SCARLETT PEREZ VELASCO

• Responsible for developing and managing the portfolio of E2E strategic supply chain projects to drive global quality, growth, delivery, and cost improvements throughout the BWI supply chain organization
• Ensure alignment with business strategies by integrating Deliver priorities into end-to-end network strategy and product portfolio management governance including LRFP & BP strategic plans
• To Oversee the calibration, repair, and maintenance program for more than 5k pieces of equipment in BWI Hubble California
• Implement standard best practices for project management, measurement, and prioritization

Achievements:

• Direct shipment project: This initiative pursues improved service Improving Lead Times, Speed to Market, and Sustainability (-20% CO2 emission) benefits: $3.3 MM inventory reduction, $1.3 MM transportation savings
• Enabler of new Sterilization Chamber in Grand Prairie, Texas; expanding the sterilization capacity, this initiative avoided the disruption of more than 300k devices during 2023 devices manufactured in our site located in Juarez that serves United States, Canada, Europe, Latin America countries, Japan, China among others
• China localization: Transfer and validation of 2 manufacturing lines to Suzhou China Revenue impact USD300 million, helping to improve the lives of those with cardiac arrhythmias
• I developed and implemented a governance to manage the portfolio of Internal strategic programs and projects for internal and external manufacturers, through the Implementation of a streamlined and efficient process to prioritize projects.

• Responsible for revamping the S&OP process and implementing IBP process, in Colombia - Venezuela - Costa Rica - Puerto Rico - Panama and all Caribbean countries,
• Leading initiatives with customers (external & internal) strengthening the relationships, anticipating the demand drivers and the entire E2E improvement process of the Supply Chain
• Global Plan transformation Leader LATAM – IBP Implementation Project Feb 2021- 2022
• Management of more than USD55 million in inventories & 80k SKU’s

Achievements:

• Successful IBP Process Implementation: MedTech MAPE: 18% | MAPE Orthopedic Business 20% (It started over than 97% ) Planning team structure consolidation (capabilities mapping, soft & technical skills, Resources etc)
• Slow moving and obsolete inventories project & initiatives across the region which improved inventories level in more than USD5M and Slob reduction 4M (P&L relief 3M)
• SAP Implementation in PR, CR y Colombia (BtB project)

• Responsible for the understanding the demand model of the Company through health professionals and consumers for Colombian and Peru market, monitoring indicators such as days of inventory in the channel and sellout (rotation) predicting the behavior of buyers and market trends that translate into volumes of financial sales to optimize resources
• Lead and align of demand resources to enhance Forecast MAPE optimizing working capital

Achievements:

• IBP process implementation: Revamp of demand process in Colombia (implementation of statistical models as baseline of our Operational Plan).
• Forecast Error / MAPE closed for 2 years (2014- 2015) below of 25%

• Responsible of the S&OP processes in Pharma, Consumer, Biotechnology and Oncology
• Ensuring the proper and efficient launch of new products and / or implementations of strategic projects
• (Inventory: +$30M USD monthly average)
• Responsible for making sure that replenishment processes are performed efficiently, with integrity and reliability of data, meeting the goals established local and corporate level based on forecast projections, achieving production agreements for the countries of Ecuador, Venezuela, Bolivia, Chile, Central America, Malaysia, Singapore, Mexico and Peru providing continuous service to these countries, with bridge launching new products and projects

Achievements:

• Implementation of SLA with Malaysia, Singapore, Bolivia, Ecuador, Peru, Chile, Venezuela, Mexico, Centro America y Brazil
• I Revamped S&OP process with the different business units and, I implemented the Strategic S&OP meeting with upper management.

• S&OP Leader for Animal Health and Nutritional Division (planning and inventory management) Responsible for ensuring successful planning activities for the NPI and cost improvement strategic projects
• | S&OP SME (subject Matter expert)

Achievements:

• I Leaded the Cenlar’s project without zero impact in the business (no backorders neither stock out), through an effective management of the planning (USD6 million).
• I achieved the implementation of SLA with the manufacturing sites in Olot (Spain), Charles City-Riverside (USA), Campinas (Brazil)
• I assured the proper functioning and configuration of local systems and corporate delivery Forecasting and Planning ( Manugistics, SAP APO, M3)
• The S&OP process was implemented successfully with plants (Campinas, Charles City, Olot, Kalamazoo etc) ensuring the best performance of the manufacturing sites.

• To ensure product availability, reviewing inventory levels, sales trends and supply issues, Keeping permanent contact with the commercial area (Sales and Marketing), Quality Assurance, Distribution and International Logistics, in order to identify and evaluate production requirements, inventory levels, through an effective planning process
• Lead new projects and launches of nutritional products in the Andean Region.

Achievements:

• Effective management of inventory planning in Nutritional and Pharmaceuticals business for the Andean Region (USD11.500.000) with an optimal inventory strategy that support the cash flow of the company
• I kept 98% of Product Availability KPI for Andean Region and BO was reduced from 1.5% to 0.2%
• Stretch assignment: Pfizer in Quito as Logistics manager
• Responsible E2E process managing delivery orders to local customers ensuring the orders were complete and on-time.

• To ensure the availability of finished goods through an effective materials planning, maintaining the balance between the level of inventory and costs of the supply chain

Achievements:

• I Led cap liner Hidraplus – Travad project (process improvement in the manufacturing line)

• Efficient handling of all the expenses in deliveries (freight cost), supporting the negotiating rates, looking for permanent renewal and improvement in the service, making stronger relationship with the customers

Achievements:

• Cost and process improvement in local transportation with the three major transportation lanes (ENVIA-COLVANES, OPEN MARKET and FRED VALLEJO) through training in the handling of load, transportation regulations, delivery to customers

• Build strong relationships between the organization and our customers, keeping a good communication with them, able to resolve all requests, concerns and complaints taking no longer than 5 labor days