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Ensure the availability of materials necessary to meet the requirements established in the forecast. Analyze and define timely calculation of supply needs for raw materialsEnsure the best prices in the market, ensure inventory levels in economic ratio for the NWC company, Avoid obsolete and discontinued inventories of raw materials. Identify alternatives in the production plan Vs confirmed capacity. Supervision of good manufacturing practices in warehouses and material handling.Achievements Development of alternative suppliers of pharmaceutical grade raw materials guaranteeing the supply of critical materials. Execution of a project for the sale of final products to other countries (Chile) Reduction of costs due to change of primary packaging, impacting .5M pesos in the annual budget plus reduction of up to 20% in manufacturing times (Byn Balanced Formula). Formation of a new planning and purchasing team. Achieved accuracy in inventory differences at 99.95% in 2022 and 99.9% in 2023

Development and implementation of strategies in order to maximize the efficiency and productivity of production plants in synergy with the supply chain areas.Implementation of Master Planning Scheduler and Material Report Process, Creation of work routines, calendars and process plans. Promote the “continuous improvement” methodology and the implementation of warehouse control methodologies (inventory assertiveness, cycle counting, inventory rotation).Structuring and creation of the Foreign Trade department Achievements:Implementation of control metrics for all areas, Kick Off SAP implementation, production order execution times were reduced by 50%, automation of material demand for materials.Expense reduction by 14% of the PPT 2019 Vs 2020. Production compliance stabilized at 95%, achieving a historical increase in production. Savings of over 14% with strategic suppliers.Restructuring, reassignment and balancing of workloads in all areas of my Department.

Automotive returnable packaging.Creation of the purchasing area. Definition of policies and procedures. Classification of suppliers A, B, C. Responsible for the single unit costs of materials.Assignment of rates of production. Bottlenecks reduction or elimination. Direct coordination of delivery plan to end customers MX and USAAchievements:Project leader for SAP R3 implementation from European Market to NAFTAStandardization of materials Europe - Mexico. Reduction in line stoppages due to lack of materials. Development of distribution routes for international finished products.Savings of 800K USD at year due to the classification of materials.Warehouse coordination located in the United States and México

Smart drop irrigation and micro-irrigation solutions Sales & Operation Planning implementation. Warehouse Management System 4 locations Demand forecast based on historical consumption, analysis of trends.Construction of Annual Operational (AOP) and Financial PlanAdministration of Working Capital and inventory rotation DOSAchievements:DOS reduction less than 60 days by implementing inventory volume KPI and purchasing planning.Implementation of OTD, (On Time Delivery), 93% compliance for MTS and 95% for MTOSavings 1.2M USD launching: Service Optimizer (SO99) strategy. Classification ABC, FMR, XYZ.Reduction of Slow movement material launching the Inventory Drop project. 1.3M USD.

Analyze the manufacturing program vs. rolling demand.Report the progress of the sales nationwideProgramming the production planCoordinate supply of raw material with suppliers (cold channel)Leader of new product launches for production.Adapt the production plan to supply requirements derived from the change of direction in the sale.Direct available resources in order to maximize the current production and medium horizon.Manage the attachment to the client's master plan (CFR).Achievements:Consumption projections of all materials were generated, encouraging early purchase abroad.The first triple launch of new products nationwide (Escupe-Lupe, Pela-Pop, and Pineapple Coco)Reduction of working capital in .8 M USD.Development and analysis of logistics routes for product distribution.

Strategic materials requirements for Nestlé MX, 5 factories nationwide.Annual Operational Plan: Volume and level of business with suppliers.Procure to Pay purchasing management: international suppliers.Inventory Control in Maritime Customs.Internal auditor certified by Perry Johnson: ISO-9000Design of savings projects, TPM methodology.Specific improvement, Execution of DMAIC & SMED projects, Green Belt Certified.Achievements:Savings over 10K USD due to modifications to raw material specifications.project lead: Introduction of a new international supplier to the Mexican marketSavings achieved by Purchase Change Request, 480k USDExecution of DMAIC project achieved by 5K USD 2nd Place Nationally Project Energy Savings of 100K USD per year, 1.2 tons of Co2 less. 1st Place at the national level SMED project reduction of times in change of critical mold

Development of strategic suppliers for the business (LVS)Management of official catalog of General Services for the segments of buildings, common areas, gardening, repair of infrastructure, installation ground of machinery, maintenance to roofs, surveillance service, dining room service (1,000 employees), lighting service, stationery service, cleaning service, garbage collection service and industrial waste (magnet wire, gray iron, hydraulic and soluble oil used).Negotiation, contract and supply management of Liquid Nitrogen, Gas L.P.Execution of strategic purchases (copper bars, separating a fixed component from the variable component).Purchase volume report.Achievements:Execution and administration of competitions for special projects (Boards, Terminal 2 Airport).Project implementation for own and rented forklift control.Responsible for the purchase of maintenance material, bearings, lubricants, spare parts and warehousing at FESTO consignment with a value of 90K USDEvaluation and development of suppliers.Launch of a warehouse to consignment in Hydraulic and Pneumatic material.

Inventory Control, personnel administration, budget management, purchasing requests administration, demand administration, the establishment of re-order points, national / import spare parts.Achievements:MRP / SAP R3 system boot for 5000 part numbers.Implementation of the preventive maintenance system, generation of work orders (Time, Cost, Extra Time)Kanban warehouse start-up on the floor for machine tool maintenance, 40% reduction in downtime.

Technical support to internal customers, repair of computer equipment, database administration.Release of production orders