Supervise a group of 15 buyers. Invoice issues reduced from 10% to 1% of the invoices. Shortage reduction of 50% by implementing Order Policies, Safety Stocks and VMI inventories with key suppliers. PPV reduced from 4.36% to -0.76%. Excess inventory reduced by $2.5MM. Negotiated prices with local and US suppliers. Managed to reduce costs by $500K USD in 6 months. Increased Firm POs released from 89% to 99%.Reduced Premium Freight from 9% to 3 %.

Annual savings up to $250K usd during a 8 month period by looking for alternative sources. Helped increase NPI order fulfillment by locating different sources for hard to find components. Support purchasing team and MRO team with shortages for regular production items. Support Program Managers with quotes for new items. Support configuration team by obtaining drawings and specs of new components. Update ERP with component critical information.

In charge of all projects in the plant that involved productivity for the plant, managed negotiations for raw material that gave us last year $5 MM in savings, managed plant PPV and implementation of prices in our ERP system. Last negotiation achieved a 6% saving ($150K USD). Involved on productivity projects with Eng. Quality, R&D teams for review and approval of projects.

Supervise a group of 11 buyers. Reduction of unpaid invoices from $1MM to $10K. Shortage reduction of 50. Update of MRP settings to reflect correct information of all raw materials.

Transferred from Reynosa because of ability to find and implement opportunities of improvements in process and different approach mentality to changes. Oversaw operational quality developments and improvements within the customer logistics sale units organization. Handled all operational quality initiatives, implemented improvements on delivery quality categories. Improved business process on regional level and initiate global projects.• Created and utilized a claims report sent to customer service which led to a reduction in open claims in Latin America from 200 to 80 per month within a two month period• Co-participated in a project which reduced the amount of software complaints in Latin America by creating “Country SKU’s”.

Outsourced sub-assemblies, monitored and analyzed supplier performance and capacities, provided working leadership and training, managed important suppliers and implemented process that improved communication and deliveries.• Participated in allocation process when demands exceeded supplier’s capacities.• Managed tight supply situation individually. Executed supplier splits in short horizon. Optimized inventory levels by assuring sufficient days of supply (right inventory distribution by considering fast and low turning items). Adjusted on a regular base the inventory levels to the latest demand scenario.• Participate in ramp ups / downs and managed version changes.• Reviewed SOX requirements for purchased parts loaded in SAP.• Increased OTD for engines and modules from 70% to 94%.• Implemented material readiness process with all local suppliers, which reduced inventory levels by €3MM ($5M) approximate.Managed 7 employees in this project.• Led value metric wich reduced raw material inventory representing €72M ($90M-$100M) to €42M ($50M-$60M) in six months. Managed 7 employees in this project.

Supervised 6 Supplier Planners on assigned commodities.• Increased inventory turns by 43% after reducing inventory levels for incoming purchased components.• Reduced IOH by $2.6MD on six months by managing releases to supplier’s base and negotiating Min/Max policies.• Established daily and weekly conferences with key suppliers that developed and improved delivery performance by 18%.• Reduced 60% downtime as a result of improvements on deliveries and release management with suppliers’ base.

Supervised 4 Supplier Planners.• Implemented pull system on production floor which reduced production downtime by 30%.• Reduced inbound premium freight by $500K, increased on time delivery by 20% and reduced past due from $1.9MD to $500K by implementing milk runs with suppliers base.• Identified root cause for discrepancies from suppliers which reduced the time that components spent on receiving dock by 30%.

Supervised 2 Production Planners.Controlled demand for visors, armrests and seat covers for Ford and GM. Reviewed demand changes, analyzed increases, planned production schedule according to FG inventory.• Analyzed ramp downs and obsolescence claims to customers.• Interfaced with supply planners optimizing deliveries when demands increased.• Reduced outbound premium freight by implementing a release analysis format that showed when there was an increase of 15% or higher.

Supervised 5 Customer Service Representatives and 8 Production Schedulers.Coordinated the implementation of Macola system on the company and transferred all orders.• Implemented the schedule through Macola which reduced 20% production downtime due to less product changes and met 95% attainment.• Reduced outbound premium freight by $100K for 2002 by implementing milk runs to customer within Coahuila.• Key team member for the QS-900 certification, procedures developed and implemented through the Customer Service department.