J David Sanchez O Email & Phone Number

Mexico City, CDMX, MX

Ciudad De México, CDMX, MX

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.

Seattle, WA, US

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.

Bogotá, Cundinamarca, CO

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..

México, MX

• 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.
• 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%).

Wayzata, Minnesota, US

• 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.
• 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.

Makati, National Capital Region, PH

• 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.
• 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..
• 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.

Plano, TX, US

• 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.
• 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.
• 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.
• 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%.

Tel-Aviv, IL

• 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.
• 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.

Paris, FR

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.

Paris, FR

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.

Paris, FR

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.

Paris, FR

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

Paris, FR

Paris, FR

New York, New York, US

New York, NY, US

Licenciado En Administración, Supply Chain

Logistics Diploma, Logistics, Materials, And Supply Chain Management

Ibp Business Implementation Leader, Integrated Business Planning

Creative Thinking: Techniques And Tools For Success

Design Thinking For Innovation

Greenbelt