Katy, Texas, United States
Versatile and highly competent operations management professional offering nearly 20+ years of experience in working in multiple industries. Demonstrated success in improving organizational performance by identifying opportunities for operational improvement and establishing/recommending processes for operational excellence. Skilled at monitoring the overall financial performance to ensure fiscal soundness through revenue growth and cost containment strategies. Expertise in creating and implementing programs driving growth and identifying opportunities to expand services. Vital track record in managing operations teams’ tactical performance, analyzing individual / team performance against key performance indicators & metrics, fostering an environment of candor & collaboration to address performance deficiencies and providing coaching/mentoring to ensure the highest levels of individual / team performances. Ability to analyze issues, devise continuous process improvements and incorporate initiatives to increase efficiency, streamline operations and decrease overall expenses with minimal resources. Multilingual in English, Spanish, German, and Dutch.
Sr. Manager of Logistics for /PC Houston TX May 2015 to Dec 2017 Responsible for managing the transportation of Chemical products and H3 compliance warehouse operations in US, Canada, Mexico and Panama. Engaged in activities to reduce total logistics spend through renegotiation or tendering of logistics contracts, reduction of non-value adding activity and warehouse benchmarking processes. • Involved in the RFQ process by implementing a variable tariff structure (cost to serve) which matches the variable business characteristics: o Successfully transitioned a fixed cost warehouse to a multi-client 3PL with variable cost based on in/outbound activities and pallet stored in Los Angeles area. Potential savings of 500k USD per year. o In process of consolidating fixed cost warehouses in Houston area and implementing 3PL with activity based costing. Potential savings of 900k USD per year. • Reduced transportation cost with 600k USD annually by implementing intermodal shipments, introducing tool to select most economic outbound carrier based on weight and distance and setting up milk runs. • Improved “Passion of Excellence” of the warehouse Team by introducing 5S program for all NAM warehouses, developing standard operating processes (SOP), implementing daily KPI’s (kamashibai), setting goals and reviewing these weekly, correcting the picking process which increased On Time Delivery in Full (OTIF) for Logistics to 99.5%, tracking freight damages and correcting/preventing them with full 8D analysis.
Responsible for managing the logistic operations in Mexico and the main distribution center/cross dock for CommScope in the US, along with domestic shipment to the US/Canada and international shipment mainly to South America, APAC and Europe. Planned and directed the demand planning function, as well as managed the development of forecast & inventory planning in anticipation of customer needs and in accordance with the sales and service objectives. • Involved in managing inventory control for warehouse; set up bin locations, scanners, cycle-count, and also kept employees accountable: o Improved the inventory accuracy from 90% to 99.9% by introduction of scanners for receiving, transfers, issue materials and shipping • Successfully managed a distribution center from 200M to 700M USD of revenue; set up a second shift, training/certification program which reduced the overall logistics cost, improved utilization of equipment and reduced turn over • Set up direct shipments from Mexico/Reynosa to sister companies in order to improve turns; reduced the required space in distribution center and avoided double handling • Effectively set up a one-piece-flow in Receiving and Shipping which improved efficiency by 25%, reduced space by 30%, and improved utilization of equipment o Set up a one-piece-flow based on first come, first served principle – material was received by off loader, delivered to receiving person responsible for SAP data entry, and loaded by ‘loader’ into trailer; this improved the flow, reduced handling, and data entry errors • Skillfully worked as part of a project called ‘Jetstream’ which was international (Europe, US, China, India, South America), with an objective to put CommScope & Andrew on the same SAP platform and to upgrade to latest SAP revision; successfully completed this project in 13 months • Negotiated new freight contracts leading to annual savings of 1.2M USD; reduced the amount of vendors which helped with the damages and quality issues
Directly managed the manufacturing superintendents, production supervisors and maintenance supervisor with respect to production measures. Established, trained and maintained optimum staffing levels while developing and providing new products and processes through emerging wire technologies. Encouraged efficient utilization of equipment, materials and facilities. Developed and implemented a comprehensive preventative maintenance program while managing the facility maintenance organization. Implemented and oversaw productivity and efficiency optimization programs (i.e. KAIZEN, KANBAN, 5S, Six Sigma, Lean Manufacturing techniques). • Improved on time delivery from 85% to 97% by: o Implemented a TPM project and upgraded machinery to reduce downtime; scheduled the maintenance in advance and avoided unpredicted machine down through TPM program o Set up cross training program for key critical operations, and special team for special projects or urgent projects o Set up capacity planning first in Excel and later in SAP, and also created a special VBA program in Excel which could measure each half hour the completed order status o localized the vendors and set up a kanban system with our vendors their delivery improved to 95%. We also reduced our raw material cost with 1M USD • Improved Quality PPM’s 6 years in a row by applying continuous improving principle, such as o Improved process control by setting up CTQ’s (critical to quality) parameters which were checked daily; set up written processes showing what action to take & who could take the decision when CTQ was out of specification o Started using scales for the complete kit; the scale would measure the weight of the complete kit and the upper limit & lower limit helped to determine if any part was missing from the kit • Effectively set up one-piece flow (previously batch flow process) during Kaizen event that improved efficiency from 45% to 85-90%; held a Kaizen event every three months
Accountable for managing and directing multiple distribution centers, 3PL, VMI and pick/pack operations in Mexico and at the US border. Handled Budget, P&L responsibility, and Capital Expenditure. Directly supervised the Mexicali facility and satellite warehouse operations. • Managed all warehouses, production, value-added and related operations in the Mexicali facility and satellite facilities in US and Mexico • Collected inventory data, performed analysis, and provided monthly status report to Vice President • Handled the satisfactory performance of the Mexicali business unit in the meeting of PPG internal objectives and all client KPI’s and SLR’s • Met customers, set up KPI, shared the data with the customer and improved the KPI’s by continuous improvement; this regained the customer confidence • Measured and reported site operating performance to Vice President of Advanced Logistics Solutions (ALS), including preparation of operating budgets for the Mexicali facility & satellites and managing performance to ensure operational objectives are met • Performed an analysis of each BU and set up an action plan to improve and reduce loss of money; restructured the organization and reduced cost by adjusting the operation to the right size, helping the company to break even • Started as manager for Mexicali and soon took over the responsibility of other distribution centers in Mexico; rewarded additional contracts from customers
Handled general management with P&L responsibility, lead business growth and supervised the areas of Strategic Planning, Production, Commercial, Distribution, Customer Service, Quality, Purchasing, Inventory Control, Pricing, Administration, Finance & Accounting, and HR. Oversaw the day-to-day operations and played a key role in defining the overall operational policy. • AMTRAK contract for the High Speed trains. Utilized the catering concept of commercial aircraft of catering and implemented it into the High Speed train • Set up new facility in Oceanside and developed a new design for Amtrak. Hired staff and employees, set up the production line and sheet-metal and machine shop. Installed equipment into the trains. • Set up a new facility in Mexicali/ Mexico and started from scratch. Renegotiated contracts, improved the layout of building, set up production lines, machine - and sheet metal shop, and hired staff and employees