Elisa C. Flores de Anda

AI and Machine Learning Business Account Launch.

• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth. Seventy percent of direct reports were promoted to a management position.
• Oversaw materials management and supply chain operations for the launch of a facility serving a computer and cloud segment customer. Led recruitment, set up purchasing, planning, and demand management processes, aligned transaction systems with customer and company IT, shifted to a buy-sell procurement model, and ensured materials were available for rapid production ramp-up needs through aggressive expediting efforts, timely escalations, and constant communication with the supplier base, building a close relationship with key suppliers.
• I use customized procurement strategies for each commodity, based on market conditions, customization, volume, origin, and lead time. These commodities include passives, ICs, mechanicals (plastics, metals, cables, connectors), and packaging.
• Utilized advanced data science tools, such as Tableau, to design and implement a suite of dashboards focused on materials and financial key performance indicators (KPIs). These dashboards provided real-time visibility into critical metrics and trends, enabling data-driven decision making.
• Forecasted external and domestic freight costs, managing to maintain them within the quoted levels; elaborated quarterly claims to customer on outstanding or premium freight costs.

Computer and Cloud Business Account Launch and Materials Management.

• In this period, I managed the materials and supply chain operations for a newly acquired account in the Computer and Cloud segment. My role encompassed master planning, purchasing, inventory management, production control, and warehouse operations. The materials logistics were especially challenging given the size of the product, bringing in bulky metals, plastics, and cables, as well as customized optics with growing mix changes.
• Faced with challenges in master planning, I demonstrated to the customer how the existing demand planning method contributed to material shortages, as well as excess and obsolete (E&O) inventory. This led to a shift in their methodology.
• Managed the processing of a high volume of New Product Introductions (NPIs), which required aggressive materials pull-ins to meet accelerated timelines.
• Supported rapidly increasing production volumes despite constraints in warehouse and production space, fostering a team culture focused on leveraging available resources, and proactive problem-solving.
• Maintained inventory levels under control, with inventory turns always above the contractual number of 6.

Solar Energy Business Account Launch and Materials Management

• Responsible for leading materials operations for a newly launched customer in the industrial segment, focused on solar energy. Developed a strong partnership with the customer, embracing cultural differences, and supporting onboarding through an extended visit to Israel for the initial MRP release.
• Established all materials processes from the ground up, including mass procurement of raw materials within lead time; configured MRP parameters, and set up warehouse operations.
• The full supply chain was built from scratch, as the distributors used by the customer in Israel could not supply materials in the Americas. For each manufacturer, a particular supply chain was built by looking for distributors and representatives in the Americas or by managing to have the manufacturer sell directly, negotiating competitive prices and terms, and obtaining customer agreements as well.
• Hired the full materials team.
• Coordinated material transfer and expediting for pilot runs and mass production, contributing to the first finished goods shipment just seven months after the initial MRP run.
• Built a collaborative relationship with the customer, aligning processes and communications.
• Developed several processes needed to deal with the number and complexity of component deviations, such as alternate parts tracking in the CTB and shortage reports, enabling rapid responses to CTB WIFs and material needs; and another tracking aimed to monitor BOM cost impacts from alternate part usage, facilitating monthly settlements of cost deltas with the customer.

Consumer Electronics Business Account Materials Supply Chain Leadership.

• Responsible for planning and purchasing for a high-volume consumer electronics account and a CTO customer. Oversight extended to strategic materials procurement practices, supporting both operational and peak season demands, especially challenging during the worldwide crisis on the MLCCs (multi-layer ceramic capacitors).
• Implemented staged CTB analysis, enabling well-informed decisions on material allocation and premium charges (PPV) expenses vs. benefit in increased CTB/sales.
• Peak Season Coordination: Effectively managed war rooms for three consecutive peak seasons aimed at achieving materials procurement to support peak season demand, leading support teams through well-defined processes and priority setting.
• The materials procurement team was appointed as a reference for supply chain management across all sites supporting the customer, and workshops took place in Guadalajara for the Asia and Americas sites.
• Designed, launched, and implemented a caps alternates project with the customer engineering team to address MLCC supply challenges, which led to lower PPV costs, and minimized supply risks.

• In charge of planning, purchasing, and inventory control for one of the largest accounts on the site.
• Designed and launched a plan to reduce the amount of inventory in non-nettable locations, including repair, requests for deviations to customers, upgrades, among other actions.

• In charge of raw material purchasing, MRO, production planning, warehouse, logistics, and local IT serving domestic and U.S. customers.

• In charge of planning and purchasing for a complex, high-mix, low-volume computer and cloud account using the BTO/CTO model.

• In charge of quarterly price reviews, standard cost setup and negotiation with customers, and inventory revaluations, with challenging purchase price variance improvement targets.
• For asset management, I was responsible for excess and obsolete inventory mitigation through claims, inventory balancing, and sales.