Regional Supply Chain Improvement Manager of flavor’s division at Givaudan SA being responsible of the implementation and End to end harmonization of S&OP processes, Network improvement and Regional/Global projects between Givaudan plants and new acquisitions/external manufacturers.Drives improvements in general planning, inventory management and redefined supply network to improve costs and reduce carbon footprint.

Regional supply Chain Manager of flavor’s division at Givaudan SA being responsible of the mid to long term supply plans developing and executing the supply strategy for the region. Drives improvements in general planning and inventory management processes, MOQ reductions, develop tools and capabilities along the region to drive results and improve customer service and cost risk mitigation.Main Accomplishments:• Implementation of “Dead Stock Analysis”, ~400KCHF• Inventory Reduction, +2 MCHF / LATAM Inventory Budget and projection• SLOB / Slow Mover Improvements + 3 MCHF• New S&OP Process implementation / Capacity Review

I led the Customization Initiative division for Latin-American & Mexico managing more than 500 initiatives per fiscal year. I led the initiative process improvement plan, improving the KPI’s and total initiative lead time. I designed a new business contingency plan process to support Mexico plant capacity constrains avoiding service impacts during 3 months being benchmark replied at Chile, Peru and Brazil during Colombian Crisis. Also I led saving projects as Mexico external contract manufacturer’s footprint reduction, planned the transition of the new contract manufacturer at Brazil delivering 99% service and a vertical start up. I was the Customization single point of contact supporting the initiative structure and process to be implemented post Coty transition. Main Accomplishments• Reduction up to 50%.Brazil Initiative Pack Materials Inventory from 1.5MM to 750M • Deliver Free Cash Flow: Reducing Initiative Inventory Anticipation 35% vs FY1415• 95% New Initiatives on time to achieve Start of Shipments across Latin America• Savings Projects delivered, 1MM U$D BR & 1,2MM U$D MX.• Optimization Processes, Initiative Health checks >89% (Tgt 80%)• Reduction of 39 days on initiative process.

At the Planning Service Center start up I was in charge of define and develop the Category Supply Planner role for customization operations at Costa Rica for LA. I implemented the new standard work processes transitioning from legacy organization model to the new planning model creating the operational strategy and agreements between customization and the rest of the categories. I develop and implement the capacity analysis for Brazil contract manufacturer, the business allocation process for Mexican contract manufacturers and the budget consumption of the customization executions on LA. Also I designed the scorecard defining the KPI’s, measure criteria and reports to have KPIs tracking and history. I adapted a tool to be able to analyze the demand flow for customization execution and new initiatives on LA allowing service improvements and implement the NPI inventory report and analysis reducing inventory and identifying synchronization opportunities. Also I was part of the new customization designed (productivity project) to be implemented for the FY1516/1718.Main Accomplishments• Demand Flow between systems <2%. • Improved Case Fill Rate from 95% to 98.5%.• Inventory reduction (nonproductive) and synchronization U$D 650 reduction (73%).• Reduced to zero the service impacts due to budget consumption.• Reduced to zero the service impacts and initiative start of shipment due to capacity constrains at Brazil.• Customization operations vertical start up at Planning Service Center.

I was the responsible of the supply for Fem Care products and Hair Color products for Argentina. I was part of the DJAIs mapping process to adapt our operation to new government guidance this allowed me to develop a tracking tool to the rest of the categories and during this short assignment I improved the service to 98% (record for this categories) based on better portfolio availability, key Skus inventory optimization and slow movers reduction this free cash to spend for DJAIs that contained k-Skus from my or other category.Main Accomplishments• Service improvement from 92% to 98% (stable last 3 months)• DJAIs Tracking tool• Portfolio Availability report

I was the responsible end to end of the inventory flow between P&G DC´s and Cencosud for their 3 different regions and their 4 DCs that supply all the points of sell into the metropolitan area and other regions from Hiper Markets to Small markets formats. During the first year I implemented a new inventory management tool (VMI) to reduce the inventory at DC and back into stores in addition I develop a new logical that allowed us to have a better vehicle fill also via VMI web tool simplifying P&G DC operation (load) and Cencosud DC operation (download).I also develop an Out of Stock scorecard for each store identifying the top offenders and the key skus for each store as result the service improved, the out of stock decreased and I could reduce the inventory cycle and free cash from the system. As stage two I focused on improving minimum stock across the supply chain, reviewed the shelf best quantity for each product and safety stock we needed at each store to reduce the inventory at the customer DCs as result of this analysis I developed an excel tool which was modified to be applied on other customers this tool allowed us to calculate the best shelf load based on key skus and cycle.Main Accomplishments• OOO reduction from 8% to <5% (-3pts)• Inventory reduction and Sales grow 112% (+3pts versus other super markets)• Synchronization between P&G and Cencosud Supply chain (top 3 Cencosud supplier)• Service improvement from 91% to 95% (+4pts)

Supply chain manager for the end to end intermediates and finish products between DCs and 3 PLs assuring the correct supply to develop and produce customized and promo packs for local marketing initiatives and supporting sales activities at customers. I implemented the regional QA and Customization Operational Standards at Argentinians contract manufacturers. I took the lead on the internal controls audit at the CMs, set the corrective and preventive action plants establishing a periodical inventory audit improving IRA and reducing Scrap. Developed the initiative CPS for local promotions and other supporting activities at customers. I Documented the initiative flow and interactions between different areas (MKTG, DC, Sales, Customization, CMs) setting a meeting schedule to track initiative status. I had implemented 3 regional tools to digitize the initiative tracking and interactions, manage artworks for initiatives and technical documentations. I was the SPOC for regional customization team reporting monthly results.Main Accomplishments• New Initiative CPS and Digital tool Implementation• Internal controls and QA audit improvement from 4pts to 8pts• Correct Inventory Track and Scrap reduction (U$D 100)• Initiative On time 98% (+8pts)

I improved the external warehouses inventory management and flow between DC and 3 Pls managing inbound and outbound schedules and frequency to reduce download timings and reducing demurrages saving costs. I also led the external warehousing footprint reduction project setting the new flow (stage1) and finally closing all the external warehouses once DC was redesigned. During the DC redesign I created the new import inbound process to synchronize local downloads and import download reducing demurrages and free space to outbound operation. I was the Spoc for the internal customization operation at the DC were I implemented the Scrap re-operation process and allow us to reduce transportation costs between DC and external re-operation site.Main Accomplishments• 21% demurrages reduction vs last fiscal year• 100% External warehouses closed according initial CPS without DC expansion impacts (NO extra costs)• Customization In House operation Start up on time• 18% Transport saving versus initial Inbound/Outbound flow designed

Analista de cuentas del mercado (Brasil y Rep. Dominicana)Elaboración y análisis de flujo diario de caja del mercado.Contabilización de asientos.Conciliaciones bancarias y análisis de cuentas.Liquidación de impuestos en el exterior.Liquidación de sueldos del personal de subsidiarias en el exterior.Realización de inversiones en el exterior.

Suplencia vacacional en el área de administración; Tareas/Responsabilidades:Recepción y contabilización de facturas de proveedoresElaboración y conciliación de órdenes de pago.Archivo y diferentes tareas administrativas