Jorge Franco Email and Phone Number

Responsible for the end to end supply chain in Mexico, from procurement to distribution.

I am responsible for the management of the Logistics, both internal and to customer, for Softys at a country level.Leading a team of 20+ colleagues to drive cost reduction in logistics costs and improving service levels.Working with the team to integrate a fully articulated Supply Chain at a country level including the recent acquisition of the Puebla site and its portfolio.

Responsible for the End to End Supply Chain and Retail Operations for Emma in Canada, USA, Mexico, Chile and Colombia. Responsible for the steering of the Customer Service and Operational Excellence teams serving the Americas' countiresAccountable for the local steering for the Procurement Team in the Americas. Leading a team of 24 FTE's + a BPO of 24 analysts and two coordinators.

Responsible for the coordination of the last mile logistics of fuel transportation within Mexico from different suppliersAccountable for the management of the Carrier relationshipsCoordination and Management of a 3PL responsible for customer service, order management and help desk,Also accountable for the demand planning of fuels from the station to the source of supply. Owner of a $15MM USD operational Budget and a spend of close to $20MM USD. During my first year in the role, product reliability improved by 8%.

• I was the Supply Chain workstream lead for the acquisition of the BASF Personal Care Chemicals Site to transition over to Stepan. Met inventory target of $4MMUSD and led the successful integration and carveout of the different supply chains that were in scope to transition• Responsible for all the planning, scheduling, warehousing and distribution operations in and out of the site shipping ~300MT per day • Responsible for the management of a team of 40+ people including non-unionized, unionized and contractor employees• Accountable for the tracking of the on time delivery KPI using root cause analysis to tackle the reasons for the delays. Improved 10% on on time deliveries in 6 months • Accountable for an operational budget of 2MMUSD per year. Delivered savings of 1MM USD in transportation costs• Inventory value of 12MMUSD

• Responsible for the planning and scheduling for all raw materials and finished goods at the Ecatepec Site in Mexico• Responsible for all the warehousing and distribution operations in and out of the site• Managing a team of 40+ people • Coordination of all the importing of packaged goods from Europe, Asia and North America for distribution to MX and CA Customers• Working closely with the sales and asset management teams we delivered a reduction of 2 DIV• Responsible for 19MM USD worth of inventory

Responsible for the launch of a DIY line of Earthen Flooring in rural Rwanda. Responsible of the implementation of the marketing and sales strategy for the launch of the DIY productCoordination and centralization of the information between sales and operations to perform monthly performance and analysis and readjust the designed strategies to find the best possible solution. Coordination of the operations of the DIY line, including but not limited to material utilization, inventory management, logistics design, resource allocation Monitoring and control of the DIY operational budget to make sure the money is spent where allocated and efficiently used.

I was responsible for the implementation of the Project Management Office for the Coatings Division in North America. The PMO was responsible for the successful launch of 20+ new customer launches in North America and Argentina for the Coatings division. These launches were equivalent to 85 MMUSD of revenue for the company. The PMO successfully launched new sites for all our main customers such as GM, Audi, Honda, Nissan earning several accolades and considered as a global benchmark in the implementation of a Project Management Office. I was responsible of delivering and reporting to the Division Director on the progress of each of these launches on a biweekly basis leading a team of 6 people, including a high potential trainee. The implementation of the PMO included creation of new processes, procedures and templates that ensured all the different functional areas worked seamlessly together with common targets and a single point of communication.

Responsible of the Inbound raw materials and Production Planning of the Coatings Site in Mexico. Planning of over 1100 different products in Waterborne and Solventborne technologies with an inventory value of over 18MMUSD exported to North America and Europe. Responsible of the delivery of over 600 different raw materials imported from Europe and Asia to ensure timely arrival at the site and prevent line stops.I am also responsible of performing Site capacity analysis and EOQ models to provide accurate and timely information for decision making on expansion projects and new businesses.Nissan Smyrna Startup project: Introduction of 14 new basecoats to the Nissan Plant in Smyrna, TN. New business of 400,000 GLA of paint per year.EZGO supplying plant transition. I led the transition of the EZGO colours from Windsor to Tultitlán and was responsible for all the project supervision. This resulted in a 30% increase in profitability for the account. Capacity and EOQ analysis for the Tultitlán Site. This translated in an increase of 15% of Capacity.

