International suppliers across Europe, the US and Asia in assigned material and supplier portfolios
International Category Sourcing · Supplier Strategy · Food Manufacturing · Data
I connect supplier strategy, commercial decisions, operational reality to improve cost, resilience and execution.
Procurement decisions with the operational impact in mind.
Hands-on supplier strategy, negotiation, cost analysis and commodity-price judgement, supported by food-manufacturing experience and data-led procurement.
Sourcing experience across 30+ suppliers in Europe, the US and Asia, with supplier selection, negotiation, frameworks and call-offs, supplier development and supply-risk decisions. Kraft Heinz adds direct food-production context across five lines and 40+ variants.
Languages: French native · English fluent · Danish operational (PD2/B1+)
Choose the level of detail
At a glanceWhy this background transfers into food category management
01
Category strategy & sourcing
RFQs, supplier evaluation, selection and replacement, alternatives, sourcing routes, supplier-base decisions and follow-through.
View sourcing proof →02Negotiation, cost & commodity judgement
Price, quantity, volume, lead time, cadence, payment and supply terms, framework and call-off logic and raw-material market monitoring.
View commercial proof →03Food production & supply
Kraft Heinz: five production lines, 40+ variants, SAP, material availability, inventory, forecast signals and cross-functional replanning.
View food-production proof →04Data & GenAI
AX/D365, SAP, Excel, Power Query, Power BI/DAX, SQL, basic Python and responsible GenAI-assisted research and scenario work.
View decision-support approach →The transfer is deliberate: strategic sourcing and supplier judgement are the core, food manufacturing shows the downstream reality, and data supports faster, better-grounded decisions.
01 · Documented evidence
Evidence before claims.
These figures come from documented work. The cases separate real responsibilities from illustrative methods for scaling the same judgement into broader category ownership.
Food-production lines and variants supported at Kraft Heinz
Conflicting cost and sales-price data caught before a major quotation
ERP and master-data records maintained and validated
02 · Food manufacturing context
Food-production experience that makes sourcing consequences tangible.
Kraft Heinz adds direct food-manufacturing context. Earlier SAP purchasing at Fletcher Building supports the commercial and material-flow side.
Kraft Heinz · food manufacturing and material flow
SAP and Excel follow-up across orders, consumption, inventory, material availability, production priorities, forecast accuracy and bias, with Purchasing, Warehouse and Production. Worked within formal food-manufacturing routines including HACCP and GMP-related discipline.
Fletcher Building · SAP purchasing
Purchase orders, supplier confirmations, pricing, availability and delivery timing, including goods receipt in SAP.
03 · Working principles
How I work in practice.
Full evidence shows the operating principles behind the decisions.
Careful isn’t a system.
Being careful is not enough. I want to know which information we trust, who owns the decision and how we make sure the issue is followed through.
I keep the whole flow visible.
I connect supplier timing, material status, ERP data, quality evidence and production priorities so problems are easier to see before they become disruptions.
I do not start with the tool. I start with the problem.
If technology makes the work clearer, faster or more reliable, it has a purpose. If it does not, I would rather keep the process simple.
04 · Connected capability
Sourcing, food operations and data are part of the same decision.
The value of my mixed background is understanding the decision before the PO and the operational consequences after it.
01
Category sourcing & supplier strategy
- RFQs, supplier evaluation, negotiation, sourcing-route decisions and supplier selection within delegated authority
- Annual demand, spend and cost inputs, supplier capability, capacity, performance, lead time, alternatives and risk
- Framework and call-off structures, supplier development, alternative sourcing and selective supplier reallocation
- Supplier performance, shortages, recovery actions and commercial follow-through
02
Food, planning & operations
- Kraft Heinz: five production lines and 40+ variants, with SAP-based material-flow and inventory follow-up
- MRP signals checked against actual demand, stock, incoming supply, supplier reality and production need
- Cross-functional work with Procurement, Engineering, Quality, Planning, Production, Warehouse and Finance
- Food-manufacturing discipline including HACCP and GMP-related routines
03
Data & decision support
- Daily AX/D365; earlier SAP and NAV/Navision
- Excel, Power Query, Power BI/DAX, SQL fundamentals and basic Python
- Source checks, assumptions, ownership, approvals and downstream-impact validation
- GenAI for research, comparison, scenario preparation and drafts, with human validation and final decision ownership
HOW I WORKMake the commercial decision visible, then stay with the execution.
I bring the demand, supplier, cost, capacity, inventory and risk evidence together, clarify the decision and approval boundary, then follow the supplier and operational actions until the issue is resolved.
05 · Commercial evidence
Three decisions that show category-level judgement.
These documented examples show commercial reasoning, supplier judgement and recommendation quality. Methods for scaling the same discipline into broader category ownership are labelled separately.
Framework, volume leverage & inventory control
For recurring and volatile demand, I used historical consumption, current stock, future need, expected volume, supplier capability, lead time and price movement to prepare the commercial approach. I negotiated price, quantity, cadence, payment and supply conditions and used staged call-offs to protect availability without buying the full forecast into inventory.
Supplier development & capacity recovery
I introduced a capable supplier, increased the business after good performance, then dealt with the capacity bottleneck created by the higher volume. I discussed the constraint directly, redirected urgent work where possible, controlled new commitments and kept alternatives available while preserving the relationship.
Commodity signal & recommendation discipline
I monitored steel-market price movement, availability, lead time and capacity. When market and production signals supported buying earlier, I recommended action. A different timing decision was taken, so I respected the decision, kept monitoring and the later purchase occurred at a higher price.
OWNERSHIP / INFLUENCE
Ownership, influence and execution
Decisions within scope
Handled routine sourcing and supplier decisions within delegated authority. Longer-term framework changes and exceptional commitments were presented with evidence for the required approval.
