Accountable for reducing operational costs and streamline business performance by leading supply planning and procurement organization. Optimize the supply and procurement management capabilities by implementing process improvement for the supply planning cycle. Oversee all operations associated with executing strategies, cost savings, price negotiation, management, and development of suppliers. Design initiatives and efficiencies to hold cost increase. Improve service and ensure perfect inventory to meet financial and operational goals, such as on-time delivery of products, working capital, and cost savings. Manage US$450M of purchases yearly and US$80M of inventory, US $6M of expenditure budget, 8,000 SKUs, and 1500 suppliers.• Delivered US$14M of inventory reduction through the execution of capacity and production programming efficiencies. Collaborated with demand planning, and marketing to improve forecast accuracy, minimize the delivery times, and promote safety stock and purchase in consignment.• Enlarged the payment terms by 8 days by conducting negotiations in association with the global team for international suppliers and perfecting the local supplier base. • Decreased the headcount by 20% and achieved savings of US$1.2M in expenses. Improved the efficiency of the processes, roles and responsibilities, controls, and decision-making.• Increased the order fulfillment rate from 60 % to 90 % and contributed to the income of the company through the improvement of product availability by US$13M. • Attained cost savings of US$12M by executing price negotiation through supply strategies, reverse auctions, switching and expanding supply base, and re-engineering of finished products and components.• Structured an autonomous team, with processes organized in detail for flawless execution.• Optimized inbound and outbound logistics lead times as well as implemented risk management to reduce the impact of international logistics disruptions due to COVID.

In charge of improve service, inventory, and met needs of market groups related to the prompt delivery of products and optimization of working capital by leading supply planning strategy. Promoted rationalized decision-making by reducing complexity with the simplification and standardization of procurement processes. Spearheaded and enhanced supply planning operations in different markets, such as México, Brazil, Colombia, Argentina, Poland, England, Malaysia, Philippines, and China. Supported the annual revenue of US$6 Bn in fifty-four markets, US$2,3 Bn of purchase, US$600M of gross inventory, service of PFR 99%, $US40M of expenses, and the supply of six hundred new products for the cosmetics business annually.• Balanced business needs and operational capabilities by heading the global service strategy to implement S&OP best practices in the top ten markets.• Optimized piece fill rate from 98% to 99% and order fill rate from 70% to 80%.• Improved 15% of service and achieved a 90% OFR by hiring and training supply planning leaders in South America found in Colombia, Argentina, and Brazil. • Enhanced the PFR from 97% to 99% by integrating regional supply planning operations for the Asia Pacific.• Executed the best practices of inventory management that resulted in reduced of 10 days inventory equivalent of US$60M in the markets of Europe, Asia Pacific, and Latin America. • Achieved a high-performance team by developing the road map to improve the organizational capability and develop talent.• Led the in-bound logistics operations, customs for imported products from China and LATAM.

Steered the regional S&OP by managing key performance indicators, assessing risk and opportunities, and balancing business needs and operational constrains. Led center of excellence for demand and supply planning, performing the value-stream mapping to evaluate gap analysis and coordinate action plan to improve processes. Implemented the inventory management strategy based on three main pillars: optimization of operational inventory, improved forecast accuracy, and excess flow management.• Achieved US $100 of inventory reduction by applying statistical models and leading a multifunctional team.• Attained 10% of service improvement by implementing the routine of the supply process on a weekly basis. • Achieved US$2.2M in expenses through the talent development and implementation of efficiencies.• Introduced a standardized mid-cycle planning process based on RCCP, MPS, and DRP. • Implemented a supply organization for North America, settling service level agreements and improving the planning capabilities to provide service from Mexico to the United States and Canada.

Spearheaded the execution of the supply planning for México, Central America, Republic Dominican, Canada and the United States, being responsible to achieve service and inventory objectives. Led demand trend analysis, supply risk assessment, supply plan for the S&OP cycle and agreements with suppliers, improving the responsiveness of the supply chain by 10%. Responsible to purchase of US$600M in raw materials, components, and finished products annually, and manage US$100M of inventory through 20K products monthly.• Implemented improvements in the supply process of manufactured products, reaching 100% service for the cosmetics business in Mexico.• Introduced efficiencies to the international logistics processes, reducing the delivery time of products by an average of 20% for the distribution centers in Atlanta, Guatemala, and the Dominican Republic.• Implemented best practices of product planning and scheduling, among which just-in-time deliveries and inventory under consignment with suppliers stand out, optimizing inventory by US$20M and improving warehouse utilization by 10%.• Led talent management transformation and improved organizational capabilities by introducing performance indicators for each operating group, achieving efficiencies of 20%.• Improved the planning process for finished products with local suppliers, managing to increase the service level by 20% and reducing US$ 3M in inventory investment.

