Supply chain director/supplu chain manager

Responsibilities/Activities: Responsible for two distribution centers in USA and two Manufacturing Plants in México. Distribution, Planning, Warehouse, Inventory Control, Procurement, Sourcing, Import/Export, Transportation and SIOP process.
Achievements: 
•	Started up operations in Monterrey, two distribution warehouses in USA and two manufacturing sites in México. Initiated and set up the supply chain processes.
•	Project Manager responsible for the technology and equipment transition from US to Mexico. (90 injection machines and assembly lines)
•	Increased the customer on time delivery from 70% to 100% with our most important customers. 
•	Implemented SAP system in three entities. Champion of the ERP implementation including the “blue print” design and set up. 
•	Inventory reduced 30% through lean manufacturing techniques implementation, planning, consignment and VMI strategies. 
•	Saved 6,500,000 USD in vendors relocation, sourcing and transportation strategies. 
•	Started up SIOP implementation. 
•	Reached the highest LIFR and lowest backorder rate in the division.
•	 Improved efficiency in both distribution centers with savings of 550,000 USD. 
•	Sustained inventory accuracy over 98%-99% in two distribution centers and two manufacturing plants. 
•	Act as Plant Manager during highest backorder and lack of leadership crisis in Monterrey Operation. Backorder was reduced from $3.2 MM to $.4 MM in 7 months.
•	Developed Supply Chain strategy in Latin America. I provide all the support and analytical process to open a distribution centers in Brazil and México.
•	Project Manager for Transfers of Operations to México.
•	Special Assignments during my career in Thermo Fisher:

1.	SUPPLY CHAIN DIRECTOR – Jan 2019 to Aug 2019. Acting by 7 months (Rochester NY USA)
Responsibilities/Activities: Special assignment of 6 months to lead the Supply Chain Department of LPE division. Responsible for 10 Manufacturing Sites and 7 Distribution Centers in 5 countries.
Achievements: established divisional objectives for 2020 AOP. Part of the steering committee responsible for the reorganization of the Supply Chain department in the division. Defined new logistic and scheduling strategy to recover LIFR in Europe. Improved SIOP process to increase the revenue forecast accuracy. Developed new global capacity network to optimize resources and define CAPEX investments.

2.	SR. MATERIALS MANAGER – Sep 2015 to Aug 2016 (Rochester NY USA)
Responsibilities/Activities: Special assignment of 1 year to lead the Materials Department and the implementation of “Delivery Transformation Strategy” in the biggest operation in Thermo Fisher Scientific. I continued being responsible for the Monterrey operations during this time.
Achievements: Special assignment in our biggest operation in Thermo Fisher Scientific to lead the “Delivery Transformation Strategy”. Responsible for Purchasing, Scheduling and Project Management departments. Main objectives were to lead the calculations and implementation throughout the operation including Marketing, Demand Management, Supply Chain, Engineering, Customer Service and Manufacturing Departments of the new strategy to improve LIFR, reduce backorder and improve OEE in Rochester Manufacturing Plant. Reduced the “Past Due” in 6MM of USD with our customers and our LIFR was increased from 78% to 90%.

3.	PLANT MANAGER – Mar 2015 to Sep 2015 (Puerto Rico USA)
Responsibilities/Activities: Special assignment of 8 months to manages a plant in Puerto Rico. Responsible for the P&L of the plant. Departments under my responsibility were Manufacturing, Engineering, Maintenance, Quality, SHE and Human Resources. I continued being responsible for the Monterrey operations during this time.
Achievements: The performance of the operation improved substantially during my leadership. Established new records of production, scrap and backorder with customers. The engagement of the employees grew up substantially and the score in the annual survey of organizational environment increased in 12%. New management processes were introduced in Manufacturing, Maintenance and Quality areas. The area of Continues Improvement was started up. Improved communication channel with support teams in Massachusetts.

