Zaldi Zapanta

Spearhead end-to-end supply chain transformation initiatives for global clients by providing strategic guidance, driving operational efficiency, and aligning planning, procurement, and logistics with business objectives.
● Reduced excess inventory by 15% by implementing global S&OP strategies that aligned demand with supply, optimized production planning, and streamlined distribution across diverse international markets.
● Improved inventory efficiency and forecast accuracy via advanced analytics, while designing and deploying Power BI dashboards that provided real-time visibility across procurement, warehousing, and fulfillment operations.
● Accelerated cross-functional alignment by delivering strategic workshops and executive-level presentations focused on connecting supply chain KPIs with broader business objectives and measurable financial outcomes.
● Lowered end-to-end supply chain costs by up to 15% through leadership of global consulting engagements that redefined procurement strategies, optimized inventory policies, and enhanced vendor collaboration.
● Delivered measurable customer value via creation of scalable digital supply chain roadmaps supported by integrated implementation strategies across demand planning, logistics, sourcing, and systems architecture.
● Increased agility and service levels by transforming SIOP frameworks using customer-centric design, machine learning models, and real-time data integration to support dynamic decision-making.
● Enabled critical business decisions for global consulting networks via expert insights on supply chain optimization, providing strategic guidance to clients across industries including manufacturing, retail, and consumer goods.

Oversaw global supply chain and SIOP/IBP initiatives by unifying planning, enhancing visibility, and emphasizing cross-functional alignment to slash costs, optimize inventory, and improve delivery performance.
● Eliminated $4M in excess inventory and reduced backlog by $2M within one month by executing unified global SIOP strategy that streamlined regional planning and enhanced process synchronization.
● Aligned enterprise technology roadmap with strategic objectives via piloting of Digital Soft and leading multi-vendor evaluations, including BY, Kinaxis, and Logility for advanced planning solutions.
● Reduced arrears by 20% through execution of root-cause analysis and implementation of robust inventory management policies using ABC-XYZ segmentation to balance availability and working capital.
● Drove enterprise-wide collaboration by deploying “ONE PLAN” operating model that harmonized regional planning and stakeholder alignment, directly eliminating $4M of redundant stock.
● Enhanced decision-making speed and analytical depth via development of custom Power BI dashboards designed to surface bottlenecks, monitor key metrics, and support continuous planning improvements.
● Improved production flow by mapping end-to-end value streams across manufacturing and planning functions, enabling scenario-based planning and more accurate evaluation of capacity constraints.

Led strategic and operational planning across global supply chains by building high-performance teams, deploying digital tools, and aligning customer needs with real-time execution and inventory optimization.
● Increased forecast accuracy from 52% to 75% and service level from 80% to 95% by building and scaling centralized planning team of 94 professionals across multiple regions.
● Achieved 40% reduction in premium freight by championing deployment of Blue Yonder Demand 360, ESP, and LCT to enable real-time visibility across global supply operations.
● Reduced inventory-to-sales ratio from 25% to 12% by creating first data governance team and leveraging scenario modeling to support proactive, data-driven inventory decisions.
● Delivered KPI improvements by applying advanced scenario modeling and structured data governance to enable agile, customer-focused planning across procurement, logistics, and fulfillment functions.
● Prevented production disruptions during and after COVID-19 by establishing communication protocols between planning teams and customers to resolve critical supply issues before they escalated.
● Minimized delays and stabilized factory output by developing T3 meeting cadence with plants to monitor daily production status and adjust shipments in real time.
● Cut premium freight costs by 40% via innovation and deployment of live container tracking (LCT) tools that enabled in-transit visibility and proactive logistics control.

Managed production control and cost planning functions by integrating financial, engineering, and supply chain strategies to reduce waste, control expenses, and optimize planning for model changes and operations.
● Reduced extraordinary expenses by 85% and cut obsolescence by 70%+ through reengineering of model change processes and realignment of S&OP across production programs.
● Improved cost control and visibility by developing dynamic system to plan, track, and forecast production costs, enhancing coordination between engineering, finance, and operations teams.
● Increased operational responsiveness by applying Lean principles and Kanban systems to eliminate delays, minimize lead times, and accelerate continuous efficiency improvements across production lines.
● Enabled seamless product transitions by designing and deploying standardized model change management system later adopted enterprise-wide to ensure consistent planning and execution.
● Delivered $2.5M in annual cost savings by initiating and leading value analysis/value engineering (VA/VE) activities focused on cost-effective design and supplier-driven innovation.

• Improved workflow processes and implemented the PULL system and New Yazaki System
• Supervised operations and managed a team of 200 managers and supervisors
• Optimized production efficiency and reduced costs by cutting material waste and unnecessary labor hours
• Achieved KPIs and exceeded customer expectations through daily function optimization.

• Awarded for the most effective and systematic production planning system outside Yazaki Japan
• Achieved 'ZERO' extraordinary expenses for three consecutive years
• Developed and executed best-in-class training systems for production planning specialists
• Managed vendor relationships by negotiating contracts and ensuring timely delivery of goods and services
• Provided leadership during times of organizational change or crisis situations
• Created monthly reports for senior management summarizing operational performance metrics
• Streamlined communication channels, improving information flow and decision-making speed.