Joaquín Martinez Garcia Email and Phone Number
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☛ Working currently at Ahorramás S.A. as Head of Supply & Planning (Velilla de San Antonio, Madrid).☛ Previously at Loch Lomond Group as Planning Manager (Catrine, Ayrshire).☛ Previously at William Grant & Sons as Material Control team leader (Bellshill, near Glasgow)☛ Fresh graduated in a MBA (Distinction) in Edinburgh Napier University.♦ Who is Joaquin?☆ I came to the UK in 2015 to learn English, study a MBA and develop my career internationally.☆ Career in Linser (3PL/4PL provider), Findus (Frozen Food manufacturer), Carrefour (Retailer).☆ I held positions of General Manager, Operations, Supply Chain and Industrial Director, and Logistics, Warehouse and Section Manager.☆ I have designed, led and executed projects with positive impact on costs, service, team and working capital: • business development with new services and customers. Linser-EBITDA: 6% • change management, such as new labor conditions, organisation charts, and redundancies. Findus-direct cost: -20% • S&OP processes and new CTI (SAP, JD Edwards, Navision, TMS-Alertrans). • move the customers to the centre of our operations. • process reengineering (Lean Six Sigma), automation and new quality standards (BRC-EFSIS, ISO900, HACCP). • communication, motivation and training of staff. Findus-absenteeism <1.5% • supply chain integrations, distribution networks, European transportation and e-commerce logistics. • budget, P&L and Capex management♦ Furthermore,☆ I enjoy leading teams, training them in continuous improvement and working in fast-paced environment.☆ Strong analytical thinking and entrepreneurial spirit☆ Resilient, persistent, reliable, autonomous, flexible, responsible, passionate. ☆ I love scattering optimism and good habits around me.♦ I lead by example, with empathy and communication, using my charisma and dynamism as main tools. ♦ I have ability to detect and implement improvements quickly in industrial, logistics and S&OP processes.
Ahorramas S.A
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Head Of Supply And PlanningAhorramas S.A Jun 2022 - PresentVelilla De San Antonio, Madrid, EsAhorramás is a retailer specialized in quality fresh products, with more than 40 years of experience and more than 275 stores in Madrid and Castilla-La Mancha. It employs more than 12,000 people and turnover above €2 billion with a great vocation for trade and customer service. In its proximity stores there are markets that offer daily fresh products and consumer products with a wide assortment to improve the quality of life and guarantee customer satisfaction. The Ahorramás project is oriented towards sustainability based on pillars such as the health and well-being of people, the circular economy, innovation, and collaboration in the communities in which it operates.
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Planning ManagerLoch Lomond Group Aug 2021 - Jul 2022Alexandria, Gb♦ The Loch Lomond Group is an independent Distiller and Blender of some of the Finest and Rarest Scotch Whiskies in the World, and a range of popular Vodkas and Gins (65 million bottles a year).♦ It operates three distilleries, Alexandria and Littlemill, in Loch Lomond, and Glen Scotia, in Campbelltown, and a maturation site in Hurlford.♦ Bottling and distribution takes place at Glen Catrine, in Ayrshire, from where our spirits travel to the world.♦ Role PurposeTo lead the Planning team (10 direct reports), including the areas of demand forecasting, production planning, data management and material planning, and to oversee of the day to day planning of production schedules and materials for the Catrine bottling facility, while also leading the demand and operational planning for the Loch Lomond Group.♦ Key responsibilities☆ To design and execute a shifting thinking from short term, reactive planning, to more market and forecast driven demand planning. To extend the present UK Demand-Supply model to international markets.☆ To develop improved data sources and collaboration between the Planning/Procurement/Customer Services and Sales functions to allow for adjustment in plans and the supply chain, more effectively balancing supply and demand.☆ To determine the KPIs that would be appropriate to use to indicate improvement in planning effectiveness and execution against the plans as an overall supply chain/operations team.☆ To determine the process required of the business to develop an effective S&OP methodology and assess the possibility of more system integration to drive ease of use (planning system, MRP, stock system and customs system).☆ Review the potential benefits of MRP enhancements, including the introduction of an integrated planning tool (Orchestrate), including the stocks and warehouses management. -
