Inventory control for $55M of dollars managed in Internal and External warehouse.Logistics Operation with a volume around 350 trailers outbound, 80 inbound per month in compliance with CTPAT, OEA and SAT regulations.Full Compliance in Import and Export controls.SMT Manager controlling production, maintenance and NPI process .

• Increase Raw material and Finished Goods inventory accuracy from 40% to 95 % increasing from 8 million to 18 million dollars on total inventory value to support business revenue growing.• Kanban implementation for A, B & C items (2300 SKU’s) achieving lead time reduction from 23 to 6 days and improving Delivery Metrics from 80% to 90% YOY.• 5S implementation at Warehouse and Shipping achieving level 4 in 4 months in 2016.• Total Shrink reduction from $1.6 million in 2014 to $0.4M in 2016• Decrease in 75% DPPM and 25% on warranty cost related with freight damage• Reduction in Company Distribution Cost from Mexico Operations in $250,000 us per year using consolidated freight.• Reduce LTL cost for Maquila operations in $500,000 us per year • Annex 24- Inventory Control data consolidation from CAM, ZOE and Vastera Software• Maintain C-TPAT certification and achieve NEEC and AAA certification for Mexican government.• Successful SAT Audit process for 2006 to 2010, database reconstruction for inventory control including physical inventory of pedimentos and invoices.• Redesign of picking process in Warehouse increasing production cells efficiency.• Reduce freight cost in 6.5% (2012 vs 2011) through a better cube utilization in northbound trailers.• Increase 24 hrs. Ship Metric in Mexican Distribution Center from 87% to 99%.• Broker transition achieving annual savings of $750,000 dollars and improving quality in processes and services. • Warehouse redesign to achieve smaller operational units assigning dedicated resources to each section with clear standard work and metrics, orientated to increase service level to production floor assuring accuracy and material availability as needed.• Supermarkets implementation on production floor for high volume items.• Implementation an “On Demand System” to supply low and medium volume items to production floor minimizing response time (From 45 minutes to 22 minutes in average)

Restructuration of Company Logistics Activities to improve Service Level for internal and external clients and at the same time optimizing distribution cost maximizing company profits.Shipment team and internal fleet coordination being a total of 43 employees (21 white collar, and 22 blue collar) at 18 business units.Transportation rates negotiation with external Carriers standardizing cost per ton/Km.Increase Company Level Service to 94.2% accomplishing shipments in Committed Delivery Date. (Former 75%)Reduction in Company Distribution Cost from 9.8% over the total sales in 2009 to 7.8% in 2010.Logistic KPI´s design and implementation.Redesign of internal fleet for water tanks division to maximize load capacity to achieve lower distributions costs.Increase of internal fleet productivity in 50% reducing operational cost in 30%Implementation of fuel consumption control for internal fleetMaintenance Program set up for internal fleet

Implantation of information systems for Operations Management in the Cement, Ready Mix and Aggregates plants in the countries where CEMEX has operations.Coordination of diverse Information Technology areas in the planning and execution of projects to establish new technological platforms, internal and external developments of applications, selection of commercial applications and negotiation with suppliers of Information Systems, handling multidisciplinary equipment over 15 internal members and 10 external ones reporting to Processes & IT Direction and Functional Managements. • Generation of the Business Work Model for Maintenance and Projects Processes within ERP SAP PM and PS platform in CEMEX Europe, coordinating activities and teams in England, Germany, Poland, Ireland, Croatia, France and Mexico integrating the new operations successfully.• Design of the new Management Model based on SAP Centric platform for Maintenance Process, integrating models of USA, Mexico and Europe.• Design, construction and integration of the transactional process for Production Management in cement plants based in the implementation of SAP PP Module.• Coordination of improvement projects in applications JEdwards AS400 and WEB.• Construction of an application to manage environmental emissions for CEMEX Spain based on platform PI obtaining the acceptance from environmental authority.

Consolidation of the operational information and costs of business units in the Logistics Southeastern Direction, analyzing improvement areas, optimizing operations and reducing logistic cost of the company through control of the operative budget and cost cutting projects.Internal Auditor in the business units, identifying deviations, executing remedial actions and proposing preventive actions.

Coordination of Transport Business Units in the Pacific Region, pursuit of operative indicators and costs, analysis of improvement areas for cost reduction and profit optimization for each transportation unit.Internal Auditor in the business units, identifying deviations, executing remedial actions and proposing preventive actions.Identification and execution of cost saving projects.

Maintenance Administrator and Electromechanical Supervisor in Guadalajara Cement Plant.Consultant from Technical Board of CEMEX Mexico with the next main goals:• Implementation of the Maintenance Administration System for cement plants based on Main Tracker Software• Implementation of the Maintenance Administration System for cement plants based on ERP JDEdwards • Design, Construction and Implementation of the Maintenance Model for 16 Cement plants based on JDEdwards platform, obtaining the standardization of practices, systems and KPI´s.• Integration of the Module of Maintenance to the Project of Continuous Improvement of Cemex Mexico and implementation in 14 cement plants .

Implantation of practices and systems for the management of the maintenance in Guadalajara Cement Plant and Embotelladora Pepsi in Guadalajara.