Erika Avelar Email and Phone Number

•Increased the availability of cash flow in 8 pp, increased flexibility in financial resources, and assured materials availability through the successful global planning, coordination and distribution of strategic manufacturing materials between our global suppliers and our manufacturing facilities.•Strengthen expenses control and financial commitments fulfillment of overall different factories areas, through analyzing and integrating the manufacturing budget.•Improved tracking and inventory control / reduction thru the successful design and implementation of the foundation of the total integrated general supplies process, and alignment of isolated process of budget and inventory control.

Establish an efficient point of contact for all supply, planning, marketing and logistics requirements across the organization for Global-Regional-Market matters.•Regional inventory reduction during the worse pandemic months from 144 DOI to 122 DOI across the region leading regional re-planning of future campaigns according with the current customer purchase changes because of the lock down and recalculating the transit lead times to adjust parameters at the planning system to reduce the volume of the deliveries. This effort resulted in the reduction from 22.7 Million euro to 18.7 Million euro inventory value across the LATAM region. •Successful implementation of the new replacement process and the indicator, working with IT regional team and all the markets, identifying the common strategies at the markets to offer the best replacement product when out of stock is generated and homologating the calculus across the region to find the most risk products in order to reconsider their parameters at the supply system.•Successful regional purchase and regional location of global excess inventory at the global hub (Poland) with special discount to Latin-American markets reaching better commercial strategies to improve the sales performance on the next 8 month catalogue ahead and assuring the gross profit objective.

Process and continuous improvement Project Manager •Successful implementation of 5 principal Operational IT processes with their own indicators generating with this an important reduction in response time to customer increasing the IT general satisfaction rate across all the Hotels chain.•Leading a multifunctional team obtained the re-certification of PCI through commercial and technological actions taken to successfully been re-certificated.•Successful implementation of the IT Security Policies across the corporate and hotel’s chain employees through a digital course with short, specific and fun-functional trainings, improving the cultural awareness as well as the performance of both the customer and institutional data care.

•Successful regional implementation of the S&OP process, increasing the availability of the strategic product from 82% to 95%.•Generate a strategic cooperation with suppliers accelerating the returns process improving the inverse logistics with the customer returns and increasing in 18% the cash flow of our vendors decreasing in 10 days the conciliation cycle.•Support and assure the customer service of 95% of the historical increase on representatives and bills per day and catalogue, more than a million representatives, assuring the availability of products through the strategic alignment of commercial team (forecasting, marketing and sales leaders) with the supply teams (suppliers, purchase team) and generating new supply process to reduce the inbound time at warehouses and the replenishment to the suppliers to prepare the product needed.

•Design and successful implementation of the supply planning cluster of NoLA (Central America, Dominic Republic and Mexico) coordinating a cross functional and cross cultural team generating commercial savings homologating the catalogue offers across the region and decreasing the excess inventory in 15% in the principal Distribution Center (Celaya). •Turn around the performance of the Jewelry and wellbeing planning team improving the service level of those categories from 86% to 98% reinforcing planning process an aligning the most strategic decisions with the commercial areas.

• Assure the accurate implementation of JDA system as planning tool in Fashion & Home business taking advantage of the operational know how and experience as planner in both direct selling and consume business obtaining the all the benefits that the tool could give to this commercial and operational business and adapting it to the company real needs.• Explode all the benefits and knows in a multi-cultural team to met the time lines and goals of this system implementation

• Improve the methodology and results of Well being area assuring the supply in time and form to give a better customer service to the representatives avoiding inventory shorts and assuring the optimal consignment inventory for all the suppliers in this business model.• Reduce the unlike alternate products that didn´t meet the customer expectations and were a common practice to avoid deny the sale.• Dramatic reduction of inventory with a better communication with suppliers according to the sales trend changes

• In charge to schedule, update and link up with the industry the program for this career • Collaborate with the new ULSA educational model in order to align every career with the new vision of “Professionals with value” • Identify students with low performance in order to generate an overall regularization plan to conclude their career satisfactory and be ready to be incorporated to the professional life.

•Achieved the SLA (Service Level Agreement) of 98% on cheese and jelly categories during the operational transfer from Vallejo to Ecatepec facility. •Successful implementation of the OEE (Overall Equipment Effectiveness) across all the biscuits and crackers plant after the integration of Nabisco to the Kraft family, increasing the service level 12%•Increase the customer service 23% on cream cheese category (Philadelphia) generating a production efficiency and operational profit through the implementation of continuous improvement circles.•Increasing 15% on Sales with the innovation on “Imported Festival Products from Kraft” with Walmart through the successful coordination and follow-up with all the North American’s plants, generating a better relashionship with the principal customer.

• Increasing 15% on Sales with the innovation on “Imported Festival Products from Kraft” with Walmart through the successful coordination and follow-up with all the North American’s plants, generating a better relashionship with the principal customer.

•Design and implement the Balance Scored Card to the Operations Director and the production plan manager.•Implement the productivity pipeline achieving 800 musd of saving in a year.•Successful implementation of the OEE (Overall Equipment Effectiveness) across all the Vallejo plant, including 12 process lines improving directly the customer service of all the products manufactured at that facility and generating a sense of belonging to the technical and operational teams.

• Seek, develop and lead business projects that could been an sales opportunity with IBM software with small and medium business of the manufacturing sector.