Jaime Armando Lujan Noriega

Remanufacturing operation with 1400 employees, production monthly rate of 236,000 calipers. 3 local warehousing operation and a cross-dock warehouse in El Paso, TX.

• Responsible to work along with sales dept to get an accurate forecast to translate it into a reliable production schedule for an optimal material and resource planning.
• Receiving process of caliper cores (returns from customers) (NAPA, Les Schwab, O’Reilly, Autozone, etc.) and from vendors (core depot in USA and Canada)
• Leading a cost reduction project - Closing operation in El Paso distribution center without any disruption in the remanufacturing operation (material transferred to Juarez in 1 month).
• Startup of the operation of Juarez Core Center, supervising rack installation and complete the put-away process for almost 5,400 core part numbers and 3,500 components
• Train people on core check in activities (receiving and closing purchase and orders)
• Define procedure to supply cores and components to the manufacturing plant, implementing routes and ship frequency with short trucks and trailer trucks.
• Responsible to manage and coordinate operation in 3 warehouses (core and components)
• Launch cycle count process for Cores focusing on ABC codes and cores based on caliper demand.
• Transference of the manufacturing operation to consolidate it along with Core Center facility within 2 months period, without any disruption in the remanufacturing operation

Responsible for raw material planning (procurement), shipping operation, receiving, warehousing material supply to WIP and inventory control.

• Leading role in the transference project to move the shipping operation from ELP to a new facility located in Juarez, main customers: Ford, Chrysler, GM.
• Warehouse operation (50,000 Sq Ft); 65 total customer worldwide, 989 active FG parts – 1,800 RM active parts. Service parts shipments.
• SAP WM Key user for the implementation in 2018
• Implementation of Supermarket using SAP to supply material to production cells; 5s methodology
• Above 99% inventory accuracy in warehouse locations (Finished goods and Raw Material)
• Leader of 15 salary personnel and 84 indirect personnel (warehousing)
• Wall to wall cycle counting program resulting in 96% accuracy
• Physical Inventory coordination (Twice a year).

Responsible for customer service, production control, materials analysis, cycle counting process, scrap reporting process, inventory management, warehousing activities

• Successful implementation of demand analysis process to translate this information into a reliable internal planning information
• Improve on time delivery performance from 70% to 99% improving the analysis of demand
• Main Customers Autoliv, TRW (Tier 1 for Ford, Chrysler, Hyundai, GM – Americas & Europe)
• ERP system functionality fixing parameteres
• Materials and inventory analysis to reach an optimal inventory level (Working capital improvement)
• Implementation of cycle counting and scrap reporting process with a significant improvement on inventory accuracy from 50% to 85%.

• Responsible for overseeing all activities within the entire supply chain such as customer service, production control, material planning, import/export, inventory management, budgeting, sales forecasting & warehousing
• Leadership of 16 salary people and 47 indirect people (FG planning, Raw material planning, inventory analyst, warehouse supervisors, engineering changes coordinator.
• Freight cost reduction approximately $140,000 USD on a yearly basis
• Implementation of VMI concept with top 10 contributors of total PVO
• Implementation of Perfect Planning process in SAP – which contributes to have a better sales forecast to provide and 18 months vision for our suppliers.

• Implementation of cycle counting process, scrap reporting process for a high inventory accuracy
• Audits to BOMs for a correct back-flushing of components
• Leading and coordination of physical inventories (twice a year).