Directed the supply chain activities of the company managing a staff of 5 direct people and + 60 indirect subordinates. Set the processes and policies for inventory management. Implement tools and procedures to maintain an appropriate flow of materials at targeted levels for operations and finance. Set the KPI for the departments to keep track of the objectives set by the company. Configure the ERPP system for the correct performance of the MRP module. Calculated reorder points and safety stock for part critical for production. Establish a cycle counting program which increased inventory accuracy from 95% to 98%. Improved and standardized receiving ad shipping process for the different customers and suppliers. Reduce freight cost by redefining routes. Implement master scheduling and align supply and demand to maintain a level production plan. Implement using capacity module to track plans and backlog as well as control work in process. Set the procedures to control materials issue to job orders and also to consume materials via backflush.

Championed the introduction of three new modules for Plant Maintenance, Field Service and CRM which amounted +$65,000 in effective billing. Identified opportunities to customers for the better use and exploitation of the systems and provided training to key users and managers on reporting results to the board Analyzed customer processes to identify cost drivers that impacted efficiency and profitability of orders and implemented a new cost scheme to increase visibility of actual costs including labor, traveling expenses and materials omitted during reporting stage. Conducted pilot testing to ensure that process and information will work in go-live stage Exceeded implemented companies expectations by providing a better way to control customer relationships in the CRM module from the customer contact to the sales closing..

Conducted a deep analysis for LatAm supplier base for grey and ductile iron market, identifying potential savings of +$3M by re-pricing tooling for 400 items and by analyzed and maintained cost structure for different product families.• Identified potential suppliers for strategic sourcing in terms of costing, timing and capacity. Used extensively Excel to create “What if” analysis to give recommendations of purchasing• Coordinated with global purchasing teams the availability of information regarding global suppliers and costing for better decision taking

Headed the implementation of ERP systems in +14 companies which achieved an average of 10% in inventory reduction by applying Inventory Management, Planning, Purchasing and Costing Control principles. Contributed to +$560K in billing by delivering projects on time and budget for customers in Mexico, Costa Rica and in the United States• Examined the current state of customer inventories and assisted in the calculation and implementation of new reorder points, minimums for purchasing and the correct use of lead times to purge deficiencies in inventories• Influence over 250 managers and front line employees to adopt material planning practices that would allow synchronizing plant capacity and material availability• Coordinated activities and tasks using Project Management tools and principles for controlling projects. Implemented contingency plans for mitigating risks and negotiated resources needed for successful implementations

Headed the company in the adoption of Sales and Operations methodology for increasing sales up to 30% which represented an increase of about $5M annually. Negotiated contracts and authorized purchases of raw material on $1M average monthly. Directed the creation of the planning department and set the basis for the Master Planning process for the company. Forecasted production in the long term and evaluated the acquisition of new machinery for increasing production capacity.• Implemented an effective cycle counting program aimed to detect errors caused during the materials transfer to production which reduced $1M in on-hand and in-process inventory and increased inventory accuracy from 80% to 95%• Improved forecast reliability by using statistical models for tracking and correcting deviations in demand and by segregating the right mix of products for production.• Enhanced the used of production resources by analyzing production times of the past years and by identifying gaps in the planning process when assigning load to resources• Mentored new planners and warehouse personal in their assignments based in APICS principles which allow a smooth introduction of a new ERP system

Incorporated a new production strategy to satisfy customer orders which landed results of 97% in order fulfillment. Improved material planning process by finding and measuring errors in the bill of materials which allow reducing missing materials to zero. Formulated a strategy to reduce slow moving and obsolete materials to about 50%. • Oversaw the activities of three planners and two expeditors to ensure that the schedules and the purchasing material plans were according with the monthly targets and with financial expectations• Controlled outsourced production to verify that inventories and scrap metal were used and reported with accuracy to meet the goals set in the weekly sales and operations meeting• Reported on a monthly basis an analysis of the plants based on labor and machinery usage and resolved any discrepancy in the information