Material Control Team LeaderWilliam Grant & Sons Aug 2020 - Sep 2021Bellshill, Lanarkshire, Gb♦ William Grant & Sons is the biggest independent whisky company in Scotland (annual revenue: £1.3 billion).♦ It operates four malt distilleries, namely Balvenie, Glenfiddich, Kininvie and Ailsa Bay, as well as Girvan grain distillery, on the same Ayrshire site as Ailsa Bay where there are also major maturation and blending facilities.♦ Bottling takes place at Grant’s Strathclyde Business Park facility near Glasgow, where office functions are located, while a London office is situated at Richmond.♦ Role PurposeTo lead the Material control team (7 direct reports) ensuring the plan and call-off of packaging materials are delivered for the bottling plans and that suppliers are achieving agreed targets in an efficient and cost effective manner.♦ Key responsibilities☆ Plan and manage call-off of annual spend of up to £107m on packaging material todeliver the production plan whilst keeping within agreed days of stock and inventoryvalue targets☆ Manage day to day relationship with material suppliers ensuring the team liaise withthem on a regular basis to identify any potential issues and ensure capacity is available tomeet demand☆ Support the Procurement contracts with material suppliers by creating and maintainingservice level agreements with key suppliers, covering batch sizes, frequency of makes andcampaign planning☆ Provide monthly input to the Supplier Relationship Management (SRM) scorecard processand lead functional discussions including continuous improvement in service during SRMmeetings☆ Lead the Continuous Improvement agenda in Material Control to deliver plans thatmanage master data, reduce shortages and increase efficiency balancing cost, inventoryand service -
Inventory Audit ControllerWilliam Grant & Sons Sep 2018 - Aug 2020Bellshill, Lanarkshire, Gb♦ The purpose of the role was:☆ To co-ordinate and ensure that all internal and external processes regarding to stock management and transactions, are consistent and robust across the different sites for Cased Goods, Dry Goods including rework and co-packers activity as well as, meeting the legislative requirements of HMRC, Compliance and Quality standards.☆ To design and to implement new processes in the Scotland’s warehouses network to reduce logistics cost and to improve the OTIF to customers.♦ Key achievements:☆ Delayed despatches: from 12% to 1.5%. Transfers cost among warehouses: -£200k/year. ☆ Reduction of high-risk 3rd party providers from 4 to 2, and the medium-risk ones from 5 to 2.☆ SLOBS reduction by 22% in external sites. Finished goods stock forecast accuracy above 95%.
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Business ConsultantBright Red Triangle Jan 2017 - Aug 2018♦ Bright Red Triangle is the start-up incubator and consultancy of Edinburgh Napier University.♦ Its mission is to join graduates and university's staff to businesses based on Scotland.♦ My collaboration started while I wrote the project-dissertation for my MBA.♦ My function is to cooperate, design and implement short-term projects (from one day to four weeks) in star-up firms developed in the incubator and in businesses located in Scotland:☆ communication and staff training.☆ business plans.☆ student mentoring.☆ S&OP processes.☆ lean implementation.☆ change management.☆ project management-PMP
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Managing DirectorLinser Logistic Jun 2008 - Dec 2014Pamplona, Navarra, Es♦ 3PL and 4PL provider.♦ Main customers: Florette, Carrefour, Lactalis, KFC, Mc Donald, Mizanor, Unicarrier, Graftech, SAS.♦ Revenue: €25m/ year ♦ Employees: 400 (150 self-employed drivers) ♦ Sites: 58 (40 distributors).♦ Volumes: 50,000 tm and 8 million cases per year ♦ SKUs: 10,000.♦ Key Responsibilities:☆ Relationships and negotiations with main customers, banks and wholesalers/vendors.☆ Implement corporate software for S&OP processes (Navision, Alerce, MS Office).☆ Transform the company according to a culture of service, frugality and participation.☆ Offer multi-client services.☆ Analyse, simplify and optimise the internal processes with lean thinking techniques.☆ Co-ordinate all these changes among departments and with customers and wholesalers/vendors.☆ Develop the reporting and communication with customers, wholesalers/vendors, banks, board of directors and employees based on KPIs (balanced scorecard). ♦ Key achievements:☆ EBITDA: 6% ☆ Direct costs: -20% ☆ Overheads: -40% ☆ Sales: +20%.☆ First time that our company achieved positive results.☆ DIFOT-SLA > 98% ☆ Absenteeism: <1.5% ☆ Obsoletes: -80%.☆ 60 new customers joined the company between 2010 and 2014.☆ Congratulations from our main customer, Florette, due to our supportive behaviour to keep the activity going during several strikes in Spain and France in 2008, 2011, 2012.--------------------------------------------------------------------------------------------------------------------♦ The origin of the company was the merger of 5 local and family businesses.♦ Chilled distribution, e-commerce, full load transportation, warehousing and in-house logistic.♦ It was led by the venture capital firm 'Clave Mayor'.♦ Many owners of original businesses continued working in the new group and kept as shareholders.♦ A part of the company was sold in 2015 to Grupo Uno CTC and the remaining was dissolved in 2016. -
Director Of OperationsLinser Logistic Dec 2006 - May 2008Pamplona, Navarra, Es♦ I reported to the Managing Director.♦ I supervised a team of 200 direct employees and 150 self-employed people, mainly drivers.♦ I was headhunted by the Managing director, who was my former boss in Findus, to implement an organisation transformation similar to I implemented in Findus' factories and supply chain.
