Arburg GMBH & Co KG is a family owned, 875 Mio Revenues (2022) Injection Molding Machine
Manufacturer based in Lossburg, Germany. In this Position I am responsible for a business volume of 287
Mio Euro （2022）and for the P&L of 10 Technical/Commercial Subsidiaries in the Americas, Asia, Middle
East and Africa with a total of ca. 300 Employees, 11 direct reportees (Subsidiary’s Managing Directors)
and 3 Teams of in total 15 People in the German HQs. Additionally I supervise the coordination of the
activities of 12 bigger Trading partners in different countries of Middle East and South America as well as
Asia.
Activities and Tasks
Regional Sales and After Sales Strategy - Development and Implementation
Organization Development
Target Setting
Budget development and P&L control for each subsidiary
Main Achievements:
Profitable Sales increase 2014 to 2022 from 104 Mio € to ca. 287 Mio €
Setup Regional Headquarters Asia in Shanghai 2021
New Subsidiary in Vietnam 2023
New Subsidiary in Taiwan 2018
New trading partners in Korea, Philippines and Vietnam 2017
Reorganization of UAE Subsidiary with Focus on East Africa (Ethiopia, Kenia, Sudan,)
Reorganization of the China organization with centralization of services and decentralization of sales, after
sales and application engineering
Build up of USA, Mexico and Asean organization (ongoing)
Steering the Brazil organization through the economy crisis 2014-2016

Responsible for the development of market share and EBIDTA of NORMA GROUP in the Asian Market
(India, Japan, China, Korea, Thailand, Malaysia). NORMA GROUP is a 500 Mio Euro revenues, German
headquartered global group with 20 Production Plants, 4000 employees and a presence in 85 countries.
(www.normagroup.com)
Activities and Tasks:
Define the Business Development Strategy of the automotive and Industrial business(Aviation, Rail, Ship
building) in the Region.
Set targets and monitoring methods for the regional business development teams (Sales and Engineering).
Start up Business development team in the new entity in Qingdao, China (2009).
Set up and lead new commercial and engineering entity in Korea (finalized in Sept. 2010).
Lead Business development activities in Japan,India,Thailand and Malaysia.
Market Analysis, NORMA GROUP portfolio analysis to define the localization of
USP(unique selling proposition) products in the region and competitors analysis are the main driver of the
Business Development strategy
Main Achievements:
CHINA
Area Sales Manager and VGM responsibility since 2009 in China. Create a Business Development (Sales
and Engineering) and Operation teams and shape a strategy with the result of an increased market share in
China from 5% to 10% in the Engineered Connection Technology adopting a quick win strategy
addressing new customers and business areas in 2009 and 2010 and increasing revenues from 2009 (3.5
Mio euro) to 2010 (9 Mio euro) and to 2011 (ca. 16 Mio Euro) with forecasted 21 Mio Euro in 2012.
KOREA
Market Analysis in Korea, definition of Business Plan and set up of a Commercial and Engineering office.
Lay out and carry out a consolidation plan of the actual NORMA GROUP representatives and distributor
(from 3 to 1 cost neutral)to increase market share from 50% to 80% in the engineered connection
technology market with supply to all main OEMs.
INDIA
Became approved Supplier in India from all the OEMs present in the region (TATA, MAHINDRA, VW, GM,
FIAT…) and increase revenues from 2 Mio Euro in 2009 (first year of business) to 4 Mio Euro in 2010.
JAPAN
Reshape Market Strategy for Japan using our Thailand and China facilities as regional production hubs and
became Tier1 supplier of Nissan, Mazda and Mitsubishi.
THAILAND
Since 01.2013 additional responsible for south east Asia. Hire and set up the commercial team of 2 people
within the newly created legal entity in Thailand (2011).
Reporting to Director Business Development NORMA Group(Member of the Board). About 60 indirect and
6 area sales managers as direct reportees

Activities:
Market Analysis in 2007
Customer Road shows and Potential Business Opportunity Study in 2007
Discussing and leading JV talks with a local Tier 1 Supplier in 2008
Prepare Business Plan and receive Board Approval for going to India to create a JV (80% NORMA, 20%
Partner) with an Investment of 3 Mio Euro
Setting up Factory and Start Production in December 2008
Main Achievements:
Business Plan approval from Board of Directors in Nov. 2007
Setting up the legal entity in July 2008.
Building up a commercial and enginnering team followed by the factory operations for metal and plastic
manufacturing with SOP in early 2009.
Receive Order Booked of 2 Million from customers before start of operation

