Distribution Center Manager, Site Coordinator, Project Manager at Smiths Medical
April 2006 - November 2008
Managed the implementation of the bar-coding system in the largest manufacturing site. Oversaw receiving, reverse logistics, QC inspections, re-boxing, inventory control, TIB, material handling, & small package/LTL/FTL/international shipping departments. Implemented C-TPAT program. Maintained SOPs compliance. Designed & implemented KPIs. Created & carried out safety programs. Improved facilities & equipment maintenance programs. Improved TIB control. Reduced distribution time cycles. Minimized damages. Improved on-time delivery rate.
Key Accomplishments:
- 40% overtime reduction, 40% increased small package shipping capacity, & 30% increased receiving capacity.
- 20% improvement on all carrierâs on-time deliveries & 100% damage minimization.
- Tens of thousands of dollars saved annually through various operation improvements & within the budget.
- Promoted to site coordinator.
- Selected to participate in Emerging Leaders program at Ashridge Management School in the UK.
Imports Manager/Warehouse & Distribution Manager at Sanmina-SCI
October 2005 - April 2006
Oversaw the flow of a monthly average of 50 tons of raw materials worth an average of $50M USD from country of origin to warehouse stock. Implemented C-TPAT & BASC program. Implemented VMI business model including production. Directed two separate sites with multi-shift operations. Supervised warehouse receiving, reverse logistics, inventory control, material handling, disbursement & shipping areas. Improved high value inventory control. Reduced dock-to-stock time.
Key Accomplishments:
- Successfully tracked & imported a monthly average of 300 tons of raw material worth an average of $50M USD always in time.
- 20% reduction in the airport to stock time.
- Saved hundreds of thousands of dollars by introducing new pallet.
- Reduced distribution cycles 85% & operation costs 10%.
- Reached 100% of all VMI KPI commitments & increased inventory accuracy to nearly 100%.
- Promoted to Warehouse Manager, then to Distribution Center Manager & to Imports Manager.
Logistics Business Analyst at IBM
2001 - 2003
Supported imports, warehouse, distribution & exports department with IT solutions. Acted as liaison between the logistics, SAP & IT departments. Follow up on IT & SAP timely fixes & patches implementations. Managed project to implement EDI system between shipping & customs brokers. Designed, implemented & supported automatic freight cost calculator & logistics business case simulator.
Key Accomplishments:
- Cut costs by 10% & reduced distribution time cycles 20% implementing SAP fixes & improvements.
- Reduced billing errors 60% & freight costs 5% through implementation of automatic freight cost calculator.
- 100% customer satisfaction improvement through implementation of help-desk to track claims.
- 200% reduction on time to return with best cost-benefit worldwide freight routes for potential customers.
IT/SAP Business Analyst at Jabil
2000 - 2001
Supported the SAP implementation as a liaison between the SAP implementation team & the IT department. Improved communication between SAP implementation team & end-users. Formalized & organized SAP post-implementation support. Helped resolve various SAP implementation issues.
Key Accomplishments:
- Reduced 20% post-implementation learning curve through end-user support plan.
- Saved tens of thousands of dollars in post-implementation fixes through pre-implementation assessments.
- Practically eliminated local SAP/IT related issues through proper pre-implementation coordination.
SAP Business Analyst at Monsanto
1998 - 2000
Participated in the SAP implementation team for the Asgrow, Dekalb, Monsanto & Searle divisions. Part of the purchasing & finance teams. Coordinated unit & integration tests. Configured accounts payable modules. Trained end users. Provided post implementation support to the finance & accounting end users.
Key Accomplishments:
- 100% of SAP accounts payables & purchasing modules were implemented in time through four implementations.
- Coordinated & delivered unit, integration & compatibility testing in every implementation requiring no post-implementations fixes.
- More than 95% of end-user satisfaction achieved.
- Invited to train & support end-users in other implementations for central american countries.
IT Specialist at Pioneer Hi-Bred International, Inc.
1994 - 1997
Implemented supply chain proprietary software providing training & post-implementation support. Provided training &support to all IT end users & customers. Network administrator. Coordinated IT purchases. Developed end users training material. Installed & supported VPN for sales reps & customers. Executed preventive & corrective maintenance to hardware.
Key Accomplishments:
- 20% reduction in distribution cycle times & 10% inventory traceability improvement.
- 100% improvement in end-user IT support.
- 20% department cost reductions through implementation of nation wide IT purchasing procedures & negotiations.
- 50% reduction in security threats through network security & new standard operating procedures implementation.
Operations Manager at Fisher & Paykel Healthcare
November 2008
Full oversight of two distribution centers including management of all operations (distribution, service management, facilities management & quality systems) to ensure full compliance to the company's operational & quality system requirements.
- Provide highly effective supervision & direction to direct & indirect reports to ensure that operational objectives area achieved.
- Drive performance management process & ensure that staff are trained effectively.
- Manage & monitor all budgets including facilities, transportation, warehouses, to ensure that financial objectives are met.
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