Led the supply process of products to cover sales plans; responsible to analyze demand trends, evaluate risks in supply chain, coordinate the export and logistics of products to the markets of North Latin America; execute daily decisions to ensure the supply of 120M units per year with 110 suppliers. Negotiated supply agreements to guarantee service to 600K representatives and managed US$26M in inventory, purchased US$150M with local, regional, and eastern suppliers.• Implemented a new organizational structure oriented to work cells by category, defining objectives and process indicators for each task force, achieving a 20% improvement in efficiency.• Improved the process of supply finished product with suppliers, through the implementation of efficiency and vendor score card, increasing service efficiency by 50%, and reaching 90% of sales order fulfillment.• Led the negotiations of consignment purchases and just-in-time deliveries with suppliers, reducing inventory investment by 25%, equivalent to US$5M.• Develop supply sources and suppliers for the category of plastic food containers, achieving a 10% cost reduction and ensure the supply of 100% of the demand.

Led the strategic sourcing process in Latin America for the Home and Fashion business, by analyzing the requirements of the markets of Brazil, Mexico, Argentina, Colombia, Venezuela, Chile and Central America, the development of local and international supply sources. Managed the activities in the region to identify the needs of supply, products, suppliers, and quality; and be the Latin America liaison to the global purchasing committee integrated with teams from, the United States, Asia, and Europe.• Optimized 60% of the supplier base for the region, incorporating the reverse auction process, and achieving the savings goal of US$50M in three years.• Developed the purchasing and supply organization in the Andean region, made up of the countries of Colombia, Venezuela, Peru, and Ecuador, generating savings in operating expenses of US$200K, and achieving efficiencies in the process of 10%.• Led the negotiation of consignment purchase agreements in the region, reducing 10 days of inventory equivalent to US$30M.• Implemented the process of analysis and mitigation of risks for the supply, introducing indicators and statistical models, improving the level of service by 20%.

Led the sourcing transformation initiative for PepsiCo's operations in Mexico; In charge of the task force that developed the operating model for the implementation of the purchasing and materials management module in SAP. Responsible for the initiative to introduce the strategic sourcing methodology and the purchase to pay process for local suppliers; manage purchases of raw materials, packaging materials, indirect purchases equivalent to US$ 1.7 Bn under standard processes.• Led the integration of the supply teams by implementing the Shared Services Center, reducing operating expenses and recovering tax credits in US$8M per year.• Implemented the business intelligence system for supply process, manage the purchase of US$1Bn and control the base of 20K suppliers, improving the efficiency of the process by 10%.• In charge of the initiatives to negotiate cost reductions with raw material suppliers obtaining savings of US$10M.• Led the web supplier portal initiative to manage 600K online transactions (purchase orders, receipt of materials and payment to suppliers), reduce 15% of operating expenses, equivalent to US$1.2M and optimize the 30% of cycle time, minimizing administrative errors and improving collaboration with suppliers.

Led the strategic supply of raw materials, packaging materials, machinery, equipment, goods, and services, through the evaluation of needs for production and operation, analysis of the supplier base, market and industry, development of supply sources, negotiation of contracts and national and international trade agreements.• In charge of the strategic supply of national and international raw materials to produce salty snacks, confectionery, and sweets, generating savings of US$14M through negotiation and reduction of acquisition costs with suppliers.• Introduced improvements in the logistics for the transport of grain in bulk, from the facilities of suppliers located in the United States to the plants in Mexico, achieving savings of US$1M per year, with a two-year return on investment.• Led, together with the Chamber of Industry, the negotiation before the Undersecretary of Foreign Trade for the reduction of tariffs on imports of palm oil from Asia, promoting an impact on results of US$ 4M.• In charge of the development of suppliers for the supply of packaging materials to produce candy and confectionery highlighting the introduction of a cellophane polypropylene substitute with Mobil Oil Company winning the Golden Mummy Award in Chicago.• Improved the supply process of materials and finished product of the Toluca confectionery plant, reducing inventories to 20 days and increasing compliance with service levels by 99%.

In charge of the planning process for the supply of five thousand products through demand management, production programming and product planning in both local and global plants.• Led the customers service area focused on wholesale distributors and department stores, improving the index that measures customer satisfaction by 20%.• Improved inventory management of raw material and finished product warehouses, achieving a reduction of US$1M and improving inventory accuracy by reaching 99%.• Optimized the international logistics and supply planning process by 20%, reducing the inventory replenishment time to 82 days for plants located in Italy, Germany, England, Singapore, Malaysia, Brazil, China, Chile, and the United States.• Implemented the demand forecasting system based on statistical models, training the marketing and planning teams, managing to introduce estimates with a horizon of 32 months.