Building a multi-year supply plan tailored to harvest constraints and in line withforecastsConducting an S&OP meeting in the organization to reflect the businessimage, opportunities, and gaps.Managing the TAPI team responsible for issuing a reliable and challengingwork plan, Also, on the infrastructure of the items, finished product, intermediate, and raw materials and packaging.Warranty on inventory policy for products to reduce storage costs.Characterization and establishment of work processes to streamline and improve the work processes in the organization.

Building and supervising a team of PP&C/procurement programmers.Consolidating and optimizing new and existing factory workflows.Monitoring the industrial campus's control indices while constantly working to improve efficiency.Tracking, controlling, and reporting on the status of all ongoing/planned production projects.Ensuring that warehouse stock level targets are met at all times, both for finished goods and raw materials.Reducing inventory values at the warehouses while streamlining purchaseorders.Active partner in S&OP meetings and in the process of making and carrying out decisions based on cost-benefit analysis.Responsible for pricing items concerning standard times and efficient and effective number of employees.

Developed a reliable, optimized, up-to-date supply plan with variable timeframes (short, medium, long, and strategic) to support the department’sthe decision-making process and its ability to meet business objectives, whilemaintaining a business partnership with the key interfaces.Maintained balanced levels of warehouse stock as well as of stock leaving the factory, according to a future production plan, demand levels, and the sales percentage of each logistics center.Solved complex conflicts and dilemmas involving demands, supplies,operations and procurement, while constantly striving to improve processesand work practices.Led the ongoing interface with the factory’s PP&C and assessed the feasibility of the plans.Provisioned production materials and maintained target levels of stock,destruction, and freshness, concerning both finished goods and rawmaterials.Monitored and controlled the plan implementation to optimizeproduction plan stability.

Day-to-day management of a department numbering 30 packing staff and six packing lines.Led and empowered employees as part of a multi-year training program.Developed and integrated optimization processes for the department, based on the LEAN methodology.Worked together with various interfaces and served as a regular member of factory-wide improvement teams.Controlled and analyzed failure and destruction indices and provided support and training on corrective and preventive measures.