Procurement manager

Scope:
Responsible for the management of the procurement process of goods and services that affect the operation, profitability and sustainability of the organization; based on the corporate policies and the seven pillars of Strategic Sourcing: Categorization, Strategy, Supplier's Portfolio, Implementation, Negotiation and Selection of Supplier, 
Integration of New Suppliers and Monitoring.

Results:
 Institutionalization and formalization of the purchasing process, based on the Strategic Sourcing methodology, managing to establish the purchasing concentration of the organization. This positively impacted on issues of transparency, better volume negotiations (bargaining power), better corporate governance practices, etc.
 Implementation of the bidding process for purchases over $ 30K USD, overcoming the barriers of a shopping culture lacking a Competitive Bidding.
 Annual average savings for around 300K USD of the amount purchased for the entire Region of Mexico.
 Participation in the development of formal purchasing structures for the group's branches in the Caribbean and Southern Cone, being support in bidding processes, certification of new suppliers, analysis of information by categories, etc.
 Implementation of the supplier evaluation model, ensuring the selection and hiring of better suppliers, guaranteeing guarantees of better services.
 Member of the implementation team of the digital transformation of the ERP-SAP phase 1 purchase process, managing to establish the technological bases of information processing (volumes of 1,000 monthly purchase orders) and efficiencies in operation times (0.97 average days) .
 Leader in the generation of training for all areas for the management of the ERP-SAP business system.
 Member of the selection team of the digital transformation tool phase II of the ARIBA Punchout purchase process.

Scope:
Responsible for the creation of purchase orders in the procurement process of goods and services that affect the operation, profitability and sustainability of the business units; based on policies of negotiation with suppliers, 
monitoring of control metrics and strategic management of suppliers, users and distributors.

Results:
 Implementation of a structural system of suppliers with impact on better business and savings for the business.
 Inventory reduction through efficient warehouse management through the identification of area needs, procurement planning and inventories.
 Re-engineering of the department with process improvements and greater operational efficiencies.
 Significant cost reductions.
 Creation of the provider teacher and the material master.
 Reduction of a volume superior to the 3,500 suppliers to 700 suppliers.
 Resolution of a volume of 354 cases blocked by Rockwell Tecate payments at 0 in 2 months.
 Promotion from national procurement to regional procurement and metrics; so it increased the scope of my 
responsibilities as a member of the Strategic Sourcing team.

Scope:
Responsible for national and international procurement of goods and services, for the execution of metallurgical projects in the acquisition of raw materials to foundry, rolling and distribution of construction steel.

Results:
 Implementation of new records in the improvement of Industrial Safety and EHS, as well as the optimization of the purchase procedure of Industrial equipment, through training routes for all administrative and plant staff.
 Organization of a team of continuous improvement for the solution of problems that streamlined the process of all purchases of office supply and inventory of the main plant from 3 days to 24 hours.
 Managed of the supply purchases of the business units and the inventory to obtain the stratified list of all suppliers with their respective services and / or products, through the Strategic Sourcing methodology.
 Managed the staff training for the implementation of new forms of identification, reception and location of equipment and parts in storage using the best practices of ERP - SAP R/3.

Scope:
Responsible for the validation of equipment, processes and manufacturing systems through the execution of IQ, OQ, PV and First Lot, creating procedures for the manufacture and monitoring of the continuous improvement of 
processes and innovation of the production areas, as well as the control of the quality in devices and polymers of the pharmaceutical industry.

Results:
 Achieved the implementation of new "Poka-yoke" fixtures for the Quality Department and Manufacturing Area in order to reduce the margin of defects by manual assemblies for several devices into the manufacturing lines.
 Executed a project that reduced the amount of raw material for the manufacture of medical "blisters", bringing the thickness of them to 30% less than traditional, maintaining the quality of the product and generating the same percentage of savings in material costs.
 Promoted the extension of the reduction of plastic thickness in other medical devices and polymers to generate significant savings while maintaining the quality of the products for other production areas.

Green Belt has been trained on the Six Sigma improvement methodology and will lead a process improvement team as part of their full‐time job. There is more time spent on the decision‐making and strategy‐building components of key elements in the Six Sigma project planning process. The Green Belt has a deeper understanding of the overall process; they work with centralized project managers on delivering feedback and driving performance goals.

-Lead ‘Six Sigma improvement’ project’s team.
-Operates under the supervision of a Six Sigma Black Belt.
-Analyzes and solves quality problems.
-Participated in a project, but has not led a project
-Coordinate with the data collection process team of their project and validate the measurement system
-Green Belts usually work on projects within their own functional area.
-Able to improve their team facilitation skills.
-Developing Project charter and SIPOC (Supplier, Input,Process and Output) Diagram for their project.

This Master's Degree enables the graduate professional to:
-Use analytical methods to solve complex problems of administration, quality and productivity. Implement administrative and financial systems and programs to increase the competitiveness of organizations. 
-Generate new ideas that can be applied in innovative and effective projects.
-Apply methods and techniques of accounting and administration to evaluate financial projects.
-Implement administrative changes for the proper functioning of companies.
-Participate with other specialists in the definition of strategies and actions to strengthen the competitive advantages of companies.

This Bachelor's Degree enables the graduate professional to:
-Generate tasks of planning, research, design and analysis of processes, devices, systems and projects, based on their knowledge, skills and aptitudes.
-Make activities of construction, maintenance, installation and operation of equipment, machinery, systems and industrial processes, using their creativity and always maintaining a professional attitude.
-Develop Industrial Engineering projects, from the planning phase to the execution of them.
-Analyze objectively the country's situation in the energy field and propose possible solutions to the problems related to the production and consumption of energy.
-Resolve problems at a professional level with the use of computers.
Procure self-improvement by staying updated with advances in technology and engineering.
-Become aware of the situation of dependency and underdevelopment of our country and assume its responsibility in defense of national interests.
-Generate activities of administration, supervision and coordination of Industrial Engineering projects.
-Develop the work as an Engineer, applying his technical and scientific knowledge, with critical conscience, professional criteria, responsibility and creativity.