Lead the Inbound Financial Budgeting under a 3-year scope projection for the consumer sector in the Latin American region through the diagnosis, mapping, and understanding of the allocations of the real expenses of all the sub-processes immersed in the Inbound process.Sustained achievement of financial objectives in 2020 and 2021. 2020 saving of 1.1 MM GBP and 2021 Saving of 1.6 MM GBP, through initiatives built with local and international teams across Latam such as changes in modes of transport, implementations of double stacking shipments, tax exemptions, reductions in demurrages and detentions times, and other local logistics efficiencies.A 400 K GBP reduction in working capital thanks to successful initiatives to decrease lead times.Inbound Carbon Footprint reports implemented to understand the current environmental impact, focusing on a second stage to create initiatives to reduce our CO2 emissions aligned with the organization's global sustainability strategy.

Lead the logistics strategies for the (3) BU of J&J, (Janssen, Medical Devices & Mass Consumer Healthcare), in CentralAmerica, the Caribbean, and Venezuela. Developing and improving supply networks by continuous process improvement and strengthening partnerships with our suppliers under a win-win mindset and customer-oriented. Lead the operational strategies of the distribution centers of the three sectors in Venezuela.•Sustained achievement of financial objectives in all years of management. Favorability on financial analysis of year over year (YoY). For 2019 vs 2018, the expenses that make up the landed factor were reduced by 14% (Janssen), 14% (Medical), and 25% (Consumer), leveraged by the optimization of international routes, improvement of the inbound processes at destination countries of the cargo and new strategic suppliers alliances, which included selection and rates negotiation.•Operating expenses reduction on P&L “Transportation” line, with savings of 500k USD. in medical, 80k USD. in Janssen, and 100k USD in consumer, by load consolidation strategies and rates improvements, Drop Shipment implementation, and cold chain improvements. Compliance with the storage and distribution budget (Stock & Shipping) in Venezuela, through intermittent operation strategies, and suitable approach from an operational perspective in order to support “Consignment Models” based on a win-win mindset with customers, logistics providers, and J&J.•Achieve operational indicators to guarantee the availability of products in the distribution centers, as well as the service indicators (OTIF) of direct shipments to customers, for Consumer and Pharma KPI was over 95% and Medical over 90%.•Support all divestitures & acquisitions of business units in terms of international logistics. Proper management allowed to complete of all the processes without negative impact to end customers or patients.•Led multicultural team, (4) direct and (9) indirect reports.

Lead the import and Exchange Control departments for the three business units of Johnson & Johnson (Janssen, Medical & consumer) in Venezuela.•Operational savings in the Medical Devises sector of 350k USD full year. Shutdown the distribution center by the new strategy of supply based on shipment managed directly from customs to customers. Guarantee reliable supply and service to our customers and patients.•Achievement of operation indicators on the imports process of packaging materials (PM) and raw materials (RM) for the manufacturing area. Zero interruptions in manufacturing lines and zero stockouts (RM & PM) linked to improper supply management.•Obtaining permits and licenses necessary to guarantee stable and profitable imports under the exchange control schemes inherent to the Logistics area and for customs procedures, for example, "ADD" "None production certificates" among others•Responsible for Import Expenses and "Other Cost Not in the Standard" (OCNIS) budget. Proper follow-up of logistics expenses and the correct financial performance of it. Calculate all Landed Costs for each SKU in J&J and gap analysis for any variation on the PPV.•Led a team of three (3) direct reports and five (5) indirect reports.

Lead the Demand and Supply Planning, Importation, Distribution Center, and Customer Service areas of the diagnostics business division of Abbott in Venezuela. (Diagnostics reagents, equipment, and spare parts)•Implementation of ocean shipments for hematology goods, reducing freight expenses, bringing 100k USD of saving in 6 months, and keeping DOS days in inventory under the financial target.•Responsible for the proper inventory level to support customers’ requirements inside financial guidelines. Logistics budget owner and adequate execution (Inventory cost, SLOB, destruction, 3PL expenses, and so forth.)•Led a team of four (4) direct reports. Manage the distribution center under an outsourced scheme

Lead the supply planning, Weighing, and Dispensing room of raw and packaging material, Import, Exchange Control, Warehousing & Distribution, and Procurement (raw, packaging material) processes. Supervise the manufacturing process outsourced with local supplier•My redesigning of the Logistics Management Department led me to receive the “Best Operational Management of the year 2010” award, granted by COBECA, the distributor with the most significant market share in the pharmaceutical industry in Venezuela. •Led the project and the execution of building a finished product warehouse under the standards of good manufacturing practices of the pharmaceutical industry. All permits were granted by government health authorities, allowing this to increase storage capacity by 53%.•Achievement of Services and Financial KPIs and fulfillment logistics department budget (purchasing of raw material and packaging material & distribution cost)•Lead a team of four (4) direct reports. Managed co-worker of the warehouse. Distribution Center was a Daiichi Sankyo’s facility.

Planning and purchasing management for the acquisition of raw and packaging materials (BOM) finished products. Elaborated the manufacturing plan according to plant capacities.Responsible for storage and warehouse facilities, inventory accuracy and team management.