Ana Maria Ponce Rodriguez G. Email and Phone Number

Escala Logistica, Peru (Supply Consultancy) - Multinational group specialized in supply chain services and solutions, with a presence in 8 countries.Led functions of the project management office (PMO), overseeing project planning, scheduling, monitoring, and reporting for multiple projects across three countries. Collaborated with project managers, stakeholders, and team members to establish project objectives, scope, timelines, and deliverables. Conducted risk assessments and… Show more Escala Logistica, Peru (Supply Consultancy) - Multinational group specialized in supply chain services and solutions, with a presence in 8 countries.Led functions of the project management office (PMO), overseeing project planning, scheduling, monitoring, and reporting for multiple projects across three countries. Collaborated with project managers, stakeholders, and team members to establish project objectives, scope, timelines, and deliverables. Conducted risk assessments and developed management plans. Analyzed opportunities and implemented solutions in 13 projects, encompassing supply planning (DDMRP), supply network design, warehouse and cross-docking optimization, and warehouse automation in industries such as CPG, pharma, chemicals, and distribution. Oversaw administrative and back-office functions in the role of General Manager.• Enhanced project delivery by providing training and coaching on processes and procedures. • Orchestrated negotiations and maintained engagement with clients and stakeholders Show less

Reckitt Benckiser, Peru (Health and CPG Industry) - Global leader in consumer goods for health & home. Reported to Latam Supply Director and GM. Team: 9 members. Member of the regional management team.Directed end-to-end supply chain operations across three countries, overseeing activities, such as demand management, inventory control, customer service, international trade, logistics, and innovation projects. Led initiatives like VMI , Lean-Pull, Lean-Logistics, Network redesign, safety… Show more Reckitt Benckiser, Peru (Health and CPG Industry) - Global leader in consumer goods for health & home. Reported to Latam Supply Director and GM. Team: 9 members. Member of the regional management team.Directed end-to-end supply chain operations across three countries, overseeing activities, such as demand management, inventory control, customer service, international trade, logistics, and innovation projects. Led initiatives like VMI , Lean-Pull, Lean-Logistics, Network redesign, safety stocks reduction, new KPIs and budgeting methodology, and implemented E-invoicing. • Achieved favorable outcomes in all audits by ensuring quality, risk, and compliance management.• Managed the integration between MJN and RB, including streamlining SAP processes. • Spearheaded multiple initiatives resulting in $420 USD in savings, while concurrently improving service levels.• Achieved a 2.5% reduction in logistics costs and elevated operational standards by leading the bidding process and implementation of a new centralized 3PL.• Decreased forecasting errors from 28% to 21% by revamping the Sales and Operations Planning (S&OP) process, and introducing collaborative forecasting methods. Show less

Diageo, Peru (Spirits GPG Industry) - Global leader in Premium spirits (E.g. J. Walker) - Reported to Latam Supply Director and General Manager. Team: 6 members. Member of the regional management team.Spearheaded end-to-end supply operations, overseeing transportation, warehousing, order management, international trade, and supply planning across three countries. Revamped the Sales and Operations Planning (S&OP) process in Peru and the supply process in Bolivia and Ecuador, introducing… Show more Diageo, Peru (Spirits GPG Industry) - Global leader in Premium spirits (E.g. J. Walker) - Reported to Latam Supply Director and General Manager. Team: 6 members. Member of the regional management team.Spearheaded end-to-end supply operations, overseeing transportation, warehousing, order management, international trade, and supply planning across three countries. Revamped the Sales and Operations Planning (S&OP) process in Peru and the supply process in Bolivia and Ecuador, introducing collaborative forecasting techniques with distributors. Implemented a range of initiatives, including the KPI Global Tool, Service Level Global Tool, Logistics Interfaces, E-invoicing, and contract renegotiation with third-party logistics (3PL) providers. Led the successful implementation of SAP OTC (Order to Cash) and SAP APO (Advanced Planning and Optimization), subsequently transitioning to OTC shared service center • Executed logistics projects that achieved a remarkable 16% reduction in logistics costs, resulting in additional savings of $80K USD. • Played a key role in facilitating the implementation of the European Union Free Trade Agreement (FTA), leading to substantial savings of $1.4M USD. Show less

Leader of Planning (Demand and Supply) for Peru and Bolivia. Reporting Team: 2 analysts. Reported to CS&L Manager.• Oversaw the demand planning process and team (2) for two countries, including Cadbury’s acquisition, achieving an accuracy of 85% and implementing statistical forecasting with building blocks.

• Led nationwide warehousing and distribution team (7) and export warehouse in Lima Plant. • Implemented change in distribution model and new export warehouse, saving 0.75k USD/year.

• Executed planning for Beverages/Desserts for Peru and Colombia, reducing stock in four days.• Implemented Regional Supply Center reports and KPIs (MAPE).

• Implemented a new commercial model in Colombia, from owned logistics to master distributor.• Executed DRP and replenishment negotiations with the distributor, enhancing service from 40% to 90%.

• Supervised imports of materials and FG for the manufacturing plant. • Redesigned and automated export benefits, saving 0.7k USD/y and recovering 0.85k USD/y in credit letters.

Merck, Sharp & Dohme, Peru (Pharma Industry) – Leader in research and development of medicine• Led imports, inventory control and S&OP process, reducing write-offs by 20%.• Redesigned the S&OP Process and Tool, improving forecast accuracy by 5%.