-Managed the last stages of the Supply Chain: Order Allocation, Warehouse Management, Last Mile Delivery, Customer Service and Reverse Logistics (Product returns). -Coordinating a team of 20+ with 4 direct reports (Team Leads)-Negotiating multi-million euro agreements with partners (3PL providers, logistics carriers, customer service call centres)-Network design: planning and designing new routes, opening and closing warehouses and redefining storage operations, for orders to flow out more smoothly to customers-Demand and supply planning of capacities throughout the supply chain, to avoid bottlenecks in peak sales seasons (Black Friday, Christmas, Easter...)

I joined Gorillas just before we launched operations in Spain, with the mission of setting up Gorillas' entire supply chain and logistic in Spain. Almost a year later, Gorillas can boast a trustworthy, predictable logistical service across Spain that allows us to grow exponentially, and a seamless supply chain that has rendered us efficient and has brought us closer to operational excellence and cost optimisation.To achieve this, I: -put together a strong team of dedicated professionals. I was thoroughly involved throughout the hiring process, having interviewed 100+ candidates. At Gorillas, everything happens very fast and only the high-powered thrive. In this sense, my team is extraordinary. -developed a forecasting tool from scratch, drawing from several sources of information to elaborate accurate purchase orders-supervised the launch of every darkstore, travelling to each location to ensure adequacy from a logistics perspective. I liaised with our suppliers on addresses, lead times and delivery dates, guaranteeing a spotless arrival of goods ahead of launch day, always working on very tight schedules-set up Gorillas' central warehouse for Spain -in Madrid- and Gorillas' cross-docking of ultrafresh products, negotiating extensively with several logistics service providers and having eventually signed service level agreements with two very relevant players in the Iberian -and European- market-constantly liaised with our buyers to spot products with excessive lead times, large MOQs and waste-generating SKUs.-elaborated processes enabling exhaustive, comprehensive reporting that allows us to have an updated, clear picture on out-of-stock, waste and inventory levels and the drivers behind these KPIs-always took bold decisions to meet the needs of one of the world's most dynamic, fast-paced, most rapidly growing companies.

Superstore under Alcampo brand (Auchan’s brand in Spain). Turnover 15Mn €. Staff of 70 (4 direct reports). Over 40,000 SKUs across every category (fresh, FMCG, home products, pharmacy, cosmetics, textiles etc). Largest store in the area (4500 sqm) serving a population of roughly 50,000. Very challenging job, requiring unrestricted dedication throughout the covid-19 pandemic. Responsibilities as store director:Store's P&L: labour costs, maintenance and repairs, margins, turnover, COGS...Stock Management:-monthly inventory counts of fresh and ultrafresh and biannual counts of FMCG and dry categories-analysis of inventory deviations. Management of waste ratios and expiry dates. Waste-reduction efforts-replenishment coordination. Purchase Orders (POs)-monitoring stock rotation per SKU. Changing shelf capacities-managing store's warehouse and daily reception of goods (stock entries)Commercial and Pricing Policy: -organisation of commercial campaigns following company guidelines-management of store layout: designing floor plan ahead of each campaign-ensuring visual attractiveness of promotional areas. Attractive theatricalization of exhibitions-daily analysis of sales and margins per category and SKU, to spot price outliers and correct them-assortment revisions. Incorporating local products and eliminating slow-movers-arranging independent promotions to sell products with excess stock or improve marginLabour Policy:-ensuring labour resources for peak sales times (planning timetables, allocating holidays, hiring replacements for sick leaves)-supervision of staff training and labour risk prevention courses-managing relations with local trade unions on behalf of AuchanInfrastructure and Maintenance:-fixing any damage to store infrastructure. Replacing broken equipment. Sticking to budget.-daily checks of fire doors, extinguishers, freezers etc-attending quarterly quality audits (internal and by Health Authorities) and fixing any potential hazards

As Supply Chain Manager I led a team of 6 coordinating the initial stages of the supply chain (ie. goods arriving to store). My main goals were to improve the Out-of-Stock rate and shorten delivery times. To accomplish this I: Monitored daily the relevant KPIs (stock levels at central warehouse, stock rotation, perfect order rate, inventory turnover and OTIF rate)Elaborated reporting on status quo, KPI evolution and pain points. I presented this report before the Steering Committee every week.Coordinated all departments along the supply chain: buyers negotiating purchase and delivery conditions with suppliers, the logistics platform receiving shipments from suppliers and shipping out to stores, store managers passing orders and preventing stock breaks... I liaised between all and ensured the smooth functioning of our supply chainWorked with the Product Department to identify suppliers with unsatisfactory delivery rates and other negative KPIs. Established either a negotiation strategy or a plan to delist their SKUsLed project to bring the rate of stock breaks in 20/80 products to 0% and work with each department to this end. -created a separate stockage zone in our logistics platform for 20/80 SKUs-created identifiable price tags for these items in stores so teams knew to be extra careful checking stocks and passing orders of these products-asked Finance Department to prioritise payments to suppliers of 20/80 products-monitored the KPIs of 20/80 products separately, more frequently and with priorityWas very creative to avoid and minimise the many problems of running a supply chain in West Africa-large % of products imported from Europe-working with small local suppliers (often not well digitalised)-long delivery times on imported goods-frequent bottlenecks (port of Dakar and occasional civil unrest and political turmoil)-low delivery rates and imprecise forecasting

Department Manager in charge of the Bakery in Spain's best-selling hypermarket (Alcampo Moratalaz). Team of 21 professional bakers, turnover 3Mn € handling roughly 400 SKUs. As bakery manager I was responsible for: Commercial and Pricing Policy: -setting up relevant commercial campaigns-daily analysis of sales and margins to spot outliers-daily monitoring of pricing to remain within adequate margin ranges and adapting prices to competition to meet pricing Alcampo policyStock Management: -passing POs daily to ensure adequate replenishment of all SKUs-liaising with suppliers to tackle issues and plan sales peaks ahead of time-supervise daily theatricalization of the bakery counter and sales space-supervise daily reception of goods and stock entries in the morning-carry out monthly inventory counts and analyse inventory deviations-monitor waste rations and lead waste-reduction initiatives-monitor out-of-stock rate and resulting initiatives to keep it optimised-Demand planning and sales forecastingLabour Policy: -hire, onboard and train every member of the team-plan labour resources for sales peaks (seasonal hires, replacements for sick leaves, extended hours)-elaborate weekly timetable to optimise human resources -allocate holidays for everyone on the team-guarantee everyone receives adequate training on food manipulation, allergens, plagues, work hazards, hygiene, cross-contamination, customer service and others-monitor labour costs and remain within budget to not hurt P&LAssortment Policy: -innovating new home-made products to sell -working with Product Team to delist slow-movers and products generating waste -liaising with suppliers to incorporate new seasonal SKUs or improve supply chain of productsQuality Control-attending audits (internal and from Health Authorities) and acting on them to guarantee food safety, cleanliness and eliminate all hazards