• Responsible for Mexico’s Supply Chain, in charge of annual a spend of over USD $150 million among all food, beverage, paper and packaging, toy and other supplies.• Led a 4-member team to identify and implement savings for USD $5 million among all categories.• Leader of multidisciplinary Gross Margin team which managed to increase the company’s gross margin by 3pp form 2021 to 2023• Assure supply of all products, minimizing additional costs and minimizing bad goods.• Savings of USD $500,000 on logistic fees, by redesigning routes, implementing night and blind deliveries, a flexible routing structure and optimizing working capital.• Lead and strategize with our 4PL provider ways optimize inventories and routes, increasing the service level by 4%.

• Responsible for logistics, sauces, paper & packaging, protein and equipment categories, where I implemented initiatives to generate annual savings of 4% in packaging, 8% in sauces and 10% in equipment.• Savings of over USD $133,000 on logistics fee by identifying import efficiencies, working capital reduction and devising a new fee structure for Subway’s restaurants.• Coordination and management of Subway’s 4PL provider, increasing service level by 6%.• Service Level Agreement development and implementation for Subway’s core suppliers, in order to assure quality and supply.

• Managed paper and packaging, potato, produce beverage, shortening and logistics categories.• Annual savings of 5% in potato, 13.4% in produce and 10% cost avoidance un shortening, by designing and implementing initiatives that reduce cost to both the supplier and us.• Managed the relationship with McDonald’s 4PL provider, increasing suppliers’ service level by redesigning the PO process and optimized the DC’s working capital, deliveries and service level.• Supplier and process alignment for SOX & sustainability compliance.

• Sales increase by 10% vs. last year, and currently aligned to this year’s objectives.• Successful management of 5 regional supervisors to deliver the best service possible to the third-party business partner DSD channel and all key accounts within their territory.• Development and implementation of new business model for all third-party concessionaries and logistical operators nationwide.• Increase in profitability by USD $75,000 through the elimination of all non-profitable business partners, and creating a new, sustainable and shared development plan for Nestlé and its business partners.

• Team leader of a project involving Nestlé Ice Cream division and La Huerta, one of Mexico’s largest frozen food producers, aimed to decrease distribution costs by creating a joint supply chain.• Sales increase of 7% due to shared cooperation in point of sales.• 20% cost avoidance by increasing transportation efficiency and modifying routing schedule.

• Selected to create a new position within the ice cream division to negotiate with Wal-Mart’s procurement and replenishment divisions to optimize the SKU catalogue and maximize the efficiency of SKU/stock combinations.• Increased sales by 14% in one year period by negotiating with Wal-Mart and identifying ways to optimize their forecast and avoid out of stock products.

• Increased client service level from 60% to 95% by developing processes to make both supply and demand planning more accurate.• Decreased working capital by reducing the stock nationwide without affecting sales.• Ensured supply to national Distribution Centers and foreign markets, including identifying and communicating anomalies with product availability and recommending substitutions.• Communicated with other division leaders to develop this newly created distribution planning position.

• Conducted efficient logistical planning to provide an added value to all business categories and to the supplier of the subcontracted service.• Designed work plans and projects to originate cost reduction in inventories.• Significantly improved planning, achieving a 98% rate of finished products delivered on time.

• Reduced costs by designing plans to decrease the use of raw material and packaging stock.• Identified and developed new methods of communicating procurement department improvement opportunities.• Developed new performance indicators to more accurately measure and improve the supplying processes.