Regional role responsible for overseeing the Supply Chain Organization across 18 countries, leading supply and demand planning, S&OP (Sales & Operations Planning), and initiative management. This role encompasses managing regulatory compliance, ensuring excellence in customer service and collaboration, and overseeing warehouse operations, transportation, and logistics procurement. Working closely with cross-functional teams to enhance efficiency, support business growth, and ensure seamless operations.

Responsible for the End to End Supply Chain Organization in Mexico, covering Demand & Supply Planning, Inventory Management, TPM Management, Logistics Procurement, Customer Service & Collaboration, Transport (domestic and international), and Warehouse, delivering excellence in service to more than 77 local customers and more than 30 countries around the world. New GTM End to End Supply Chain Design for the most important category in the Company. New Supply Chain organization designed for the Mexico Business. Design and implementation of the IBP process for the new Wella Company. Running a distributor model for Coty Consumer Beauty business. Strong results in Forecast Accuracy of 80.3% and SPP1 of +4.9% FYTD full portfolio. Fill Rate On-Time KPI improved from 94.84% to 98.10% from FY20 to FY21 (Local & export business). Ship On Time KPI improved from 98.10% to 98.40% from FY20 to FY21. Fill Rate improvement from 97.9% to 98.6% from FY20 to FY21. Customer rejects reduction from 1.5% to 0.5% from FY20 to FY21. Successfully execution of 0.6M_USD on saving projects in transportation and warehouse. Logistics Costs reduction from 5.6% to 4.9% over GS from FY20 to FY21.

Head of Logistics & Customer Service for Mexico Subsidiary, responsible to lead and engage in the design, planning, execution, control, and supervision of supply chain activities with the objectives of creating net value, building a competitive infrastructure, leveraging regional & worldwide logistics and customer service best practices. Managing 3PLs, Warehouse, Transportation, International Trade, Customer Service Order Management, and CPFR. Logistics Costs reduction from 7.3% to 5.6% from FY19 to FY20. Successfully execution of 1.4M_USD on saving projects in transportation. 350K_USD extra cost reduction in international trade operations, in 9 months reducing demurrages. 790K_USD extra costs reduction in warehouse operation FY20 vs FY19, reducing overtime and external storage rent. 865K_USD in savings through new contract terms negotiation for next fiscal year warehouse operation. Customer rejects reduction from 2.7% to 1.5% over gross sales in 9 months. Ship On Time KPI improved from 96.06% to 98.15% from FY19 to FY20. Fill Rate On Time KPI improved from 92.40% to 94.84% from FY19 to FY20. Operational Excellence Program implemented, standardizing processes across North America division.

Head of the supply planning team for Andean Hub (Colombia, Ecuador, Peru & Bolivia). Responsible for the plant production planning in Colombia, exports from Colombia to Andean countries, and for worldwide importation process to the Andean hub. With 4 people in the team and working collaboratively with Demand Planning, Customer Service, and inventory management as SP we ensure FGs availability to support commercial goals and growth. Manages a team of 4 staff (Supply Planners). Case Fill recovery from 94% to 98% on Aug 2019 considering the total hub (Colombia, Ecuador, Perú & Bolivia), highest number since Nov 2016. Reductions of 3 days in quality releases for import products aligning internal requirements and processes. Ensured proper production plan for Oral Care under capacity constraints achieving the best mix of products locally. Implementation of Constraint SNP module (Tier 1 & 2) for all manufacturing plants, across all categories. APO implementation as the main tool for planning, resulting in a 100% system driven process. Successfully system alignment, supporting the transition to a new Warehouse avoiding any business disruption. Successfully implementation of Control Tower module on SAP providing visibility and improving decision making. Implementation of weekly Demand Planning – Supply Planning discipline, according to Global Guideline resulting in an on-time and accurate risk projection and availability recovery.

Responsible for North America Division (United States and Canada) to control, monitor and design the right size of raw, packaging materials and finish goods inventory levels. Devise ways to optimize inventory control procedures, inspect the levels of business supplies and raw material to identify shortages and ensure product stock is adequate for all distribution channels (Mother warehouses and Distribution Centers) and can cover direct demand from customers. Change safety stock for safety time in TOMs and COP Company providing efficiency in inventories. Safety Stock optimization for TOMs and COP companies reducing total USD value in 1.3MMUSD in 6 months. Monthly meeting discipline with all areas involved to keep clean and clear the system. Redistribution of buffer inventory for Mexican products commercialized in US, changing balance60% in MX and 40% in US. MOQ adjusted for 20 SKUs reducing the amount of inventory in 2% total North America Division. 4% Slob reduction for finish goods in 9 months from 12% to 8%. Design of management model to define optimal inventory level in each location (Right Size). Master data 100% updated to manage the operation 100% system driven.

Responsible for successful the day to day running of all Customer Services aspects of the business. Ensuring delivery of high quality collaborative projects always within time, cost and quality parameters. Main KPIs: C2S, Case Fill, MOQ, Order Profile, Order Touch, On Time, Complaints, Non Conformances. Manages a team of 3 staff including analysts and specialists in Customer Services across the country. Managed and Closed 98% of total Quality Non Conformances from Customers, ensuring on time reply and actions. Developed backhaul projects with new 6 key customers providing annual savings of $95M. Ensured case fill rate at 99.73% total company integrating main areas such as Customer development, Manufacturing, Logistics and Customer Service. Developed a new Cost to Serve indicator to maximize the value per shipment, assuring costs below 3% of net sales. Implemented mix dispatches strategy to reduce shipment costs, consolidating 2 customers in one truck making 2 deliveries in the same business day, providing efficiency with carriers and savings of $241M.

