Juan Martínez Minjares

• MMOG / IATF responsible for Logistics Certifications for Automotive Industry.
• Responsible for CTPAT implementation and program maintenance responsible.
• FORD Q1 endorsement Logistics area responsible.
• Responsible for trade compliance for Anexo 24 and 31 of Maquiladora program.
• Developing the plans and strategies to my department of Import Export to follow up on these KPI's, avoiding the plant to pay unnecessary duties and taxes, penalties etc
• Aligning these KPI's with the Mision and Vison of the plant and EBITA goal on yearly basis
• Develop strategies for logistics and inventory management and follow up its execution by warehouse execute improvement plans and trouble shoot when its needed.
• Worked to advance a positive supply chain and powerful logistics networks to maintain our operation spend levels in optimal levels to contribute and achieve the plant EBITA Goals
• Ensured compliance with international rules and regulations

(Incoterms, local regulations, customs clearance etc).

• Managed strategic resources to ensure cost-effective procedures on local or 3rd party warehouses.
• Develop and stablish transportation strategies to ensure cost-effective transportation.
• Established direction while maintaining positive communication with all employees.

• Stablish and coordinate plans to effectively solve customers problems on supply chain or logistics matters to provide them the best service and not affect the plants scorecards with customers
• Avoiding penalizations from customers, affecting our spend and EBITA at the end of the year.

• Coordinating departments to develop their standard operation procedures to be compliant with the program and maintain the standard on daily basis to assure certification.

• Provide analytical support for Indirect & Logistics to drive actions across the organization to achieve our spend goals
• Gather spend data to identify trends and opportunities for consolidation and leverage and savings
• Lead or facilitate indirect sourcing and logistics workshops
• Develop and implement strategies, goals and measurements for successful spend management in Logistics and targeted Indirect categories (Office Supplies, Wireless, Travel, Marketing, HR, Facilities/MRO, IT, EH&S, Consulting, Legal, and other, Freight)
• Lead or participate in cross-business savings projects, process improvements and drive/monitor results
• Prepare and execute bid packages utilizing RFIs, RFPs, and reverse auctions
• Evaluate marketplace trends and provide price and budget guidance to operating companies for targeted spend categories
• Implement robust communication mechanisms with operating company associates to gather their business requirements, gain regular input on strategies, and ensure their understanding and commitment to strategies for targeted categories.

• Collaborate with Sales and Planning Departments to adjust the strategies
• Reduced logistics costs and debugged interaction with the warehouse
• Reduced inventories in 1.6 million 2018 - 2019 thru Kaizen events, VMI, Kanban resizing, new supplier sources and consignments
• Inventory turns increased in 1.6 2018-2019
• Elaborate shipping strategies to maximize the cost per Lb
• Control Freight Spend
• Approved Freight Invoices
• Transportation Budget management 2.1 million ave per year
• 1.6 Million Dollars savings on the last decade thru Logistics and Freight Savings projects development and management
• Receiving model improvement for a better material flow to production lines
• 98% OTD overall on shipments made to our customers shipped with a sigma level of 5.6 18.73 DPMO
• Employee engagement and satisfaction level improved from 62% in 2005 to 93% in 2017 (Kenexa survey)
• Oracle Implementation Leader in Tijuana plant for Purchasing, Shipping and Receiving modules, Successfully trained and support shipping, MRO and receiving personnel on Oracle activities and transactions
• Ibuy (Purchasing platform) implementation project successfully accomplished for MRO purchases for the 3 operating business units on this plant and all plant personnel training
• Proactively participate on C-TPAT certification as person in charge of shipping and receiving operations, setting up shipping and receiving standard operation procedures to fit program needs and training personnel on these matters
• Shipping Kaizen Even Leader for Std Work and 5's
• New shipping layout design to improve material flow on shipping area and make it CTPAT compliance
• Successfully transitioned from Trendset to USBank for carrier payment bills, setting up all parameters on our acct, Gl Codes, carrier set ups, payment model etc etc.

• 375 K usd savings in a 2 year period
• Based on sourcing, price negotiation and VAVE
• MRO Central Storage management (8000 part numbers)
• MRO purchasing budget preparation and management
• Maintenance, repair, operation, services and packaging supplies purchases across US, Mexico and Asia for 3 Thomson Business Units in Mexico and Bohemia N,Y for 3.5 million usd in 2011
• Sourcing new suppliers for new product lines
• Contracts and pricing negotiation with suppliers
• Suppliers management
• VMI implementation on MRO central storage
• Team management
• Customer service to 3 divisions on Thomson Plant in Mexico
• Purchase orders processing and follow for Thomson Plant in Mexico and Bohemia Ny
• Support to accts payable areas in Mexico and US for all issues related with our suppliers.

• Logistics Coordinator at Sony de Tijuana Este
• 3PL warehouse shipping operation coordination for all US customers in west coast
• Improved the on-time deliveries average to all U.S customers from 53% in FY03 to 85% in FY04 (6351 on-time deliveries of 7472 shipments)
• Improved the shipping department processes establishing key performance indicators and control mechanisms in order to achieve the company goals to the FY05 (90% on-time deliveries)
• Project leader of new applications and tools development to make easier, faster and accurate the shipping and sales processes in Sony
• Successfully supported the implementation and debugging of new applications, interfaces, and tools between our ERP and tracking systems in order to speed up our sales processes, reducing our sales process time by 20% and avoiding manual errors achieving a sales accuracy up to 99% on sales over 500 hundred million dollars
• FG Subinventories conciliation and new Standard Operation Procedures set in place to avoid discrepancies in the future and reduced them to .001%
• Active participation in Oracle 11i implementation on the plant (mapping and evaluation of the shipping processes on Oracle for shipping module).