to have a transversal vision of the company. I generate structural savings with an ESG approach that directly impact the company's income statement through the professionalization of its purchases and its Facility Management and General Services processes. I have generated sustainable savings in balance sheets in less than 6 months in all the projects in which I faced the restructuring of the Purchasing areas. Extensive experience in strategic supply management, namely: − Over € 220 million under management, with an average savings of 6% in nearly 170 negotiations. − Bids and negotiations (Strategic Sourcing) conducted in Spain, Germany, Argentina, Chile and Uruguay. − Major items managed: infrastructure, indirect supplies and general services. − Main negotiations managed: Construction, cleaning services, furniture, signalling, air conditioning, maintenance, copier paper, office supplies, among others. Developed professionally as responsible for the implementation of Integrated Cost Management Model at Santander Bank (Argentina, Chile and Uruguay), via Aquanima (global leader in cost optimization) namely: − Assembling, monitoring and management of procurement plans of the banks: Santander Rio (Argentina), Santander Chile and Santander Uruguay. Total volume managed € 140 million, with an average saving of 7.2% − Reference person for the implementation of Integrated Cost Management Model at Santander Bank. − GAP analysis with Model, definition of steps, responsibilities and deadlines to fit the Model. Implementation of best practices of the Model. Deep knowledge in expenditure management: procurement process redefinition, category management, procurement organizational structure, Requisition to Pay (R2P) workflow re-designing, documentation and negotiation templates drafting. Implementation, management and coordination of new purchasing model.