Set up logistics infrastructure for sustaining services division (reverse logistics). Logistics service provider selection, cost analysis, cost reduction, cycle time optimization, establishment of key performance indicators, cost controls. Set up of reverse logistics services such as receiving, open box validations (part number & serial number identification), data entry definition, distribution & fulfillment services (storage, pick-pack, labeling, and shipping).Achievements:- Cross dock control "cycle time reduction & stabilization": bottleneck of more than 200 pallet positions solved, aging higher than 7 days, more than 1,600 shipments not imported due to several problems.-One touch operation set up (re-work elimination).-Cost reduction around $1.5 Mill. usd. (Operation improvements).-Logistics revenue achieved.-Set Up of distribution-fulfillment services.

Most important achievements: Trade Compliance, Cost control, Operative Improvement.-Risk Mgmnt. & logistics operative control: Avg. Vol. per month: +600 TEU per month, around +18,000 small packages shipments, +600 HWA shipments, +250 FTL Border to Manuf. Sites, Hand Carries, etc. -$1.6M usd cost avoidance-reduction of Freight In expenses (several optimization initiatives).-KPI implementation: Inbound & Outbound Performance (OTD, Damages, Losses), Customs clearance (efficiency and optimization), Trade Compliance control metrics.-Transportation: cost control, optimization levels, RFQ-Cost Reduction implementation.-Minimum impact faced in 4 Mexican IRS (SAT) Audits.-Increase of Mex Trade Compliance %.-Assessment & re-organization of Trade Compliance area.-VAT contingency reduction of +$1,000 Mill. usd (reduction related with 7 IMMEX programs of MEX region).-90% reduction on duty payment importing into USA ($1Mill. USD approx.).-50% reduction on duty payment importing into MEX ($300K USD approx.).-Cost avoidance of $25Mill USD/YR; based on NAFTA certification and COO generation.-New sites (2) integration to Flex group (acquisitions: San Luis and Queretaro).-Jalisco Export Award (2020) and National Export Award (2021).Scope: Logistics & Trade Compliance Management.-Head of Logistics MEX Region: Inbound, Outbound, customs clearance, transportation management (cost & service levels), KPI, 3PL Management, RFQs, QBRs.-Trade Compliance (IMMEX, VAT Certification, NAFTA, Mex Regulations), and one of two key contacts with local and national maquila organization (Index).-Mexico locations under my resp.: Guadalajara (2 sites / 3 tax IDs-IMMEX), Aguascalientes (1 site / 1 tax ID-IMMEX), Ciudad Juarez (2 sites / 3 tax IDs-IMMEX), Querétaro (1 site / 1 Tax ID-IMMEX), Reynosa (1 site / 1 Tax ID-IMMEX), San Luis Río Colorado (1 site / 1 Tax ID-IMMEX), Tijuana (1 site / 1 Tax ID-IMMEX); head count under my responsability +100 people (direc + indirec report).

As Workcell Manager my responsibility is to achieve financial and operational goals such as manufacturing cost, plant contribution, productivity, yield, on time delivery, materials management (inventory level, excess, obsolete, etc.) among others.My workcell is a $233 Millions revenue account (annual), with a DL between 360 and 260 people, and IL around 70 people (variable depending on customer's demand). Areas under my supervision: Production, Materials (Planning and Purchasing), Inventory Control, Quality, Test, and Lean (all are part of the workcell that works for a customer within Jabil).Plant contribution and transformation cost achieved the lowest level compared with the previous 12 months, and on time delivered improved and reached customer's expectations.

**Reporting to Mexico’s Division Logistics and Government Relation Director (dotted line), and Plant’s Director (direct line), as Logistics Manager I’m in charge of the Freight Expenses, which are around $28 Million USD per year for all our inbound, and around $6 Million USD for our outbound expenses. *My operation represents 50% of America's Logistics spend.**The areas under my responsibility are import, export, logistics payments (freight, brokerage, cross dock, transportation, all logistics expenses), legal audit, nafta, and transportation area; I have 29 persons reporting to me directly, and 16 persons reporting indirectly (7 located in our cross dock @ Laredo,TX, 7 in our local operation @ GDL’s international airport, and 2 more in Manzanillo). **Responsible of the management of customs broker, transportation companies, cross docks, and any logistics partner (Service level - KPI’s, QBRs, Quotes, etc.). **C-TPAT certification/re-certification, and all customs certifications like SECIIT, NEEC LIII (Jabil as pilot run participated in the first test of this new scheme, and I lead the different areas within Jabil; security, purchasing, facilities, etc.) are under my responsibility. **I’m Director of the Logistics committee in the local “maquiladoras” association called “INDEX OCCIDENTE”, and I’m also collaborating with the national council of the “maquiladoras” called “INDEX NACIONAL”; in both I’m in coordination with different government entities, service providers, and companies associated to INDEX. **Controlling deviations, with freight optimization strategies, negotiating better rates, and doing KAIZEN events, freight In expenses were reduced from 3% (2004) to 1% aprox. (2012); annual savings with the different projects implemented are around $1.5 million USD.**Leader of the development of a customs and Logistics tool (software).**Jabil is a $3,000’000,000 million annual revenue manufacturing company, with 8,000 employees.

Latinamericaregion Logistics: Logistics Landed cost, Transportation Management, Freight Forwarders performance management, routing guides, transition management (changing FF).

In charge of export area (6 people), Shipping Area (3 Supervisors and 20 Shipping Clerks), Export legal compliance, OutBound operation (air, truck, ocean).