Nicola Scarpini

Global Responsibility for Shoes and Leather Goods categories of the Maison about:

- Production Planning management: CRP, internal and external flows management, suppliers network management, industrial plan, CSR management

- Supply Chain management: demand plan, PIC, stock equations, cooperating with HQ and merchandising team

- Procurement of raw materials and components: MRP, OTD, prices, contracts, quality ensurance

- Logistic and Warehouse management: internal and external hub, shipments to GDC

- Leather and fabrics research, industrialization and inspection

Global responsibility for Leather Goods and Shoes Categories of the Maison about:

- Procurement of raw materials and components: MRP, OTD, prices, contracts, quality ensurance

- Logistic and Warehouse management: internal and external hub, shipments to GDC

- Leather and Fabrics research, industrialization and quality inspection

- Times & Methods for Leather Goods and Shoes Categories

- Continuous Improvement projects management across all company functions

• Industrial Director for Richemont Group Maisons A.Dunhill and Serapian for all leather productions (LLG, SLG, Luggage and Belts), with total responsibility for:
• Product Development (model making and proto creation through internal and external workforce, research of new materials and metal comps, finetuning of the collections with Design Team and Merchandising, target costing in respect of margins)
• Quality (new materials, Group compliance, CSR, lab tests, finished products)
• Supply chain (from raw/comp procurement up to the Maisons’ GDCs, prices, contracts, times&methods)
• Budget, stock/inventory, P&L yearly result, FTE management

• Global responsibility for upstream leather supply chain (LLG, SLG, Luggage and Belts) for all Maisons of the Group (Montblanc, Cartier, Dunhill, Serapian, Lancel), across:
• Raw/comp procurement
• Production
• Sales & logistics
• Warehouse
• Project management
• SAP team
• CSR compliance
• My team was composed of 6 direct reports and a total of around 40-45 people. I was in charge also of supervision and coordination on all price negotiations, choice and management of all suppliers, manufacturers and logistics centers used in the supply chain (Italy and abroad for a total of 30-35 manufacturers, over 150 materials suppliers and 3 logistics centers), planning and production capacity and key user for SAP and BOA reporting.

• Management and responsibility of Montblanc leather (LLG, SLG, Luggage and Belts) finished products production (entirely external through around 20 manufacturers located in Italy, Europe and Asia):
• Capacity management
• Selection of suppliers
• Negotiation of prices
• Planning and deliveries
• Contracts/CSR management.
• Key user SAP and BW, 7 people team (office and technical part), daily relationship with business functions involved of Montblanc Hamburg HQ (purchasing, logistic, category management, downstream supply chain, distribution)

• Reporting to Supply Chain Manager, role of planning and control of leather (LLG, SLG, Luggage and Belts) production flows (suppliers, external manufacturers and logistics centers), up to deliveries to Montblanc headquarter in Hamburg. Responsible for the planning (MRP) of components, raw materials and finished products, support to Supply Chain
• Manager for the negotiation of the costs of products in respect with company target.
• Key user in the implementation of SAP in the company (Kick off September 2009- Go Live April 2010) and the related Business Warehouse Reporting System

• Assistant to Product Development Manager supporting all the development and samples flow, with total delegation to BOM manteniance, product costs and pre-industrialization of the new leather collections