Responsible for all supply chain and operations for México, Brazil, Guatemala, Dominican Republic and Colombia. Manage a team of 2 directors, 8 managers and over 650 employees between administrative and union employees. Responsible for the whole supply chain, starting with the S&OP process, procurement, supply, warehousing and delivery to the end customer.• Planning and procurement of 168,000 TN/year for solvents and specialties, national and import sourcing.• Expert in handling hazardous material in multiple presentations for industrial and pharmaceutical use, and also the proper management of food grade materials and ingredients including all certifications and specifications required to do so.• Manage of own fleet (134 units) and the use of 3PL suppliers to serve in-house material movements but also last mile delivery to customers. Reduce and control of Delivery Expense/sales and KG/$.• Mange 9 plants and 15 warehouses in all the Mexican territory and 5 plants in Brazil, 3PL operations in Colombia, Costa Rica, Guatemala and Dominican Republic.• Contract negotiation with direct material and indirect services. • Manage multiple unions, including contract negotiation and agreements. • Owner of all LatAm inventory control and management. • Annual CAPEX of $80MM MXN and owner of the OPEX and expense control

Responsible for all Supply Chain, Operations, Logistics and Distribution for México and Latin America. I manage a team of 550 employees and 5 managers: Planning, Logistics & Distribution, Operations, Maintenance and procurement. I am responsible for import and export of all material from USA, Europe and China. I control all logistics for material inbound, outbound, customer deliveries and intercompany movements between the plants and warehouses all around the country. • Control of a $700MM MXN inventory• 0 recordable injuries• Handling and distribution of hazmat material according to all Mexican and international regulations.• Demand planning (SAP, APO and S&OP) for 5 plants and 28 warehouses nationwide• Savings of $33 MM MXN for reducing and optimizing indirect material• I reduced the logistic cost in 12% by implementing the use of X-Dock and increasing the usage of all shipments by ensuring the use of their full capacity.• Implemented a third shift loading team, increasing the on time delivery up to 98% without increasing the headcount.• CAPEX management with a budget of $30 MM MXN.

Responsible of all plant operations, not only the manufacturing of equipments but also the distribution and logistics of our sales, distribution and OEM parts business. I am in responsible of the following areas: engineering, manufacturing, production, sourcing, warehouse, shipping and maintenance. I lead a team of 30 union employees, 5 senior managers and 15 other employees. Developed a continuous improvement and quality culture, with a strong emphasis on safety, being this the number one priority for every employee. We do not only manufacture new equipment, but also repairs, remanufacturing and re-engineering according to our customer needs.• Maintained 98% On Time Delivery (OTD)• Plant Production over $30MM USD a year.• Reduced Past Due by 99% from $1MM USD to $1.5K USD• Restructured the engineering department improving the lever of service in 97%• Created the Quality Assurance Department, generating the needed procedures and reducing customer warranties in 50%. ISO 9001 certification in process.• Implemented weekly Quality and Safety talks, achieving 0 recordable injuries and 0 first aid incidents.

Responsible for all shop operations, managing a crew of 154 union employees, 5 production supervisors and 6 quality inspectors. In charge of the maintenance department with 35 numeric control machining centers (CNC), heat treatment, welding, conventional machines and coating processes. Control of investment and CAPEX with a 9 MM USD budget.• Lead the Environment Health and Safety commission, achieving the VPP certification for the site, being the only one with this distinction on the Ecatepec County.• Organized and trained the site on Lean Manufacturing culture with a $400K USD savings per year.• TMP Methodology and culture implementation, applying it to 92% of the site´s equipment.• Improved the on time delivery from a 35% to 85% increasing revenue in 30% with a production plan execution of 98%• Reduced the Work in Process in 50% and added 4000 hrs in installed capacity adding new equipment and technology.

Management of a 40 MM USD inventory, with over 45,000 part numbers. Responsible for domestic and international logistics and shipping (Land, Sea, Air). Hazardous Materials management. Supervised 65 employees in 2 shifts. Promoter of Lean Manufacturing and Kaizen execution for the site.• Organized the Annual physical inventory with less that .2% variation.• Maintained a 98% inventory accuracy.• Increase the picking, packing and shipping productivity in 45%, improving the process and implementing a consolidated shipping logistic with 250K USD annual savings.• Developed an A, B and C parts strategy, achieving a 99% fulfillment rate.

2 Year training program, with 6 month rotations in operations and supply chain.• 1st: Responsible of the planning and buying of locomotive electronic parts. Achieved a 10% deflation by organizing a supplier’s e-auction.• 2nd: Production Supervisor at the locomotive shaft manufacturing shop. Managed a workforce of 33 Union Employees in 3 shifts. Created and executed a production plan at a 100%.• 3rd: Lean Leader for the BNSF service shops. Organized 4 Lean events, visiting all service shops and implementing improvements resulting in 80% decrease of the preventive maintenance time.• 4rd: Lean Leader for the locomotive electric traction motor shop. Organized 4 Lean Events and 1 shingi, increasing productivity in 15% by optimizing the layout and the implementation of SMED.