Activities and Tasks:
Set up the NORMA Germany automotive branch and take over business from Distributor and develop a
sales and engineering team in 4th Quarter 2004 (5 people)
Analyse Market Potential and Customer requirements for the NORMA GROUP’s Products
Local competitors Analysis
Swot Analysis and Market Approach Strategy for the Italian Market
Main Achievements:
NORMA GROUP become 1. Tier supplier of the Fiat Group (FIAT AUTO AND FIAT/IVECO POWERTRAIN)
in 2005
Develop Market Share from 5% to 20% in 4 Years from 3 to 12 Mio Euro in a stable market environment
Keep Ebitda Value by 15% on the 2004 levels in a high competitive and from the metal price increase
affected market.

Manager at Accenture in the supply chain solution line with personal and operational responsibility,
responsibility for International project’s P&L. Management of international project staff with projects in
Germany, USA, CHINA, France, UK.
Analysis of Process and Business Models, Market Analysis and rationalisation proposal was the main task
as Project Manager.
Responbible for Teams up to 15 Consultant and about 5 Mio Euro / years in revenues
Accenture is the actual number 2 company worldwide in the Business Consulting and Business Process
Outsoucing 150.000+ people (www.accenture.com)
Curriculum Vitae Andrea Carta
4/6
MAJOR PROJECTS (EXCERPT)
Industry: Medical Equipment (Sirona) Time: 03.2003 - 12.2003
Project location: Germany
Role: Project Manager
Description: Acquisition of Project and accountable for budget, timelines, personnel and
deliverables for the 2 teams involved (15 People) in Business Optimisation project. The Project
teams worked on:
- Business and Process Analysis
- Benchmarking Customer Processes with Best in Class Processes and evaluate outsourcing
alternatives
- Prepare the Business Case for the To-Be processes definition
- Analyse Market Potential and define new a business model
- Present the new business Plan to board of directors
- IMPLEMENT DEFINED SOLUTIONS
Industry: Aircraft Industry (Airbus)
Time: 09.2002 - 02.2003
Project location: France, Germany
Role: Project Manager, PMO support
Description: Supporting the A380 Program Management by one of the world leader of the
aircraft industry.
Leading a Project within the customer Program with a team of 10 Consultant
- Integrate and coordinate several implementation projects in the supply chain and engineering
area (supplier integration, engineering and manufacturing integration)
- Focus on the improvement of existing and the creation of new integrated processes,
- Systems integration and legacy systems retirement over different national companies.
Industry: Automotive Industry (CBC-IVECO)
Time: 04.2001 - 09.2002
Project location: China
Role: Project MANAGER
Description: Budget and resources planning, leading a 26 (6 Chinese consultants, 5 Italian
customers, 15 Chinese customers) people team in a new created Italian / Chinese automotive JV
in China. The project scope was the design and implement a new supply chain (Purchase,
Product Configuration, Warehousing, Manufacturing, QA, Sales and After Sales) for the new (2
body lines and 2 chassis line for automotive products) and the old assembly lines and the
implementation of an ERP system for the process support, including the financial integration.
Industry: Pharma
Time: 10.2000 - 07.2001
Project location: Germany, England, USA
Role: Team Leader
Description: Leading a subproject (3 Consultants, 8 Customers) for the design and
implementation of new processes to re-structure the relationship between the customer and the
subcontractors(CRO) in the R&D area in a multimillion, international program.
4 new SOP (standard operation procedure) have been created and a tool to process support
selected and implemented. The SOP was defined for, Contract management, Project
management, Study result Communication, Supplier Evaluation.
A system to support the processes was evaluated and implemented.

MAJOR PROJECTS (EXCERPT)
Industry: Industrial Equipment
Time: 09.1999 - 08.2000
Project Location: Italy, Germany
Role: Subproject leader
Description: Leading a team of 4 Consultant and 10 customers to integrate processes for the
Supply chain and Service activities of a merged industrial equipment company.
The project implemented the new owners’ methods for the supply chain activities of the company
particularly in the area of manufacturing and warehouse management implementing an ERP
system in a high sophisticated production plant for multi-spindle tools machines.
Industry: Automotive Supplier
Time: 04.1998 - 06.1999
Project Location: Italy, Germany, Sweden
Project: Process re-engineering and implementation of the a ERP System by an international
automotive supplier
Role: Teamleader
Description: Coordination of 3 teammembers. Process re-engineering of the purchase,
warehouse management and sales department and implementation of the ERP System BaanIV
for the support of the activities including the EDI communication infrastructure.