Darío Alonso Pérez Solís

• Implemented and developed operational standards, policies and procedures based on the Kinaxis program aquicition. Managing more than 20 markets and 6 manufacturing sites
• Led cross-functional teams to achieve project milestones and deliver high-quality results.
• Reduced costs, optimized resource allocation, and improved efficiency during this journey

• Contributed to overall business success by maintaining high levels of data integrity and alignment with strategic objectives.
• Developed robust master data management frameworks, resulting in improved cross-functional collaboration.
• Optimized data integration processes by designing clear workflows and procedures for the maintenance of critical master records.
• Maximized performance by monitoring daily activities with vendors that customize our products. looking for achieve 100% service level
• Optimize resources at vendor to avoid over spends

• Managed production levels, identified material shortages and monitored inventory levels to meet order delivery requirements for both business units Reckitt Health and Mead Johnson Nutrition.
• Responsible for whole Mexico commercial portfolio (IFCN - OTC & IW) mora than 300 SKUs
• Balanced demand and supply while aligning volume and mix to achieve production objectives with 7 source plants (Thailand, Nottingham, Hull, Bangplee, Mexico-CHH, CHINA)
• Responsible for inventory levels for achieving Net Operation Working Capital (NWC). This KPI also involves write off inventory reduction and follow up on slow movers and obsolete stocks
• SAP APO expert and business enhancements owner ( single point of contact with HH to define bussines needs and make global improvements later)

• Implemented process improvements that increased forecast accuracy, reducing stock obsolescence risks.
• Responsible for 21 brands and 10 sales channels
• 98% Case fill rate FY average
• FCST BIAS +-4% year to date and WMAPE FY average of 15%
• Collaborated with cross-functional teams to achieve project goals on time and within budget.
• SAP APO Demand planning books implementation on target

• Local S&OP meeting responsible
• Excess, Obsolete and slow movers inventory responsible
• Main contact for commercial team. Marketing, Sales and Finance
• Report directly to demand and supply planning regional Manager
• Main KPI's responsible for FCST Accuracy, FCST Bias, Service Level, Net sales execution
• Customized (value added service) products and promotions responsible.

• Above 95% of Service level in my Brand-Categories
• One Year of international experience in Ecuador Market, Service level of 98%, Net Sales growth achieved
• Inventory level on target (36 DOH) vs Net sales forecast Acc
• One week Statistical forecasting training in Hamburg HH
• Inventory Control during start up of new production center in Silao, Gto
• 25% Slow movers and Obsoletes reduction

• Responsible of 4 production lines with 3 shifts each one and 95% of efficiency during changeovers
• More than 150 SKU´s (Tins, Lipcare, Plastic bottles)
• Materials buyer planner, packaging materials and customized products.
• 45 Suppliers reliability under control
• 90% of materials used during shut down project for Vallejo Plant
• Remaining materials transferredwith the correct phase in phase out process

• Main contact with Project Supply Manager LA HUB for Transfer project

• Establish a fixed production plan based on market requirements

• Follow up to production plan vs real production vs Inventory levels

• Assess impacts due to unforeseen changes on fixed plan

• Share priorities with Production planners

• Develop communication channels and tools in order to avoid misunderstanding or misconceptions

• Warehouse internship First role– Complete warehouse operations assessment (export, invoice, dispensing and receipts) with improvements proposals
• Initiatives and Launching products planner
• Owner of 3 production lines (Vicks syrup, Vick throat drops, Vick vaporub and Vick vaposteam) with more than 50 different products
• Saved 8% on supply costs by working closely with suppliers to ensure that all components arrived on tim• Main contact with the Global Business Unit North Aameira
• Owner of ~250 materials, packaging and raw material
• Reduced amount of scrap and product waste, saving $100M USD of material per year, reducing shipping costs annually.
• Managed numerous projects simultaneously within the organization
• Team work with around 50 people involved in the process
• Collaborated with all areas involved during manufacturing process.