Nestor Jesus Villagra Chavez

• Responsible for Procurement and Purchasing, Warehousing and Inventory, General Services, Maintenance and Security
• Responsible for planning, control, execution and management of budgets and costs (Opex and Capex)
• Control of operational efficiency indicators, cost reduction and service level
• Supplier evaluation and negotiation, OSH Committee Management

Achievements:

• Generate annual Capex savings of 20%
• Comply with Opex budget control of less than 90% per year
• In Asset Management, an ERI of 98% per year was achieved
• In General Services Management, a level of attention above 98% was maintained
• The level of personnel performance metrics improved from 80% to 95%.
• Managed facility maintenance to ensure optimal functionality, contributing to increased productivity among employees.

• Responsible for the administration and organization of areas of Production, Quality, and Logistics
• Managed of Supply, Suppliers, Production, Storage, Inventories, and Distribution

Achievements:

• The level of consumption of inputs and materials was improved to reach the level of production from 80% to 95%
• Implemented production strategies to increase productivity and quality of products and services.
• Managed inventory and supply chain operations to deliver goods and services timely and accurate.

• Founder of a consulting company that have had as clients in the technological and pharmaceutical sector
• Innovation & Process optimization management in storage operations and distribution by capacities (volumetry)
• Develop and implement digital business strategies, procedures, kpi´s and control board
• Strategic warehouse planning (location by categories and FIFO methodology) and distribution by routes

Achievements:

• The level of delivery service to the final customer was improved from 85% to 95% through the optimization of processes, capacities, and resources
• The level of staff productivity was improved from 80% to 92%
• A cost savings of 7% was generated in the distribution and transport management due to a route strategy, synergies with warehouse and use of fleet capacities.
• Managed and motivated employees to be productive and engaged in work.

• Distribution Center Management in Storage (118k ft2, 10k positions, +8k sku) and Transportation to different customers and sectors such as: Klingston and Lincoln (Abrasives), Sony (Retail), Radio Shack (Technology), Mondelez (Massive Consumption), Via Uno (Textile), and BBVA (Merchandising and Services) with more than 500 sales points
• Warehouse management system design, implementation of procedures, indicators, and action plan, negotiation with suppliers, personnel management (+70 people), structure of costs and budget

Achievements:

• Obtained an improvement in the service level of the seven clients from 80% to 95% due to operational efficiency, storage design, and time reduction
• Increased the income from sales in services from 5% to 15% based on personnel, resources, and capabilities management.

• Manager of the supply and dispatch of the distribution center (807k ft2, 30k positions, 60k sku) in its different categories: Food, Non-Food, and Electro. Personnel management (+60 people)
• Manager of the distribution and transport service at the national level (70 sales points in Lima and 30 sales points in the province)

Achievements:

• The consolidation zone was implemented in teams which improved the service level to the clients from 94% to 98% and reduced dispatching times
• Decrease in waste, generating savings to the company in $30k per month, maintaining an inspection level of 2%.

• Managed of logistics operations area and inventory management at the national level of the vehicle line, controlling and measuring the suppliers of the value chain
• Implementation of indicators, action plans, evaluation of suppliers, costs and budget, billings of services

Achievements:

• Procedures were developed and implemented that generated a better level of service from 70% to 97% in 4 months towards internal and external customers
• Savings of 12% were generated in transportation costs based on negotiation with suppliers, which is $120k per year.

• Manager of the distribution center (Storage and Distribution) of clients such as: Claro (Technology and Infrastructure), Unicef (Services), Samsonite (Retail), and Ericsson (Technology)
• Implementation of processes, procedures and indicators and control board. Billing and budget control

Achievements:

• A work plan was developed optimizing the spaces, reducing efforts and distances of the personnel obtaining a better operative performance of 80% to 95% of efficiency
• The inventory level was improved from 80% to 98%, reflecting a controlled warehouse mitigating bad storage practices.