Francisco Javier Chessal Loeza

OMP implementation Lead for LATAM CPG company

As-is process

To-be process

Training

Configuration

Parametrization

Roll-out

• SCS - Network design
• IBP - Integrated Business Planning
• Demand Planning
• End-to-end software development life-cycle, from initial requirements gathering to post-implementation support and maintenance.
• Developed comprehensive documentation for solution design specifications, ensuring clear communication between stakeholders at all stages of project lifecycle.

Main Activities:

Responsible for Purchasing, Accounting, inventory management, floor execution.

Achievements:

Commodities purchasing savings by 22%

Current materials purchasing savings by 8%

Inventory Model Implementation

Total Earnings after Taxes compared to previous earnings up to 80%

Long term relationship with key suppliers

Cash flow up to 42%

Main Activities:

Commercial directive within new clients, assessment, proposal and execution regarding supply chain planning and execution process, people and information technology

Achievements:

Demand Planning Process redesign in a retail company. Data cleaning, algorithms used to forecast and implement a collaborative demand planning process.

Design the master planning and resource needs for a wholesaler to meet the operative requirements such as people by task and transportation equipment.

Assessment and Roadmap for a shoes company regarding the supply chain network, processes, IT and people by task.

Main Activities:

Responsible for Supply Chain Planning and Execution.

Demand Planning, customer collaboration, inventory and distribution planning, capacity and production planning, raw materials planning.

Warehouse Management and execution, Transportation Management and execution.

Achievements:

Designed and Implemented Demand Planning (IT, process, structure) both tactic and operative

Forecast Accuracy Improvement, measured at SKUL –week from 24% to 65%

Redesigned and Implemented Inventory Policies at SKUL

Unit Fill Rate Improvement, from 95.2% to 97.1%

Inventory availability in distribution centers, from 95.6% to 97.3%

Inventory reduction from 16 to 12 days in FG and 28 to 21 days in RM.

Transportation utilization increase from 92% to 96%

Total Transport reduction 8%

Main Activities:

Supply Chain Planning leader: MabeWay project leader in supply chain planning processes. Process reengineering, technology and process integration for APO DP, SNP, PPDS, SNC; organizational structure definition.

Logistics and Distribution projects: Physical distribution projects in process redesign, information technology and human capital

Achievements:

Process redesign in: demand planning, customer collaboration, inventory planning, distribution planning, master planning and detailed scheduling; creating standard and lean processes for the continental MABE operations. Worked on functional system definitions to support the designed processes and achieve an integral planning (from supplier to customer) and optimized using SAP APO as well as integration methodologies such as S&OP.
Primary distribution process redesign, from plant’s bins to warehouses, inventory reduction, operative productivity, transportation circuits. Upgrades and added functionalities to information systems (ERP & WMS) to enable processes and reporting. High Performance System design. Design and Implementation for the inbound process, outbound model design. Annual savings for 5.4 MM.

Main Activities: Projects in operative, tactic and strategic subjects across the value chain. (Fi, Mk, CS, Ve, Di, PP, PM, PM) Design and training in distribution channels, sales objectives and variable payments, portfolio management, commercial conditions and sales execution conforming a Go to Market Strategy.

Achievements:
Potential savings > 1.5 MM USD annual. Project Leader in the redesign and implementation of the Company’s Go to Market Strategy, 20% sales increases in the North Region, nearly 1 point in market share. Framework for the Demand and Master Planning Processes as well as Sales and Operation Planning.

Main activities:
Responsible for the group BIMBO exports in the North Region (Chihuahua and Monterrey)
Facilitator between production and the client. Shipments coordination to US, invoicing, order management, responsible for the finished good export warehouse and its operations.

Achievements:
90% Reduction in shortages for KC Cookies. Achieved a 2 point increase in fill-rate, 96 to 98%

Main activities:
Consultant and Leader to support CEMEX commercial and logistics projects and initiatives globally

Achievements:
Supply Chain analysis in Houston and DF, finding savings for 1 MM USD (Ready-Mix operation)
Development of the Value Chain Discovery Methodology (Methodology to analyze the value chain, profile the market, categorize and prioritize opportunities)

Main activities:
Production Planning. Responsible for the plant production planning making efficient use of resources reducing inventory levels and assuring the balance between inventory and demand to assure a >99.1% Service level. Distribution. Leading the logistics outbound processes to supply the DCs in Mexico.

Sales and Operations Planning Process Coordination
Processes continuous improvement

Achievements:
350K USD in transportation projects.
Successful coordination of the production transfer from Canada to Mexico

Member of the team responsible for Class A - Oliver Wight Operational Excellence

Main activities:
Share and facilitate the implementation of best practices in the Latin American Region
Analysis for the optimization of the infrastructure: Distribution Center localization, new production lines capacities and locations, new plants localization, transportation modes.
Operative Assessments in Latin America of the process Order to Cash and Supply Chain Planning.
Training for the people in different business units in the use of i2 Supply Chain Strategist.
Implementation projects such as demand planning and process reengineering

Achievements:
Optimization of resources and accumulated savings for more than $1MM USD in Chile, Argentina, Colombia, Venezuela and Brazil.
Training of "peers" in different business units
Savings for more than $1MM USD in Puerto Rico, Peru, Ecuador, Argentina and Chile.