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Work Background
ITO Electronics MexicoPresident
Aug. 2018Guadalajara, Jalisco, Mexico
ITO Electronics MexicoGeneral Manager
Jul. 2018 - Aug. 2020Guadalajara Area, Mexico
NSKAutomotive Sales Senior Manager
Aug. 2016 - Feb. 2018Silao de La Victoria, Guanajuato, Mexico• Define and direct strategies and projects to ensure the reinforcement and commercial growth of NSK Americas Mexico based on Client, Product, Man, Methodology, Machine, Material, Culture, Metrics and Business Intelligence.
• Development of the business plan of the fiscal year, revised commercial plan and medium-term plan and manage the quarterly and end-of-year forecasts.
• Supervision of protocols and processes of Customer Service to strengthen the management of business & commercial alliances.
• Key negotiations and LTA with current and new clients.
• Management of procedures in planning, demand and inventories.
• Supervision of compliance in technical service in engineering application during the management, closing and customer service on different products.
• P&L management and launching of programs.
• Definition, implementation and monitoring of KPIs.
• Participation within the Talent programs for the development of local leadership and succession planning.
• President of the Acquisitions Committee of CLAUGTO (Automotive Cluster Guanajuato). Member of the Board and Principal Advisor of the "Guanajuato Automotive Supply Forum". Goals:
• Successfully developed a working team comprised of: 1 Sales Manager, 2 Sales Engineers, 1 Applications Engineer, 1 Chief CSR & 1 Program Manager. • Successfully mapped the Mexican Bearing Market (Production/Sales) per vehicle segment: chassis, powertrain & engine accessories. • Key achievement: final negotiation and flawless launch of a Gen 3 front & rear wheel hub program with a European OEM. • Exceeded the 2017 business plan by $2.4M USD through accurate forecasting as well as key price increase execution and price reduction avoidance with key customers. • During this tenure I became the President of the Procurement Committee at CLAUGTO (Cluster Automotriz Guanajuato) which yielded in priviledged business intelligence in order to further position NSK in the market.
CIE AutomotiveOperations Sr. Manager North America | Sales & Procurement
Feb. 2010 - Aug. 2016Celaya, Guanajuato• Responsible for directing commercial operations in Sales and Purchases to ensure management in the productivity of the plant.
• Increased customer base in North America by introducing forged aluminum, cast iron and high pressure components. Forged in the rough, cast iron, development of stamping suppliers in North America and Asia.
• He established key contacts and relationships with the customer base with original equipment manufacturers such as Ford, Chrysler, GM, Toyota, Volkswagen and Honda.
• Ensures compliance management of customer service protocols for high satisfaction.
• Logistics control, analysis and contractual agreements with inbound and outbound carriers.
• Management of the annual budget of the plant for the development of the business plan. Goals: • Introduced FCA as a new customer to the Celaya Facility through the award of a new rear wheel spindle business. • Introduced the first ever Japanese OEM (Honda) in the global group through the award of a new front wheel hub business. • Key achievement: new business award with Honda of a core, strategic product. • Additional new business log which fills the plant through 2019. • Lead successful negotiations which, jointly with manufacturing improvements, yielded EBITDA of 44% by the beginning of 2016. • Became the “architect” for the successful current business model and operation for the company in North America with two-digit gross margins in all products. • Successfully introduced the company to the North American market through private media, government resources such as automotive supplier directories, supplier events, public events sponsorship.
AAM - American Axle & ManufacturingPurchasing Manager
Jul. 2003 - Dec. 2009Silao, Guanajuato• Responsible for $300 Million USD direct material and $51 indirect purchase annual value. • Purchasing policies and procedures definition and implementation. • Daily Business Intelligence (daily monitoring) data and trend analysis tool deployement. • eRFQ implementation as standard operating procedure. • MRO items and professional services sourcing: electrical, electronic, chemicals, fluid power, power transmission, blue print tooling, cutting tools, gages, janitorial, cafeteria, facilities maintenance, security, employee transportation. • Procurement of capital equipment: CNCs, lathes, grinders, presses, welding equipment, robotics, testing benches, assembly lines, etc. • New programs launch responsibility for domestic purchased components. • Five indirect buyers and one direct buyer as well as Supplier Quality Assurance reporting. • Also reporting: General Stores (Warehouse): 1 Coordinator, 18 hourly people and the Corporate Coding Group: 1 Coordinator, 8 coders. Goals:
• Achieved cost saving reductions above 10% (over $5 million USD) from the purchasevalue on an annual basis.
• Successfully deployed KPIs through balance score card monitoring.
• Established and implemented a new purchasing policy.
• Defined and deployed procurement procedures.
• Resolved over 20 audit findings and observations closing to “0”.
• Successfully deployed DBI (Business Business Intelligence) interacting with Oracle ERP.
• Elimination of clerical tasks through system automation.
• Initiated supplier localization efforts thorugh a welding wire and steel tube Mexican suppliers. This yielded in an annual savings of $5.3 million USD.
AAM - American Axle & ManufacturingSales & Business Planning Manager | LATAM
Jul. 2001 - Jul. 2003Silao, Guanajuato• Responsible for the supervision in account management for Mexican OEMs of current businesses.
• Development of a strategic commercial sales plan for original equipment manufacturers (OEMs) in Mexico and Latin America.
• Constant reinforcement of contact with South American OEMs.
• Development of commercial support for the launch of the DR program of DaimlerChrysler.
• Development and analysis of prices as costs for negotiations.
• Lead business planning activities of plants for product development. • Secured First axle program for AAM in the Mexican domestic market with Chrysler de México (DX3, Dodge Ram 4000), $11 Million dollars a year in revenue. The Front axle became the highest margin product in the Mexico facility.
EatonOEM Sales Account Manager
Dec. 1994 - Jul. 2001Galesburg, MI• RoadRanger product (transmission, axle, clutch, brakes) introdution at major truck OEMs. • Pricing and long term agreement negotiations. • Developed strategies and specific business plans for higher product penetration. • New specifications release and coordination. • US and Mexican truck market monitoring for strategic decision making. • Customer primary point of contact. Coordinating with the proper source for quality, order entry, service or aftermarket. • ExpoTransporte Truck Show Company participation supervision and coordination. • During the period from 1999 to 2001, the Six Sigma Black Belt program was developed and coordinated with the team members, trained in the 6-Sigma methodology and statistical tools, lean manufacturing methodology and cost savings projects at the assigned plants. • Introduction (100%) of the Medium Duty products on Mercedes’ OMC & MBO bus chassis for the Mexican market, dropping TREMEC, our competitor. • Introduction of the high torque transmission in Kenworth Mexicana’s T-604 high torque/power truck. • Introduction of automated products (AutoShift) in the Mexican market.
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