 Manages a team of 13 staff including supervisors, coordinators, analysts, and a team of 134 workers. Manages a budget of $37M. Redesigned raw and packaging material (R&PM) warehouse into a unique and consolidated national distribution center with one warehouse for R&PM (12000m2) and one for finished goods (38000m2). Aligned labor, equipment and integrating processes without disruptions to production, resulting in a savings of $365M. Reduced damaged products by 1.5% for a savings of $120M through new layout shortening distances, making process more ergonomic for workers Improved inventory accuracy 0.5% in just 7 months with new inventory process and implementation of a new documentation standard. Reduced inventory loss 60% from January to August, resulting in a cost avoidance of $180M. Spearheaded a project that increased productivity by 13% in just 4 months through the creation of a campaign to close the gap between labor and staff, encouraging a team working environment, increasing ownership, and commitment to the job.

 Managed a team of 8 employees, 17 carriers companies, and 6 international freight liners, with an annual budget of $32M. Ensured delivery of high quality projects, always on time and under cost, while consistently meeting quality standards.  Working closely with customer development team, reduced shipping points from 320 to 192, standardizing terms and conditions for all clients.  Reduced shipments via cross docking 35%. Increased direct shipments from 55% to 90%, resulting in savings of $1.5M. Designed and implemented a project to improve truck arrival and uploading processes, resulting in more than $5.5M in annual savings. Drove improvements to on time indicator 35% nationwide, reducing lead time from 8.4 to 4.1 days.  Developed backhaul projects with top 25 customers nationwide, resulting in a savings of $450M annually.  Shipped +4000 net tons monthly directly from port to customers on a monthly basis, reducing customer complaints by 8%. Shipped 600 net tons of product directly from factory, generating more than $1.2M in savings.

 Oversaw a SAP-APO (SNP/GSN/CASCADE) systems implementation project to plan for replenishment importations from China, Vietnam, USA, Brazil, Colombia and Mexico, resulting in an improvement of 90% of system usage.

 Key individual responsible for the planning and execution international trade, replenishment, importation, exportation, customs, inventory and cost control processes, overseeing a team of 4 employees. Improved case fill from 92% to 99% in two years.  Increased market share +10% over three years through active participation in branding initiatives, ensuring on-time availability.  Improved DP Accuracy +15% over three years for regular products.  Point person for local regulations and restriction details, exporting 3,135 tons of finished goods to Latin America without cut cases. Managed essential governmental process such as CADIVI and MILCO to import 15,500 tons of products to China, Vietnam, Thailand, Switzerland, Brazil, Colombia, Guatemala, Mexico and USA.  Generated a savings of $3.5M though a project changing main sea port from Puerto Cabello to Maracaibo, drastically reducing nationalization process from 20 to 7 days. Executed plans which reduced SLOB from $1.2M to $123M in one year, and reduced DOC from 149 to 90 within two years.

 International negotiator for 8 factories. Responsible for reviewing all contracts, achieving best price and highest quality, as well as setting lead times. Advised senior management on all issues, proposing appropriate resolutions to issues. Identified main manufacturers in Germany and France for spare and replacement parts, negotiating for best price, resulting in a savings of $2.2M.

 Lead corporate negotiator, managing national team of 12 purchasing analysts. Consolidated high volume requests for select commodities for factories, resulting in a savings of $1.5M. Established new categories for industrial security, industrial paints and break systems through consolidation.  Negotiated prices, terms and conditions for 10 factories, establishing and maintaining relationships with vendors and key national suppliers to build effective long-term supply chain partnerships.

 Streamlined purchasing process through a project that also optimized management of inventory control for all plants. Liaised with staff and management for sourcing input. Responsible for purchase of parts, services, raw and packaging materials, replacements and commodities for factory.

Responsible for all academics, productivity and continuous improvement projects in the University, also in charge of student’s development in the subject of Institutional Projects and Management. Part of the research and development team managing 20 cross functional employees.

Developing a marketing team to implement strategy & delivering on objectives market research, online campaigns, web site, use of digital/social. Develop partnerships & relationships with third parties to meet strategic objectives, setting the scope, implementation, management & review of marketing campaigns, design, implement & facilitate an effective local & national marketing strategy managing a multitasking and wonderful team of 15 employees.

Managing the carrier’s relationships for the company including selection and evaluation of logistics suppliers, routes definitions and standardization to reach each customer across the country. Also monitoring delivery times to ensure they are on time, escalating promptly any issues that may impact operations, providing strategic direction during the implementation stages. Finally copacker area development and synchronization with distribution designing procedures.

Responsible for order placement timing, supply / demand alignment, material replenishment and supplier performance. Also responsible for conference planning, controlling the purchasing budget. Managing a team of 5 people. In this position the action is critical to get the results on time, under a lot of pressure many activities must be done and be reported to senior management.