Cross-functional influence
Worked across Procurement, Engineering, Quality, Planning, Production, Warehouse and Finance, plus the A.K.S. group company in Poland, without needing direct reporting authority.
Protect continuity under pressure
Maintained critical supply and production-readiness follow-up for about three weeks during reduced team coverage, prioritising shortages, commitments, ERP changes and escalations.
Hold requirements when evidence is incomplete
When required supplier documentation was incomplete, I did not release material on verbal reassurance. I involved Quality, clarified the requirement and kept alternatives open.
Challenge unreliable commercial data
Identified conflicting cost and sales-price information affecting 100+ items before a major quotation.
Follow through
Tracked confirmations, delays, shortages, deviations, returns, corrective actions and recovery until resolution or appropriate escalation.
06 · Selected evidence
The two proofs that matter most.
Supplier and commercial judgement first, then food-manufacturing transfer.
01Strategic sourcing and supplier decision support
Documented experienceSanitised reconstruction
Turning supplier, cost and risk evidence into a commercial recommendation.
A documented sourcing case covering supplier comparison, commercial terms, capacity, alternatives, delivery risk, decision ownership and follow-through.
Category judgement: combine demand, supplier capability, cost, performance and risk before choosing the sourcing route and next action.
Category sourcingSupplier strategyCommercial judgement
02Food manufacturing and supply transfer
Documented experienceFood manufacturing
Understanding what happens after the sourcing decision.
Kraft Heinz experience across five production lines and 40+ variants, using SAP and Excel to follow orders, consumption, inventory, material availability, production priorities and forecast signals.
Food transfer: sourcing decisions connect to availability, inventory, planning, production and service, not only purchase price.
Kraft Heinz5 lines · 40+ variantsSAP & material flow
07 · Category economics
Understand the economics before choosing the sourcing route.
My documented work already uses demand, supplier price evolution, raw-material movement, capacity, lead time, inventory and risk. For broader category ownership, I would make that logic more explicit in repeatable cost and scenario models.
TOOLS, WHEN THEY HELP
The distinction matters: the inputs below are grounded in my experience; formal make-or-buy ownership is shown only as an illustrative decision method.
Cost-driver review
Unit price, processing or service cost, freight where relevant, volume, lead time, capacity, quality and rework, inventory exposure, flexibility and continuity risk.
Future-price scenario
Commodity movement, supplier price evolution, external processing or service cost, demand and volume, capacity and lead-time signals translated into visible assumptions and scenarios.
Make-or-buy lens · illustrative methodology
Internal capability, capacity, investment or tooling, quality, lead time, variable and fixed economics, supplier capability, flexibility, continuity risk and strategic importance. This is a decision framework, not a claim of historical make-or-buy ownership.
TECHNOLOGY IN PRACTICE
Data and GenAI in procurement.
Data and AI are useful when they improve the quality or speed of preparation without hiding the source, assumptions or final human accountability.
Use approved internal or public sources to compare suppliers, cost drivers, market signals and scenarios. The tool supports the analysis; the responsible person owns the commercial judgement and decision.
From ERP controls to category decision support
Daily AX/D365 and MRP work trained me to question item and supplier data, dates, planning parameters, material availability and exceptions before acting. I apply the same discipline to category analysis by validating sources, assumptions, units, timing and ownership before comparing options.
My rule for digital assistance
AI can help with research, data checks, scenario comparison and first drafts. Restricted data stays in approved systems. The relevant owner reviews the evidence and approves the final decision or output.
Where GenAI can support category work
Used responsibly, GenAI can accelerate preparation while leaving the decision logic visible.
- Commodity and market research using approved sources
- Supplier and quotation comparison
- Cost-driver identification and challenge questions
- Scenario preparation and future-price assumptions
- Risk and opportunity summaries
- First drafts of decision briefs, with source validation and human review
AI use in this portfolio: I used AI for some drafting and code support while building this portfolio. I checked the career claims, rewrote the wording, tested the site and made the final decisions. Examples are sanitised. Confidential company records, identities and internal controls are not published.
08 · Transfer
Where this evidence transfers.
International Category Sourcing
Supplier strategy, RFQs, negotiation, alternatives, category inputs, commercial judgement and a clear method for scaling into multi-market implementation.
Supplier Strategy & Development
Supplier selection, development, performance, capacity recovery, alternative sourcing and selective reallocation.
Procurement Operations & Performance
Open-order control, delivery and OTIF performance, shortages, exceptions, documentation, KPIs and recurring supplier follow-up.
Food & Materials Planning
Kraft Heinz food-production context, SAP, inventory, material availability, forecast signals and Production, Purchasing and Warehouse coordination.
Cross-functional Procurement Execution
Turn sourcing decisions into supplier, Quality, Planning, Production, Warehouse and Finance actions with clear ownership and follow-through.
Procurement Analytics & Decision Support
Excel, Power Query, Power BI/DAX, SQL, basic Python, source validation, scenario work and responsible GenAI.
09 · How I start
How I would start in a broader category role.
Understand the category
Learn demand, suppliers, agreements, specifications, cost drivers, commodity and market signals, stakeholders, current performance and the most important cost and supply risks.
Own one commercial or supplier priority
Take one real cost, supplier-performance or supply-risk issue from evidence through recommendation, stakeholder alignment, supplier action and follow-up.
Deliver one measurable improvement
Improve cost, risk, supplier performance, sourcing structure or process effectiveness, establish the baseline and agree the owner and review rhythm.
International Category Sourcing · Supplier Strategy · Food · Data
Romaric Clementi10 · Contact
Supplier strategy, commercial judgement and food operations with a data-led view.
I connect supplier and market evidence, commercial terms and cost drivers with the production, quality and service consequences that follow. That is the perspective I would bring to international food category management.