Sourcing was based in Hungary but it wasn’t at the same time zone of the Americas region and it was more a transactional team, therefore the business wanted to take the next step and build a strategic team and migrate it to the same time zone. I was in charge to build it from scratch leading the selection process, onboarding, training, and setting up 12 buyers (sourcing and MM) and 3 interns with different ages, experience, and backgrounds to lead them to meet the business and our customers’ expectations.• Part of the carb-out team from GE Gas to GE Steam. ERP migration from ORACLE to SAP PMX, map new processes (NCR’s & SDRs) for the buyers, and 3 changes of legal identities.• Reduction over 70% on un-kitted and unidentified parts shipped to our Atlanta WH. Working close with suppliers to improve their shipments and avoid rework from the buyers and the receipt team in the WH.• Leader of 6 buyers of the OTR (order to revenue) team. Daily REQ assignment according to buyer’s bandwidth, commodities, and projects allowing ~93% of REQ converted into PO’s, PO promised weekly ~91%, Spend ~ USD 31M (~55% total sourcing spend).• PSM to find the root cause of not meeting our KPI’s and get improved our supplier OTD from 35% to 90%.• Negotiate with BCC suppliers’ better prices for bulk buy to generate savings. Identify repetitive parts and consolidate REQ’s to have fewer PO’s.

Started as a Planner Buyer for Apodaca’s site switching across San Luis Potosi and Arteaga sites as a Planner Buyer based on Apodaca allowing my position the opportunity to interact with all the areas from the 3 sites to give support to the global fulfillment team on critical issues on their respective plants in Mexico and in the US.• Direct relationship with suppliers for PO execution Deep analysis and follow up with the supplier to ensure delivery OTD to support Production schedule improving the Material Availability and OTD over 30%.• Reducing the inventory at our cross dock at Laredo TX of shipments older than 1 year at the latest. This helped to find material with current demand that was lost, helped us to improve: our receiving process, supplier shipping process and ease the importation process for us, this process is now called “Let it flow” reducing about 60% the storage cost in Laredo and about down to 5% of material older than 2019. • Quickly adaptable to change. I have buy almost the 70% of the total buy of the 3 plants in Mexico managing from 600 up to 1500 parts annually LT (~15M annual buy) • Expertise & experience on solve and follow up Holds, Acruals and complex AP supplier payment issues across the 3 sites. Reducing Acruals and Holds down 70% due to new process improvements.• Manage of the MRP. Kept up to date items sourcing rules, parameters, MOQ’s, blends and fix day supply on the MRP.• Projects in cross-functional teams. Cost-out EZDI relocation (savings of ~1.1M), compression lead time (savings of 25%), implementation of the AUTO PO release setting helping the 3 sites to reduce 40% the amount of PO’s placing manual daily.• Process oriented, daily and weekly standard work implementation; upgrade and standardization of the critical material follow up file for 6 of the 9 buyers across the 3 different sites on Mexico. Reducing 30% shortages and 95% accuracy on the daily materials follow up updates.

Hold a critical cross-functional position buying services and indirect parts for both companies and direct material (steel) for PROFMECSA; started as a materials specialist and progressed to lead a team of 18 people.• Purchasing of approximately 800 items from domestic and international vendors (~8M annual buy), sourcing of indirect material, MRO material suppliers and administration of forklifts maintenance.• Creation of the purchasing process mapping worksheet. Reducing about almost 70% of all the PO hardcopies and improving the receipt process for payment reducing about 20% AP issues.• Monitoring of critical suppliers, follow-up on past-due/late POs and on-time delivery improvement. Clean-up and took OTD from 65% to 95% reduced past-due bucket to almost zero late-days.• Led cost-out and inventory reduction projects (price deflation). Saving around 650K USD on reusable material and scrap, through material reutilization/transformation.• Kanban calculation through demand trends analysis. High flexibility material supply upon quick/drastic demand changes within lead-time.• Inventory control implementation, leading weekly cycle counts and physical inventory pre-works. Helped to increased inventory accuracy 90%.• Coordination on industry quality-standard certifications such as: ISO: TS 16949, ISO: 14001, C-TPAT and OSHAS.

• Gather, analyze, process and validate data to create statistics reports.• Expedite and reschedule open purchase orders to suit production-planning requirements.• Expedites operations that delay schedules and alters schedules to meet unforeseen conditions.• Keep production flowing smoothly with the needed materials and ensures a steady supply of products to customers.

• Inventory Management and periodic review of consumption and stocks. Increased inventory accuracy from 75% up to 93% through cycle counts and accurate system transactions (receipts, returns, consumptions).• Implementation of input & output formats and material control to develop a FIFO system. Allowing an easy material tracking and location.

• Gather, analyze, process and validate data to create statistics reports. Improved demand and production forecast translated on targeting FGI inventory goals and sales increase Year-over-Year.• Schedule and planning adjusting to meet customer unexpected demand. Targeting labor and sales forecast.• Keep production flowing smoothly with the needed materials and ensures a steady supply of products to customers. With zero plant shutdowns due to inaccurate production planning and minimizing over-time and optimizing shop capacities.•  More efficient and leaner work orders implementation. A leaner version was created for all plants and they were linked to the MRP.

• Materials and finish goods testing, development and determination of physical and chemical specs. Renewal of 40% of the materials and suppliers that meet the desired active desired chemical compound.• Authorize adjustments, approval and rejection of raw materials and finish goods as feedstock. Reduced the rejections and returns by 25% on finish goods and 98% on raw materials.• Creation of all the raw material and finish goods codes for the MRP. All the chemicals were classified and sorted by their chemical group and composition for easier use on the MRP and on the work order. • Responsible of follow up the chemical process of the product.