Accountable for improving end to end Supply Chain exectuion accross KUA's Business Units.Scope: Procurement, Supply Chain Planning, Customer Service, Warehouisng, & Transportation/Distribution. ERP Implementation Lead & Sponsor.

Drive innovation in Amazon's Middle Mile Transportation network. Define, scope and lead innovation by creating and trying new tools/equipment aiming to exceed our customers’ and stakeholders' satisfaction, while delivering hystoric record performance and budget goals. Define the business strategy to transform the current transportation environment for the Middle Mile business, improving execution, leadtime and cost performance

Lead Mexico OperationsCountry Manager (CoLEAD)LATAM Logistics Tribe LeaderELTIn charge of Co-leading the country while improving Operational Metrics in LATAM.-Top Line Growth: increased +18% Gross Sales thru new accounts acquisition, while expanding operations with ongoing customers by growing our business share on their distribution footprint. -Continuously improved operational standards and performance across the region:Pricing: +25% gross Margin-Implementations: developed department and redesigned SLA and Customers Contracts, and planning and implementation process reducing 50% implementation time.-Onboarding: implemented retention strategy, improved Lifters Dollar Retention, reduced turnover, effectively responded to customers unplanned peak demand and new operations kickoffs. Developed a solid lifter base attracting +73% new lifters.-Dispatching: improved by ~perfect +99% planning and assignment of shipments by synching Operations thru SLA’s improvement.-Traffic Control & Security: improved teams metrics (OnTime, incidents) and 24/7 coverage dynamic to ensure On Time Arrival and Delivery, while improving Security tracking reducing robberies rate nearly to zero (3 months clean), designed and implemented Security Strategy: Preventive Training and Tactics Program, drivers training, collaboration with customers Security leaders, plus on-line coaching while threatened.-DSO: optimized by 50% billing cycle time and collections.-Past Due Collections.- recovered $350K US by close collaboration with the customers while recovering the business relationship and renevenue.

Member of Jugos del Valle - Santa Clara Leadership TeamAccountable for leading, crafting and executing the Supply Chain Strategy (Logistic Network, Route to Market, Rightsizing Inventories, Customer Intimacy, Total Cost to Serve) alignment to enable the Business Strat Plan, delivering results by improving Customer Service with optimum cost.Responsibility:+Planning (Demand, Raw’s & Packs, Product Supply)+Customer Service, CPFR, OTC+Warehousing+Logistics+Distribution+Co-Packing+SCM Continuous ImprovementMost Relevant Achievements:• Budget accountability: $2.57 Bio mxn (230 fix / 2,340 var) $137 Mio USD, +1,220 people.• Increased +2.5% Gross Sales Volume by implementing Key Account Logistics role, which in collaboration with CPFRs, Sales, and customers’ logistics teams, bring forward volume.• Fill Rate turnaround (10.5 months): from 87% to 98.5% both NCB´s and Dairies.• Renegotiated Logistic Trade Terms with Main Retailer, mitigating inflation and future price increases impact. Estimated Value 2020: 25-35 Mio.• Mitigated Called Out 2018 Transportation GAP vs Budget for $4.7 Mio USD (7.5%).• Shaping a transportation strategy and re-negotiation, offsetting inflation and delivering a Cost/Case lower than previous years.• Redesigned and implemented all Order to Cash Processes, collecting +50% Accounts Receivable Balance by detailed management of Customers discounts.• Organization restructure, reducing 8% Labor Cost, promoting and recruiting right talent for the Business Vision, while maintain positive trend both in Service and Cost.

Cargill GEOS and SSSNA Leadership Team member. Accountable for leading, crafting and delivering End to End Supply Chain and Food Safety, Quality & Regulatory strategy, implementation and performance.+Supply Chain Planning -IBP -Demand Planning -Production Planning, Inventories -Raws Planning & Inbound warehousing and logistics+Logistics -Warehousing -Distribution -Export Logistics +Customer Service -Order Managment (OTC) -CPFR.- Collaborative Planning Forecasting Replenishment -VMI -Contract Management+FSQR (Food Safety Quality & Regulatory) -Quality Assurance -Quality Control -Regulatory -Quality System+Productivity & Performance -Continuous Improvement -Lean / Six Sigma -Performance Tracker -Projects ManagementMost Relevant Achievements:• Delivered +18% bottom line growth in Adjusted Operating Earnings by Supply Chain cost optimization, and Continuous Improvement Projects.• Implemented Integrated Business Planning w/ Oliver Wight, flawless on-time execution.• Developed Productivity Roadmap: innovative/disruptive ideas and projects prioritized by value/effort criteria, to deliver both Service and Value, ongoing “LIVE” process.• Launched first B2B CPFR (Collaborative Planning Forecasting and Replenishment) with main Customer stepping up Vendor Managed Inventory KPI´s and Customer Satisfaction.• Mitigated Transportation Cost Risk during Fuel high rising cost crisis, by re-negotiating thru a more risk sharing cost based fee.

Lead Mexico Supply Chain: +Member of Mexico Opcom (Leadership Team)+Local S&OP/IBP process +Mexico route to market (Warehouse, Transportation) strategy and execution.+Customer Service.+TPM/Co-packing.+Innovation process.+Drive performance, service level, cost to serve initiatives, & productivity.Member of Supply Chain LATAM Leadership Team.LATAM Logistics and Distribution Overlay Leader.MOST RELEVANT ACHIEVEMENTS:• DNO (Distribution Network Optimization), move from a 2 DC footprint, to a 5 DC footprint delivering a 15% cost reduction (cost/case), 30% lead-time improvement; with 2 prior rebates and fee renegotiation vs. 2013. Delivering $2Mill USD productivity, -15% absolute yearly logistics cost.• Improved Service KPI’s: Case Fill Rate: 96.1%, On Time: 98.7% , OTIF: 81.4%, • Reduced loss/waste: -36% write offs.• Step Changed Co-Packing Performance: +22% adherence/plan y -19% cost/unit.• Recognized in 2014 with: Latam Supply Chain Transformation Award.• Co-lead Integrated Business Planning implementation w/Oliver Wight.• Lead the Latam Logistics Overlay, implementing Transportation good practices and supporting other business units with 3PL negotiations.

