Marco Espinoza Email and Phone Number

• Redefined product distribution structure within the network by optimizing routes and redeployment parameters, saving $8M a year in transportation costs• Defined and implemented a Management Operating System, driving operational and cross-functional improvements across the national distribution centers

• Defined, developed, and implemented Supply Chain network optimization tools, providing an optimal product distribution for over 150M pounds of product a year, greatly reducing transportation and holding costs nationwide• Designed, built, and executed fully automated operational reports to support plant scorecards, weekly performance reviews, daily direction setting, downtime and yield analysis, Leader Standard Work, and Root Cause Analysis• Led the change to a data-driven culture of Continuous Improvement across plants based on a Lean Six Sigma strategy, improving decision-making tools by providing training and workshops based on the DMAIC process• Implemented a new Management Operating System across all plants, building a management structure for over 5,000 workers by driving people empowerment, data-driven decisions, and action accountability and escalation• Established a process improvement mindset based on quality control tools, implementing 5S strategies, process maps, and statistically supported data analysis for process optimization, steadily improving plant performance

• Performed workload analysis in Drug Substance and Keystone Warehouses and proposed solutions to reduce overtime by 76% through workload balancing and process improvement in Receiving, Shipping, and Picking• Defined work structure to separate Material Handlers into specific functional roles, identifying tasks, standard work, and responsibilities for each area, increasing accountability and promoting a more predictable workflow

Fortune 500 liquified gas company leading the liquifying industry in the United States and the world, with a revenue of $7.7B in 2018, providing clean, safe and affordable energy internationally• Established standard for contract strategy for capital projects department; provided structure for contract and risk management; and executed investment projects worth $1B+• Analyzed inventory risk for $450M+ per year in operating equipment and materials by identifying import tariffs for more than 85K items through Harmonized Tariff Schedule code which alerted susceptibility of trade war• Redesigned supply strategy collaborating with suppliers and manufacturers providing sourcing destination alternatives while maintaining inventory quality based on market tendencies and economic forecasting

Private Hospital, member of the most extensive healthcare network in Chile, and leader in health services in Valparaíso, the second most competitive and biggest city in the country.• Led 2018 budgeting and forecasting process, considering more than 300 data sources and inputs from all departments (financial, operational, acquisitions, personnel, etc.), complying with network’s financial expectations• Created reports and presented to private hospital’s executive board, stakeholders, and to its healthcare network’s executive board. These statements ranged from Marketing, Operations, Finances and Projects areas• Created Business Process Models (BPM) for various departments, improving crucial processes: Medical Center (-26% waiting time), Imageology (-14% waiting time), and Emergency Department (+15% patients/hour in peak time)• Implemented numerous control tools, allowing to detect different internal irregularities, such as discovering an exploit in the Emergency Department’s medical extra-hour recording, reducing unit’s personnel expenses by 20%• Identified and fixed critical issues in the Procurement Department, especially in Pharmacology, decreasing overall expenses by 18% while maintaining accounts payable days with suppliers• Together with the CFO, redesigned and streamlined internal debt collection process, diminishing average collection period of accounts receivables from 135 days to 105 days in a period of six months• Developed a business analysis reporting model, capable of generating automated summaries for the C-Suite, improving proactive decision-making, by leading a cross-disciplinary team of engineers, doctors, and nurses• Recognized by the executive board by being included in most of the managerial meetings and stakeholder presentations. Got offered a promotion to Chief Operations Manager but declined it to pursue a master’s degree

Multinational company with sales over US$680 million a year by providing foreign trade services by means of its three business divisions: Port Terminals, Towage, and Logistics. • Generated land transportation safety program, leading the bidding and implementation of a new GPS tracking system for the entire transportation fleet, delivering real-time information about each truck through an interactive dashboard, effectively reducing theft rates by 40%• Streamlined data collection and analysis throughout the company, unifying comparable transportation KPI’s and reports within different offices, providing the Logistics Manager with a tool for holistic goal-achieving mindset

• Involved in the maritime transportation business, collected and analyzed data for the exportation and importation departments, coordinate the cargo insurance for the transport trucks, and create managing tools for the direct supervisor• Participated in multiple committees to improve the value chain of the business, with the objective of rethinking the business model, pointing towards a more comprehensive and intelligent transportation service