Cesar Lozano Email and Phone Number

As the Materials & MRO Manager at NEO Tech, I was in charge of keeping the optimalperformance of the Planning, Purchasing, and Warehousing operations. The primary objectivewas to consistently maintain the optimal level of the MRP in order to effectively allocate the rightresources across the organization. Furthermore, there were additional crucial responsibilities tosupervise, such as conducting customer forecast analysis, performing clear to build analysis,managing excess and obsolete inventory, monitoring on-time delivery from suppliers, analyzingpurchase price variances (PPVs), and addressing shortages. With regards to the inventory, theprimary objective has always been to uphold a consistent level of accuracy across all warehouses,in accordance with the financial cycle count program.

In my role as Warehouse Manager, I was responsible for overseeing four warehouses, one ofwhich contains high-value items. It was the responsibility to ensure the continuous operationand lead a team of over 220 individuals. The warehouse operations consist of several key areas,namely cross docking, receiving, storing, kitting, shipping, and cycle counts. The primary keyperformance indicators (KPIs) included accuracy, plan attainment, continuous improvement,inventory turnovers, excess and obsolete inventory, and usage of external third-party logistics(3PL) such as warehouse and transportation. The primary advantage of this job was the monthlyinvolvement in kaizen events. Each month, we engaged in a competition with a Lean SigmaSensei from Mexico, and every six months, we participated in a mega kaizen event led by aShingijutzu Sensei from Japan, alongside team members from around the world.

I held the position of Program Buyer and had the responsibility of ensuring uninterruptedoperations within the laptops business unit. Employing strategic planning to ensure theappropriate procurement of materials for laptop assembly, resolving shortages to enhance theclear-to-build ratio, and engaging in negotiations with suppliers to optimize cost and on-timedelivery performance. I was responsible for overseeing three buyers and collaborating onreducing inventory by addressing excess, slow-moving, and obsolete items. This involvednegotiating minimum order quantities (MOQs) and non-cancelable, non-returnable (NCNR)terms, as well as working closely with the Warehouse to minimize discrepancies and prevent theneed for expedited procurement of essential materials.