Antonio Benítez Sosa

-Responsible for leading and effectively directing the company's operations, maximizing productivity, minimizing costs and improving service quality, contributing to the achievement of strategic objectives (586 services and 4,766 people distributed in Mexico).

- Responsible for standardization in execution, administrative simplification, traceability and control of GSK's strategic processes through process redesign.
- Responsible for the design of the strategic processes for the Auto and Property & Casualty lines for General de Seguros.
- Co-responsible for delivering a 12 : 1 ROI for productivity and sales increase for Grupo Simec.

- Responsible for institutionalizing the company, from the construction and implementation of the mission, vision and organizational structure, to the elaboration of job descriptions, processes, tools, indicators and management boards.

- Responsible for 4K USD monthly savings in shrinkage in "Plásticos Carmen", resulting from the definition of production standards, planning based on consumption and inventory movements, efficient production, supervision model and management of indicators.

- Responsible for defining the structure of the Fiscal Management of "Grupo Bimbo" and the administrative area of the "Universidad del Valle", based on the specialization of the position, chain of command, control section and workloads.
- Responsible for restructuring the commercial area of "Frialsa Frigoríficos" and "Productos Rich", starting with the positions, continuing with the processes, passing through the commercial strategic planning and concluding with the compensation model.
- Responsible for delivering construction projects in a timely manner for "El Palacio de Hierro", resulting from the strengthening of the value chain that includes ideation and pre-project, conceptual phase, financial evaluation, design, engineering, construction, opening and post-opening.
- Responsible for increasing 100 tons of production per week in "Grupo Fer", resulting from the implementation of the redesign of the manufacturing model that includes the supply plan, production scheduling, floor control, supervision evaluation, maintenance programs, downtime catalogs and product traceability.

- Responsible for making administrative work efficient in 25% through process reengineering in the functional areas.

- Responsible for standardizing HR Services processes, outsourcing payroll and integrating the People Soft system for Met Life Mexico-Chile, as a result of process awareness and understanding.

- Responsible for the construction of processes in the administrative area.
$798,590 in the purchase of supplies, $1,457,304 in the civil protection framework, and $417,910 in the implementation of the monitoring center, as a result of a detailed analysis of the area's performance.

- Responsible for 7K USD weekly benefit in the Distribution area of "PANASA" derived from the reduction of inventories, contraction in loading time, use of vehicles and own fleet, optimization of routes, coverage in CEDIS and reduction of lost sales.
- Co-responsible for increasing sales by 13K USD per week in "PANASA", due to the redesign of commercial operating processes, improvement of the cost of serving per customer and channel, utilization of human resources through the balancing of routes and frequencies and implementation of cross-selling.
- Responsible for 95% of assertiveness in production and shipment scheduling and 95% of plant utilization in "Comercializadora GAB", due to the improvement of MP supply, definition of product rotation, exploitation of installed capacity, increase in inventory reliability and decrease in loading time.
- Responsible for a 60% reduction in customer service time in the Forestry and Wildlife Division of the Ministry of Agriculture of Peru, obtained by redesigning processes.
- In charge of diagnosing the business model and elaborating the project proposal for "Caja Sipan", which originated the sale of the project.
- Responsible for diagnosing the mission of the central and support areas of "Universidad Incca", "Ripley", "Tricolor" and "Hospital General de la Plaza de la Salud" through exploration studies that originated the sale of the project.

- Co-responsible for 50% savings in import costs | Responsible for 30% optimization of warehouse space | Responsible for 20% increase in service level per product shipment | Responsible for the planning and purchase of 395 domestic and foreign materials as a result of the application of Lean Manufacturing and Six Sigma methodologies.