• Responsible for the management of the entire logistics departmental budget consisting of more than 20MM MXP per year. More than 15% under spending was delivered through duly financial management, which made possible the construction of a new building for the logistics department. • Responsible for the management of logistic systems that enable the handling of materials throughout the supply chain more efficiently ensuring that the materials (raw and packing materials) reach the production lines on time and meeting the required quality parameters, thus minimizing the idle time of the operations. The impact of Out of Quality Materials reaching the line was diminished by 15% representing savings of 50MUSD per month on efficiency of the production lines. • Manager of all supplier relations and responsible for the working agreements and relationship with all the plant suppliers. • Management of all the Non – Productive Inventory in the Country for the Fabric and Home Care Categories, reaching secondary or alternative sales channels, therefore improving the cash liquidity position of the company. Savings of over 1.5MMUSD were delivered. • Working with the Marketing and commercial areas the risk of more inventory reaching obsolescence status was minimized translating in savings of over 2.5MMUSD. A robust process was established to keep track of codes that were moving slowly or below the forecasted volume. Using promotional strategies, alternative sale channels were analysed and the process now enforces all codes pass through these alternatives before reaching obsolescence status.• Responsible for the non productive inventory department consistent of 2 technical staff and a scholar working on inventory management and materials supply. I was also in charge of creating their career plans and performance reviews. During my tenure the scholar was promoted.

• Experience in the synthetic detergents manufacturing technologies, developing and using TPM based methodologies such as autonomous maintenance, planned maintenance, focused improvement, etc. • Best in class regional achievement in the implementation of the Process Control Strategy, minimising the process variability by controlling the inputs of the process, thus making the process much more efficient, minimising quality defects and material utilisation. The process had zero quality incidents in 6 months and Best in class material utilization. • Responsible of the raw materials utilisation for the manufacturing process, and by ensuring that the over/under utilisation remained within the 2% range I was able to deliver close to 1MMUSD in savings. • Responsible of the process reliability tracking, performing root cause analysis to minimise failures and breakdowns as well as to improve production rate and minimisation of the scrap. This translated into more than 50MUSD per month saving by improvements in process reliability and maintenance processes. • My organization consisted of 2 technical staff reporting directly to me and two working crews of 11 people each. During my tenure both of the technical members of my group were promoted and one of them was identified as a high performer which granted him flexibility to study part time to enhance his skills. My crews had no safety or quality incidents during the time I was in the role.

Representative of the Hardware and Software Engineering Rules team in the Mexico Centre of Excellence. The group primarily maintains and edits engineering guidelines for customer-facing network engineering groups. Compile and provide guidelines for provisioning and dimensioning of wireless network systems.I have to coordinate efforts, timelines and communication between R&D, Product Line Managers, Technology Introduction Leaders and the Hardware and Software Provisioning Teams to make sure that all the documentation is received on time and accurately.I am the Single point of contact to attend all the queries and Customer requests from the regional engineering teams and I have to coordinate with my team in Canada and the United States to give an expedite correct answer.Key contibutions:Creation of a metrics system to evaluate timeliness, responsiveness, quality and work load of the Core Engineering Readiness Group. Contributor in the creation of the Nortel MCoE website, which was born from an improvement initiative using LSS tools which was lead by me and a colleague. I started an initiative to hold KT sessions with the CDMA engineering team to accelerate the steep ramp up of the Core Engineering Readiness team. I conducted and participated in a leadership training programme for Top Performers.