Reporting to the Mexico Operations Director and General Manager, with a team of 10 direct reports. Plan, direct, and monitor materials planning and procurement, inventory control, warehousing, shipping and receiving activities. Eliminate, combine, simplify, and reduce tasks, based on value added and team collaboration. Coordinate engineering change implementations to minimize inventory surplus.• Reduced premium freight by 90%. Worked with IT to fix order entry issues and synchronization with MRP (EDI), cleaning a backlog of late orders and improving Customer Service satisfaction as a result.• Optimized inventory levels, bringing them to 2 DOH coming from 10 DOH. Conducted a historical data analysis of order consumption, shipment frequency and production output to arrive at an optimum production schedule.• Attained 95% Customer Delivery (previously 70%) through production leveling as well as customized shipping scheduling, improving warehouse efficiency.• Improved Supplier delivery by 30% in June 2020, by minimizing order variance within the established frozen period. • Disposed of 500k USD of aging inventory. Created plan for disposal based on shipment and order history and consumption.• Currently working on a plan to bring inventory accuracy up to 99.5% with a strategy of cycle counts, layered audits, and ABC.

New Launches and Service Parts Reporting to the Americas PC&L Director and P&CL Manager with a team of 12 direct reports. Led and managed critical material management (allocation, capacity constraints and critical suppliers). Supported other Inteva facilities for new project implementations, systems training, and lessons learned.• Led the flawless launch of the VWM Tiguan SUV sunroof (400k units/year). Coordinated the delivery plan and execution out of the Puebla Facility with a 100% SOP, earning the President Award Nomination. • Reduced premium freight by 75% and drove a 30% improvement on transport spend saving an approximate 1M USD, by outsourcing Mexican and NA suppliers, utilizing the strategy of consolidating and re-routing suppliers by region.• Implemented a continuous 5S Program for the Service Parts procurement process including: drawing update, machinery optimization, mBOM review and match, packaging norm updates. The endeavor led to numerous facility, team and individual awards such as: o The A-Supplier for VWM Service Parts, o The Platinum Award for GM Europe After Sales and Service Parts on time delivery, o The Silver Award for GM USA - OEM and Service Parts on time delivery

Reporting to the Engineering Manager. Coordinated and managed engineering changes. Assured completion of each project plan/design validation/process preparation (PDP). Updated mBOMs. Coordinated trial runs, bank builds. Established inventory parameters.• Prevented a critical supplier score downgrade risk “C-Supplier” from VWM. Coordinated multi-functional team on: engineering changes, materials procurement, validations, and production of 7-new part numbers simultaneously and in less than 3 months, which allowed us to sustain as an A-Supplier.• Helped reduce 90% of manufacturing scrap (~annual losses of 800k USD). Coordinated production trials and quality approvals, using DMAIC, 8D, 5-Y, etc. to reduce scrap.

Reporting to the PC&L Manager with a team of 3 direct reports. Developed production plan and capacity planning (OEM and Service Parts). Implemented/enhanced aftermarket planning and key metrics. Managed MRP system, including production and FG inventories.• Decreased 80% of production Overtime. Optimized set up time and material mix for a proper production leveling and attainment as a function of order entries.• Assured 99% production attainment. Coordinated and monitored production runs based on frequency, capacity, and setup change to attain order fulfillment.• Maintained a 100% supplier portal score by FCA, GM, VW for 2 consecutive years.