Ismael Villarreal

Executive leader of FleetPride’s end-to-end supply chain, accountable for a 700+ professional organization spanning three manufacturing plants, seven distribution centers, a national cross-dock network supporting 340+ stores and 110 service centers, with full P&L-impacting responsibility across Warehousing and Logistics, Manufacturing, Process Improvement, Inventory Control, Network Planning, Global Trade, and Transportation. +Transformed the planning and S&OP operating model and redefined enterprise stocking strategy to tightly align inventory deployment with customer demand—delivering a 25% improvement in forecast accuracy, a 30% reduction in stockouts, a $60+ million reduction in working capital, and $40+ million in incremental revenue growth. +Led a scalable, resilient supply chain transformation, improving productivity by 40%, on-time delivery by 30%, and enterprise service performance. +Established a safety-first, continuous improvement culture at scale, deploying 30+ transformation initiatives that reduced safety incidents by 85%, strengthened operational discipline, and generated $2.5+ million in annualized cost savings.

Responsible for Smith+Nephew Supply Chain in the Americas across all franchises. Functional responsibilities across the nation, including customer service, demand and network planning, SIOP process, warehousing, commercial logistics, inventory control, global trade, and transportation. Leading a team of over 700+ Supply Chain professionals with 27 commercial logistics offices, 2 Global Distribution Centers, and 7 Distribution Centers across the continent. +Simplified the Global Supply Chain in America by implementing Lean principles, reducing America's cost to serve by 20%+. +Optimized Customer Service operation by consolidating and relocating functions into a Regional Hub in Costa Rica, resulting in over $5M in savings and increasing customer satisfaction from 91% to 98%. +Redesigned SN Supply Chain-Americas Organization, resulting in a $6M+ reduction in annual operating expenses while improving service levels from 89% to 94%.

Responsible for the predictability, on-time performance, and efficiency of the North America Supply Chain medical products business, including over 700 employees across 5 Regional Replenishment Centers and 6 Regional Offices and managing over $1.1B in inventory across 350K part numbers and 50 distribution centers. +Developed and executed a supply chain strategy resulting in a $2.1M reduction in annual operating expenses. +Increased raw service level from 89% to 97%+ while achieving an 11%+ inventory reduction. +Implemented Lean Six Sigma methodology, resulting in a 22% productivity gain, a 60% reduction in emergency orders, and a 44% reduction in transportation expenses.

Responsible for the pharmaceutical and medical distribution centers, quality & regulatory affairs, nuclear pharmacy, inventory management, global trade, EHS, transportation, facilities, sourcing, and the deployment of Lean Six Sigma, including 300+ staff generating over $1.5B in annual revenue. Leveraged operational excellence in developing a leadership talent pipeline in Puerto Rico. +Improved customer loyalty by 10%, increased operating earnings by 67%, achieved operating expense g and drove a culture of engagement. +Increased service levels by 11%+ and achieved 50%+ inventory reduction, resulting in a 56% improvement in ROTC. +Enhanced quality and EHS systems, resulting in a 10% improvement in quality and a reduction in damages of 82%, zero observations in federal agency audits, and the lowest recordable safety incidents in the company.

Responsible for all operations, P&L, quality, and process standards within a regional distribution center of 70+ staff, generating $2.1B in annual revenue. +Drove step-change performance, improving warehouse productivity by 32%, reducing recordable safety incidents by 70%, and increasing operating earnings by 92%. +Optimized working capital and speed, delivering a 21% inventory reduction and a 30% improvement in order fulfillment cycle time while sustaining customer service levels. +Elevated quality by 40% through elimination of non-value-added work, streamlined replenishment, packaging redesign, and improved product handling.

Maintained oversight of the manufacturing and supply chain standards across business segment operations to create and sustain an environment of operational excellence. Developed strategic plans and initiatives focused on improving productivity and efficiency, reducing cost, and eliminating redundancies. Created targeted performance metrics and defined recommendations to enhance all activities. +Headed deployment of a multi-generation Lean operating model across seven Cardinal Health facilities spanning manufacturing, distribution, supply chain and administrative functions. Successfully executed by guiding project throughout unique and regimented phases. +Coached and mentored 90+ Black Belt projects and 210+ Kaizen events. +Delivered training programs to 450+ Lean deployment champions and Six Sigma personnel.

Developed and led a solution for General Motors' business. Manufactured all the control components of a high-profile automotive production line, directed five multidisciplinary teams, and deployed process improvement methodology to elevate the three Siemens distribution centers and manufacturing plants' operations. +Achieved 100% on-time delivery through careful design of manufacturing line processes. +Attained 55% improvement in delivery reliability and generated $250K in cost savings +Increased distribution center throughput by 122% by improving quality levels and reducing working inventory.

Served as a change agent in a dynamic, fast-paced environment while managing dedicated manufacturing, logistics, and supply chain teams. +Implemented Lean methodologies across the eight production lines, resulting in a 45% increase in productivity, a 95% reduction in overtime, and a 30% increase in quality. +Implemented a Kanban system for raw material, resulting in a $4M reduction. +Led and executed Siemens Lean Transformation roadmap (5s, TPM, Kanban, Product Wheel & Gemba Boards) for an international manufacturing plant with productivity gains of 15%+, a reduction of 30% of work in progress, and an increase of 15% on forecast accuracy.