Lead, shape and implement sales and operations strategy, ensuring its execution:-Secondary Warehousing, gravity centers, cost and service competence.-Route to market/delivery strategy, service and cost performance.-Secondary Distribution fill rate replenishment strategy and execution.-Fleet management: asset control, cost, performance.-New Sales & Distribution Channels development and implementation.-Cold channel performance and capex.Most Relevant Achievements:• Bottom Line contribution: Re-evaluating Baseline Warehousing and Distribution Model, type “Buy or Lease” approach, understanding which operations were ideal candidates to “lease” or give to a 3PL, and which stay or takeover as Direct Sales Delivery, in the process some hybrids were identified.• 2013 Benchmark results in Service Levels: 1.3% cases rejects, 2.5% orders rejects, 100% Line Fill Rate in Direct Deliveries; valued in $30.3 million pesos by Operations Standards Strategy Implementation.• Negotiation: Rate/Case saving vs. Budget of $2.5 million USD, by renegotiations switching from $/case to $/ltr. Main Impact in VMX as Third party carrier 2012 renegotiation and rebate Valle de Mexico fee delivered $3.7 million mx pesos.• Continuous improvement, Operations Kaizen Leader (5 Kaizens + 2 workshops), Total Benefit: $ 3.8 Million USD.• Assets Performance: Coolers Net Sales Value increase vs previous year of 23%.

Accountable for end to end Supply Chain (domestic & export markets):-Supply Planning (Production Planning OE, Finished Product LFR)-Procurement (SSD, Strategic Sourcing, Vertical Integration).-MMO (Materials Management, R&P's planning and warehousing)-Contract Manufacturing (Strategic Capacity Growth, alternate sourcing, technology transfer)-International Business (S&OP/CS: Exports & Imports, finished goods & raws)-Logistics (Transportation, Inventory, Warehousing, Handling, last mile distribution).Most Relevant Achievements:• Reduced in -32% ($ 10,948,810 MX) Logistic Cost vs. 2010. -Distribution: -42.8% = $ 8,545,430 MX (hybrid model with 4PL). -Warehousing: -16.8% = $ 2,403,380 MX (order management with 3PL DHL).• Third Party Manufacturing: unit cost -19.3% => 2011 $ 0.87 MX/Pz vs. 2010 $1.08 MX/Pz.• Ensured a <24 hours Service Promise to Customers in Metro Area, reducing 2 days average lead-time countrywide.• Service Level (SL): Exceed 90% Domestic SL Rate goal, reaching 91.4% in 2011, May record of 95.5%. Record 90.2% Exports SL vs. 2011 80% goal, vs. 50% SL 2010 results.• Increased production order picking productivity +16.8%, and cutting over-time -83.5% (437,049 MXP) vs. 2010.• Improved sales recognition process reaching a record of 99.58% vs. 2010 actual of 92%.• Inventory: reduced Months On Hand of Raws & Packs and Finished Product, from 8.3 MOH January to 5.0 MOH December 2011, improving OnTime InFull, reducing LeadTime.• Developed Supply Chain strategy thru a packing model at an in-house packing operation at 3PL (DHL) facility, designed thru “late differentiation”, delivering supply flexibility, cycle time reduction, and savings in transportation costs.• Created Materials Management Department, result: production materials order delay reduction, Customer Backorder record $4.5 million, vs. $187 million in 2010.

Supply Chain for the Center Region of México (Nielsen Regions: 3,4 & 5):-Supply Chain P&L accountable-Demand Planning-Customer Service-Projects (Infrastructure, Operations, Distribution, New Models).-Warehousing / Handling-Country Replenishment Logistics-Country Primary Distribution-Freight to Customer (T0, T1, T2)-Functionally HR.

Responsible for managing the Distribution Network, physical flow and handling of the finished goods from the end of the production line down to the delivery at the customer, order to cash process (daily settlement).Serving daily 30,000 customers.1,600 people.Fleet Management (>1,200 vehicles).1,150 Direct Distribution Routes.Dairy Food & Beverages cold chain distribution (2-7 degrees C)Warehousing 40 Distribution Centers.AIB implementationDistribution ProjectsRelocation of sitesIntercompany Synergies.3PL start up's, JV's projects.Service PackagesRoute OptimizationCost reduction projectsProximity Model

Lead Danone Dairy México Supply Chain Planning Departments:-Demand Planning-Raws/Packs Supply & Production Planning-Sales & Operations Planning Process (Inventories, PPED's, Supply Chain KPI's)-Activity Management (Product Launches, In&Outs, Delisting)-Replenishment and Deployment Plan + Execution-IFO Planning (DIO FG, Primary Distribution Cost, CSL)

Responsible for the Warehousing, Secondary Distribution & Fleet Management. Main operations: Warehousing, Freight to Customer, Distribution Projects, Sinergyies within group business units, fleet management.

Responsible for the Country Operations and Secondary Distribution, Warehousing, Freight to Customer, Distribution Projects, Sinergyies within group business units.

Warehousing operations accountable for Valle de Mexico Secondary distribution.

Cold Chain Warehousing Master Plan (2000-2005) development and implementation.