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Industrial And Supply Chain DirectorFindus España May 2002 - Nov 2006Madrid , Madrid, Es♦ Frozen and fresh ready meals manufacturer in 15 European markets. ♦ Revenue: €60m ♦ Employees: 500 ♦ Factories: Badajoz and Marcilla ♦ Warehouses: 30.♦ Stock: 70,000 pallets ♦ Volumes: 40,000 tm, 4 million cases per year ♦ SKUs: 5,000.♦ Key responsibilities:☆ Integrate factories, suppliers and markets in the global supply chain of Findus Europe.☆ Transform the supply chain, suppliers and factories according to a culture of service, frugality, and participation.☆ Apply the highest standards in food safety and H&S.☆ Share this new culture and changes with sales and finance departments.☆ Be the linchpin for industrial investments, suppliers, NPD and products availability.☆ Implement corporative software for S&OP processes (SAP, JD Edwards, MS Office)☆ Analyse, simplify and optimise the internal processes with lean thinking techniques.☆ Redesign the whole supply chain, to fit the new strategy of added-value SKUs for retailers.♦ Key achievements:☆ Manufacturing cost per kg: -20% ☆ Transport cost per kg: -15% ☆ Capacity: +35%.☆ First time quality: 99.95% ☆ Absenteeism:< 3% ☆ Deliveries In Full and On Time: > 99.5%☆ Stock: -10% ☆ Accuracy-stock: 99.95% ☆ Obsoletes: -50% ☆ Accuracy-sales: > 97%.☆ Implementation of quality standard BRC-EFSIS in Marcilla factory.☆ Manufacturing volumes: + 20% due to new exportations.☆ 30% of revenue in Spanish markets came from other European factories.--------------------------------------------------------------------------------------------------------------♦ Nestlé sold a part of its factories and markets of frozen food in Europe in October 2000.♦ Findus Europe was made under the property of the Swedish venture capital firm, EQT Holdings.♦ The Iberian markets changed the main shareholder in July 2005.♦ The new shareholder is the largest European frozen vegetables manufacturer, the Belgian Ardo. -
Logistic ManagerFindus España Dec 1999 - Apr 2002Madrid , Madrid, Es♦ Start the Marcilla Distribution Center for all frozen products of Nestlé for Spanish Market.♦ Implementation of SAP.♦ Reliability of stock over 99.95% (70.000 pallets in maximum levels).
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Warehouse ManagerFindus España Sep 1997 - Dec 1999Madrid , Madrid, Es
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Warehouse ManagerAzkar Logistic Feb 1997 - Aug 1997Kempten, De -
Warehouse AssistantUnilever Jul 1996 - Jan 1997Blackfriars, London, Gb -
Section ManagerCentros Comerciales Continente (Now Carrefour) Mar 1993 - Sep 1995Massy, Île-De-France, Fr
Joaquín Martinez Garcia Skills
Joaquín Martinez Garcia Education Details
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Edinburgh Napier UniversityGeneral -
San Telmo Business SchoolBusiness Management Program For Agro-Food Industry
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Universidad Pontificia ComillasIntegral Logistics
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Universidad Autónoma De MadridPhysics
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Instituto Tomas Navarro Tomas Nº 2Bup Y Cou
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Colegio DiocesanoEgb
Frequently Asked Questions about Joaquín Martinez Garcia
What company does Joaquín Martinez Garcia work for?
Joaquín Martinez Garcia works for Ahorramas S.a
What is Joaquín Martinez Garcia's role at the current company?
Joaquín Martinez Garcia's current role is Operations, logistics and manufacturing professional. Retail, Food and beverage sectors. Transformation of organizations..
What is Joaquín Martinez Garcia's email address?
Joaquín Martinez Garcia's email address is jo****@****ant.com
What schools did Joaquín Martinez Garcia attend?
Joaquín Martinez Garcia attended Edinburgh Napier University, San Telmo Business School, Universidad Pontificia Comillas, Universidad Autónoma De Madrid, Instituto Tomas Navarro Tomas Nº 2, Colegio Diocesano.
What skills is Joaquín Martinez Garcia known for?
Joaquín Martinez Garcia has skills like Operations Management, Manufacturing Operations Management, Lean Manufacturing, Cost Reduction, Team Leadership, Business Strategy, Change Management, Strategic Planning, Negotiation, Supply Chain Management, Supply Chain, Erp.
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