Lead and direct all facets of supply chain management including, but not limited to, purchasing, logistics, warehousing, inventory management, material forecasting, capacity planning and sourcing, master scheduling, and inventory control. Provide leadership and direction on a cross functional basis. Oversee employees to ensure the accurate and timely delivery of supplies, raw materials, and finished goods, while overseeing packaging, inventory management, vendor/supplier management, and inbound/outbound logistics. Establish controls to ensure Oscor is operating at the highest level of performance based on key performance metrics and minimized supply chain risk

o Responsible for the Manufacturing Engineers performance, driving the team to:- Identify, lead and implement continuous improvement projects impacting CIP, OEE, Efficiency, MUV and Scrap.- Identify and implement corrective and preventive actions as response to audits observations.- Lead and support redesigns and validations related to changes in manufacturing process, new product introduction, or equipment changes.o Lean Six Sigma Governance:- Ensuring plant has the needed Green Bels, Black Belts and Yellow Belts to drive improvements, reduce variation and implement cost reduction initiatives. needed in the plant.- Managing ROI of Black Belts, Green Belts and Yellow Belts.- Connecting Lean Six Sigma Governance with the JJPS program to identify key leaders for each project.- Mentoring Project Leaders on the execution of their projects to ensure maximum results.o Waste Forum Governance:- Monitor the Plant Waste levels, leading and driving the team to identify initiatives to reduce the impact of major offenders. o Communicate and monitor department metrics.o SAP power user for the DR facility.Merits: -Implementation of Lean Six Sigma and Waste Governance - 2018-Successfully lead transfer of new product to be manufactured at the DR, with compressed time of 6 month without supply disruption. - 2017-Lead and mentor manufacturing engineers to execute projects that improve waste, MUV and downtime, also reached savings of aprox. US$70,000 – 2016/2017-During PMO assignment lead M2W wave# 4 coached the identification of projects with projected annual savings of US$180,000. - 2016

- Responsible for the development and achievement of the goals related to Environmental, Health, safety and Sustainability for the DR manufacturing plant and Commercial Offices located in the Dominican Republic, Costa Rica, Panama and Guatemala.- Develop Safety Culture program for the DR Manufacturing facility- Lead and support the EHS&S team to identify initiatives to reduce, control and eliminate Safety and Environmental risks.- Ensure compliance to all Regulatory Standards (Country legal standards and Johnson & Johnson standards).- Lead and coordinate audits to suppliers to confirm compliance with the EHS&S standards.- Responsible for the development of the EHS&S team.Merits: *Lead Fire fighters department annual inspection with zero non-conformances – March 2019*Recognition from the Ministry of Work in the Department of Industrial Hygiene and Safety – May 2019

Responsible for driving Process Engineering and Lean Sig Sigma culture change initiatives. Fully accountable for managing the Process Engineering resources to maximize their potential and benefit to the organization by driving actions to improve MFG key performance indicators (Cost, labor, Material Usage, OEE, Efficiency, Scrap, Yield, NCR. CPM). Orchestrate execution of Validations protocols in the site, on time and in compliance with regulatory requirements. Lead the Process Engineering department to identify and implement on time, projects for new products and technologies.Key Contributions:• Cost Savings: Led cross-functional teams to identify projects that enhanced selected processes and value streams within facility; with potential saving higher than US$200k• Project Management: Acted as sponsor for Green Belts certification projects and Process Improvement Projects for Haina site in DR. • Process Improvements: Developed Leading indicators for the process engineering department, Metrics such as RCA effectiveness, down time trends, and others.

- Responsible for the administration of the Cost Improvement Program of the facility, ensuring yearly target is met by motivating and driving the execution and use of continuous improvement tools such as Kaizen, Green Belts, Black Belts, Lean Manufacturing and others.- Lead the yearly Goal Setting process of the facility, ensuring it aligns with the Regional objectives and the long-term plan for the plant. Track and monitor actual results versus target.- Serve as link to implement Global and Regional initiatives at the plant.Merits: *Executed 2018 Goal Settings - 2018*Restarted the Belts follow up program – 2017

- Responsible for the indirect purchasing department, Traffic department (inbound and outbound) and Warehouse department. Assuring compliance with all regulation (local and international), inventory accuracy levels higher than 95%, and optimization of the Supply Chain and Logistics processes.- Responsible for the Logistics annual budget - Member of EHS committee.- SAP power user for the DR facilityMerits: *Management representative for preparation and conduction of OEA audit. Certification obtained in the first audit and J&J was the 1st plant to obtain the certification in the PIISA industrial free zone -2015*Savings Greater than US$80,000 impacting logistics account. - 2015*Savings Greater than US$45,000 impacting logistics account - 2014 *Collaboration with MFG area, conducting Change Over time reduction project that drove from 60min to 20min - 2014 *Developed Outbound Lead Time Tracker for the 1st time in the facility – 2012/2013

- Responsible for the Plant Planning area activities and performance. - Ensure resources and labor usage optimization.- Determine the install capacity required to meet with the demand.- Responsible for FG inventory levels.- Ensure Service Level goal is achieved. - Support new product introduction and SKU rationalization process.- Responsible for talent selection, retention and development of the Planning department personnel.Merits: *Creation & implementation of visual tracker for “What If ” scenarios for FG inventory levels (Stop Light), used as best practice thru the Plan team - 2012*Increased Service Level to target after remediation impact from 32% to 98% - 2011/2012

- Lead continuous improvement project in the Logistic area.- Responsible for Planning and Traffic department performance. - Ensure Service Level target is met, while optimizing the usage of installed capacity and inventory levels are not exceed. - Responsible for the distribution center performance for international products- Ensure to comply with all import and export government requirements- Responsible for talent selection, retention and development of the Planning department personnel.Merits: *SAP implementation leader for the DR facility without impacting continuity in operations. - 2010 *Export Lead Time Improvement from 50days to 19 days (including sterilization process). – 2009 *Lead the change from kitting dispatch to Kanban methodology. - 2008

- Responsible for the manufacturing performance and goals achievements such as efficiency, attainment, on time delivery and scrap.- Support new product introduction and new technology installation.- Lead continuous improvement projects in the manufacturing area.- Ensure manufacturing areas comply with QA and EHS regulations (GMP, FDA, TUV, ISO14000)Merits: *Change Over Time reduction in packaging area from 55min to 9min. - 2006

- Meet efficiency and attainment goals.- Develop weekly production schedule for the manufacturing lines under my responsibility based on the customers need communicated by planning team.- Conduct continuous improvement initiatives with the manufacturing operators and group leaders impacting cost and efficiency.- Support Lean Manufacturing, 5s and EHS initiatives.- Ensure PM program is executed accordingly in the manufacturing lines.- Support PFMEA development for each process impacted.- Ensure on time closure of CAPAs.- Participate in the internal audits.Merits: *Opened a 2nd and 3er shift of a manufacturing line that had over sales (60 operators) without having any non-conformance in neither QA nor EHS.