Responsibilities/Activities: Responsible for three business units in Reynosa, México and two distribution centers in USA. Planning, Distribution, Sales Forecasting, Warehouse, Inventory Control, Customer Service, Purchasing and Logistic, Customer and Supplier on Time Delivery.
Achievements: 
•	Reduced inventory from 23 to 16 DOH with 3.5MM of savings. 
•	Strategic plan to reduce freight expenses by 45% generating saving by 2.6MM at year. 
•	Inventory accuracy increased from 85% to 98%. 
•	Transference of customer service functions from Ann Arbor and Marshall, MI to Reynosa.
•	 Champion for new software implementation. 
•	Savings projected by 250K by creating MRO purchasing system. 
•	Implementation of transportation consolidations programs for "domestic" and European suppliers.
•	Transfer of new production lines from Europe to Reynosa. 
•	The "Customer on Time Delivery" levels were increased from a 86% to 98%. 
•	Started up of logistic systems to supply product to European customers through a new distribution center in Rotterdam.
•	Increase performance through Lean Manufacturing techniques implementation in three plants. 
•	Overtime reduced from 37% to less than 5%. Border crossing logistic strategy implemented to save 200K at year. 
•	SIOP system implemented. 
•	35% of suppliers were relocated from Europe and US to Mexico.

Responsibilities/Activities: Total P&L responsibility. Departments under my responsibility are: Human Resources, Finance, Production, Maintenance, Engineering, Quality, Materials and SHE.
Achievements: 
•	Transference of 3 new production lines increasing the production volumes by 35%.
•	Implemented production control programs through SAP system. 
•	The “Delivery to Promise” levels were increased from a 76% to 96%. 
•	Accuracy’s were increased from 83% to 99%. 
•	Generated and implemented all the procedures required to obtain ISO9000 certification. 
•	Reduced raw materials inventory from 62 to 15 days. 
•	Increased by 30% the productivity and establishing of production record in the most important process at the plant. 
•	$2, 000,000 U.S. Dollars were saved annually as a result six sigma and lean manufacturing techniques implementation. 
•	MP2 implementation. 
•	Introduction of six sigma methodologies. 
•	Implemented TPM (Total Productive Maintenance) in the plant.
•	Change of culture. 
•	About 500,000 U.S. Dollars saved in transportation.  
•	Reduced absenteeism and turnover. 
•	More than 365 days with zero accidents. 
•	Improved Operating Profit to favorable numbers. The operation had negative EBITA and it was turned around to positive numbers in 2 years.

Responsibilities/Activities: Manufacturing, Engineering, Maintenance, Planning, Customer Service, Lean Manufacturing, Purchasing, Warehouse.
Achievements: 
•	Reduced by 15% the productivity area through Lean Manufacturing techniques, implemented cycle counts, inventory and production control programs. 
•	The backlog levels were decreased from a $600,000 USD to $200,000 USD. 
•	Accuracy’s were increased from 78% to 97%. 
•	Generated and implemented all the procedures required to obtain ISO9000 certification. 
•	The shipping strategy was modified to reduce freight costs $350,000 USD by year. 
•	Kan Ban implementation for 7000 part numbers. 
•	$250,000 USD would be saved annually as a result of re-negotiations and suppliers changes. 
•	Transferred and started up 7 new production lines. Start up of new painting line. 

Responsibilities/Activities: Planning, Warehouse, Lean Manufacturing implementation, Customer Service, Purchasing, Logistic.
Achievements: 
•	Established a manufacturing facility with $ 93 millions in first year sales. 
•	Initiated inventory control and production software activities. 
•	Reduced inventory levels from 54 to 12 days in just 4 months, accuracies were increased from 63% to 99%. 
•	Implemented all the procedures required to obtain the QS9000 certification.
•	 Implemented Kan Ban systems throughout the plant.
•	Obtained 100 points in “Supplier Performance Rating”. 
•	The logistical strategy was modified to reduce freight costs 40%. 
•	The Kan Ban implementation cost reductions were 30%; the target was 3 hours of WIP inventory.
•	$200,000 USD would be saved annually as a result of re-negotiations and changes in packaging items.