Supply Chain Executive
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Experienced supply chain leader with 20+ years of multinational expertise in demand planning, customer service, project and inventory management, and logistics across 16+ Latin American markets. Successfully led teams of 150+ frontline employees and senior professionals both in-person and remote settings across 4 different countries. Passionate about data-driven decision making and customer-centric solutions. With hands-on experience collaborating with C-Suite to drive positive change and deliver tangible results. Skilled in influencing stakeholders and cross functional teams without direct authority, fostering a culture of collaboration to drive value for both the organization and its customers. Proven track record in guiding organizations through digital transformations and developing innovative solutions.
As the current Manager of Vendor Managers at Amazon, I act as the general manager for two of the most important group lines of Amazon Mexico, totally owning their P&L while overseeing their marketing, commercial and supply chain operation, ensuring excellence in selection, price, traffic, and availability. I handle vendor relationships and serve as the face of the company to C Suite partners. My responsibilities include leading strategic planning the categories, analyzing internal and external factors impacting business. I develop and execute project plans for launching new features,
while coordinating cross-functional teams, communicating with stakeholders, and meeting tight deadlines. I conduct financial analysis to exceed revenue and profitability targets. I advocate for customer needs, delivering exceptional shopping experiences while keeping abreast of industry trends and competitor developments.
As the leader of the In-Stock office for 8 company GLs, I oversaw the management of a $100M inventory, implemented effective forecasting adjustments for 100K items, and supervised the timely and cost-effective procurement of $20M in local purchases and direct imports each month. I am a subject matter expert in the import and replenishment channel between the company's operations in the USA and Mexico. I have successfully implemented data-driven strategies to drive positive change and deliver tangible results. My contributions to the organization include designing new,
scalable workstreams that allowed the correction of procurement defects beyond the GLs I led, resulting in company-wide improvements in procurement and supply chain efficiency.
6 years 2 months
As Demand Director of the second largest Pepsico’s market, we achieved a
Dollars. Through my leadership, we successfully implemented the Integrated
Business Planning (IBP) model, resulting in improved collaboration and communication between different areas of the company and leading to significant benefits, including reduced inventory costs, improved service levels, and increased profitability.
As a customer care senior manager, I led a total transformation of the customer service area of the second largest Pepsico market in the world, achieving significant results. This included improving our position by 8 places in the advantage survey in customer service and 10 places in the Supply Chain area,
positioning us as the #1 CPG company in Customer Service in Mexico.
Additionally, we successfully improved the OTIF indicator, reaching 96% for the organized trade channel and 89% for the wholesale channel. Through my leadership, I led the restructuring of the customer service area, which resulted in a 6-point improvement in the organizational health survey.
As the LATAM Customer Service Manager, I created and implemented a new way of working model for the CPFR of Latam, resulting in the strengthening of the relationship with top clients and the improvement of the forecast accuracy. I also designed and presented a customer experience improvement program with an estimated benefit of USD 22 million per year. In addition, I supported and collaborated with senior leaders of supply chain across 16 markets, and trained all customer service representatives within the region. As a result of my efforts,
we achieved a two-position improvement in the Advantage survey in the areas of Customer Service and supply chain for the entire territory of LATAM.
Furthermore, I standardized and automated the main KPIs associated with service in LATAM.
Customer Service Manager Argentina.
As a Customer Service Manager, I successfully led the improvement in customer fill rate from 82% to 92% and reduced fill rate losses due to order management from 1% to 0.24% through the implementation of service level agreements, reaching the harmonization and standardization of order management throughout the different service channels. We also achieved an improvement of 12 positions in the satisfaction index of the advantage survey in customer service for our main client until position 2, and from one position for our largest customer in term volume reaching also position 2.
Logistics manager MDQ mayo de 2016 – January 2018 (1 year 9 months)
As Logistics Manager, I lead the logistics team to achieved a 91.6% reduction in hours lost due to strikes, increased truck loading capacity by 27% with only a 12% increase in total workforce, improved warehouse productivity by 20%,
and reduced lost time due to lack of raw materials by 48%. I also played a key role in the redesign of the warehouses and the operation of the same, as well as in maintaining operations during a period when the operational capacity of the two main plants was concentrated in a single plant whose logistics I was leading, which ended up concentrating 85% of the production for the entire market.
7 Years 7 Months
As Director of Operations, I led the implementation of a new ERP for total business management from the bidding process, inventory, and P2P. I diversified the client portfolio from a 100% public sectors focused to a structure of 60% public sector and 40% private sector which includes CPG multinationals, banking institutions and automotive industry in both EPC and maintenance. With a YoY growth rate of over 26% in total revenue and 46%
EBITDA margin, all of this while maintaining zero hours lost due to union strikes despite working under the umbrella of the hardest country’s union.
As New Business Manager, we achieved the successful opening of the company's first international branch and led the company's first venture in the hospitality sector. Additionally, I designed and presented 5 business plans with technical, economic, and financial feasibility to support our expansion efforts.
3 years 11 months
As the youngest Operations Manager of Coca Cola FEMSA in America, I led several key initiatives resulting in significant improvements in fleet reliability,
consolidation of distribution models, and infrastructure maintenance. I spearheaded the fleet reliability improvement from 73% to 94%, leading to increased productivity and profitability. Additionally, I consolidated the distribution model of area’s distributors, enabling 100% coverage of the assigned territory, and utilized 99% of the assigned infrastructure maintenance budget. Finally, I recovered 23,000 square meters of storage areas, driving additional cost savings for the company.
As Chief of Industrial Engineering, I design and lead the implementation of the
"Money for your Bottle" program, which resulted in a productivity increase of $1
million per year by reducing glass bottle waste. I helped to fully harmonized the
MMI SAP module, which streamlined the production upload process while improving efficiency. Additionally, I designed layouts for 13 warehouses nationwide, optimizing the use of space and improving inventory management.
Finally, I was able to reduce the write-off for finished products from 0.5% to
As the Primary Transportation Coordinator, I implemented several key initiatives that resulted in significant improvements in the fulfillment of the transport plan, including increasing the fulfillment rate from 84% to 95%. I also successfully implemented the dedicated transportation program, which streamlined the transportation process and improved efficiency. Additionally,
I standardized the return travel policy for empty units, resulting in a 22%
reduction in the cost of reverse logistics. My contributions played a vital role in optimizing the transportation operations and driving cost savings for the company.
As Warehouse Supervisor, I successfully led several key initiatives, including the design of a visual basic program to detect order inconsistency which resulted in a reduction of inventory differences from 2MM to 800M.
Additionally, I implemented daily inventory adjustments, which helped to ensure accuracy and optimize inventory management. Finally, I played a key role in the harmonization of the SAP inventory module for the COCA FEMSA plant in Barcelona, which improved overall efficiency and productivity.
Master of Business Administration - MBA, Business Administration and
Management, General · (2014 - 2016).
Management Development Program, General Management and Finance ·
(2007 - 2008)
Bachelor in Industrial Engineering, Industrial Engineering · (1998 - 2003)
