Angel Gerardo Cortez Benitez

Determine, establish, and coordinate the regional materials organization strategy, tools, processes, resources, including but not limited to: production and material planning, shipping, receiving, inventory control, inbound freight, and customer delivery service.

Botanical products manufacturer. Low Vol/High Mix. Leaded the purchasing/ procurement, materials planning, inventory control, warehousing, and logistics activities for the site. • Set-up, managed and controlled vendor relationships. • Responsible for the shipping and receiving process. • Overseed vendor negotiations and acquisition of raw materials. Direct reports: Purchasing Manager, Master Planner, one buyer, two planner-buyers and one shipping/ warehouse supervisor; total of 12 individuals in one shift. Within a 40K sq.ft facility.

Manufacturer of small, mid and large dry electrical transformers. Low Vol./High Mix.  Manage and lead purchasing/ procurement, planning, inventory control, warehousing, and logistics activities for the whole company.  Set-up, manage and control vendor VMI-Consignments via “kan-ban pulls”.  Directly responsible for shipping to end Customers and distributor warehouses (DW).  Lead and manage the negotiations and acquisition of finished products and raw materials. Direct reports: two buyers and two supervisors; total 17 individuals with two shifts in a 40K and 20K sq.ft. facilities in both sides of the US-MX border

Manufacturer of custom made laboratory metallic workstations and fume hoods. Low Vol./ High Mix.  Manage and lead all the manufacturing operations, maintenance, planning, logistics, warehousing, master scheduling, import/ export, and inventory control areas with matrix reporting as well: HR, Finance, Purchasing, Engineering and Quality.  Direct responsible of operational P&L, cost, quality and delivery including service levels.  Acquiring additional responsibilities after the first 4 months in the company, transitioning from Materials Management to Operations/ Plant Manager reporting to the VP of Operations.  Change Management and turning struggling customer deliveries, financial margins as well as improving WIP figures.  Application of “lean concepts” with the goal to improve “throughput time”, customer satisfaction, customer’s delivery performance, optimizing customers lead time, inventory turns and efficiency. Direct reports: 6 managers totalizing approximately 550 individuals in a 24/7. In a 360K sq.ft. facility. Key achievements:  Implementation of lean initiatives among the site improving KPI’s like:  WIP from approximately 3.1 MUSD to 1 MUSD.  Reduction manufacturing lead time from 4.5 weeks to 1.5 weeks average  Inventories from approximately 104 days of supply (DOS) to 50 DOS and improving.  Customer OTD from 15% to a 90%+ on time and improving.  Achieving with the above, “healthier” P&L profit margins.

Manufacturer of Beverage Dispensers Low Vol./ High Mix  Started eliminating operations barriers in the operations/ production/ assembly floor reducing manufacturing shortages and improving OTD. P&L  Identification and solving manufacturing/ operations problems utilizing solving problems techniques and controlling processes.  Implementation of “visual management” used by the lean enterprise, optimizing manufacturing processes improving reaction operational time.  Transition from operational/ manufacturing assignments to materials management assignments in order to “streamline” all the operations.  Implementation of operational and supply chain initiatives to optimize the total product “throughput time” utilizing lean concepts. Direct reports: 4 managers totalizing approximately 200 individuals in 6 days/ week operations. In a 160K sq.ft. facility Key achievements:  Implementation of lean initiatives (assembly/ production floor and externally) as a result of this:  Reduction of total throughput time from 15 to 5 days average  Customer OTD (approximately 98% coming from a lower 50%)  Manufacturing lead time reduction from 10 to 5 days  Raw materials inventory reduction (approximately 30%)  Successful ERP implementation (DAX) without any business interruption and according to the implementation schedule.

Manufacturer of Automotive Plastic Parts (Tier 1). High Vol./Low Mix.  Execution leader of the ERP Software and lean manufacturing supply chain processes among all the POAE Group in Mexico.  Implementation of lean initiatives obtained internally and/or from the rest of the POAE Supply Chain Organizations WW.  Oversee and perform the proper corrections for the material flows from suppliers to the sites and from the sites to the end OEM auto assembly in order to identify areas of opportunity to stream line the flows (cash, materials, documents, time, etc.) sharing “Best Supply Chain Practices”. Direct reports: 4 managers with approximately 100 employees in all the POAE sites (3 facilities). Key achievements:  Successful implementation of an ERP system (SAP) at the POAE Mexico operations without any customer supply interruption and on time.  Slashed approximately 10% of Customs Brokers fees (centralizing services)  Implement Lean/ supply chain initiatives in all the sites achieving  Inventory variability approximately less than 5%  19 inventory turns/ year approximately.