Alberto Cordero Vazquez

TIER 1, & AFTERMARKET Industry: Automotive, electronic, assembly, testing and designing, automation processes, automotive Products, Charger for EV and industrial chargers HC 200 blue/white collar personnel, average monthly billings 8.5 Mio USD • Maintained 474 days without recordable accidents, achieved through rigorous safety inspections, GEMBA walks, and contingency plans. • Implemented Safety, Quality, and Excellence culture, resulting in low rotation (1.8%), absenteeism (0.8%), and high cross-training (56%) rates. • Secured ISO9001:2015 certification with zero non-conformances, progressing towards IATF16949:2016 and FORD Q1 certifications. • Facilitated sales growth from 187k units in 2022 to 340k units in 2023 to forecasted 515k units in 2024, driving revenue increase. • Increased Contribution Margin from 15% to 17.3% and improved P&L through $867k cost reductions and $2.5M savings. • Completed Greenfield project under budget, securing $6M in incentives from the Government of Guanajuato. • Achieved significant quality improvements with low scrap (0.63%), failure cost ratio (1.65), and warranty cost (0.47%). • Maintained Supply Chain OTD at 100%, reduced freight cost ratio to 4.6%, and improved inventory accuracy. • Enhanced manufacturing performance with reduced MTTR (18 minutes), increased MTBF (7 hours), and high OEE (87%). • Successfully drove carve-out for new LE and investor acquisition, meeting target deadline. • Managed budget usage at 107%, CAPEX usage at 80%, and achieved $2.5M operating cost savings. • Stabilized Chargers BU and transferred IPC to operational status in 2024. • Built a strong team through 24 actions focusing on emotional salaries and a harmonious environment. • Established outstanding relationships with unions, government, clusters, and associations, contributing to E-Mobility project development.

if you need support in your projects as a Sr Consultant, leader or interim manager, we can offer proposals that give value-added to your company - Supply of direct materials such as Die casting, Gravity casting, Sand casting, machining, stamping, plastic injection, springs, and forging. - Supplier development - Supplier localization -Forklifts rental/sale -Scrap materials disposal/purchasing (carton, steel, aluminum, plastic) - MRO, safety, ergonomy - Industrial and equipment electrical, pneumatic, and mechanical maintenance (Implementation of OEE, MTTR, and MTBF maintenance metrics). - Construction and development - Automation -warehousing services -Pallet In - Pallet Out, -CSL 1, 2 -GP 12 -Quality Inspections, -Re-packaging, -kitting, -sub-assemblies, -rework -sorting services, - Fabrication of fixtures and equipment for production (Dollies, workstations, piling, structures, etc.) - Manual assembly - Plant Relocation (from development to start-up) - Greenfield and Brownfield projects (from facility selection to SOP) - Management for rental or sale of industrial buildings with build-to-suit (BTS) projects with expert developers (We have a list of available industrial buildings and upcoming availabilities in 2022). - Implementation of LEAN methodologies - Root cause analysis with SIX SIGMA and DOE methodology. - Analysis and balancing of production and assembly lines. - Mold and die manufacturing and repair (plastic molding and stamping dies) - English-Spanish-English translation with official certified experts please call me and I will be more than glad to quote your project at a very competitive price! Alberto Cordero Vázquez alberto.cordero.vazquez@outlook.com +528182588891

TIER 1 Heavy/Medium - Duty & AFTERMARKET Industry: Automotive, vision systems, mirrors for heavy-duty trucks, mirrors for fenders, look downs, subassemblies, harnesses, cables, manual and automated assemblies, plastic injection molding, stamping, welding, bending tubes, ultrasonic welding, brackets HC 500 blue / white collar personnel, average monthly billing 7.5 Mio USD • Maintained zero recordable accidents for three consecutive years, achieved through rigorous safety inspections, GEMBA walks, and comprehensive contingency plans, fostering a robust safety culture at all levels. • Significantly increased operations and sales by 6.07 times (from 825 kusd to 7.2 Mio usd) from November 2016 to 2021, ensuring sales alignment with budget targets and optimizing gross margins through strategic product analysis and transfers between plants. • Received "Master of Quality of DAIMLER" award for two consecutive years (2018 and 2019), surpassing Quality and Delivery KPIs with PPMs <50, and implementing EPIC methodology and error-proofing techniques. • Successfully reduced headcount and labor costs in the USA plant by 3% ($450k/year), while achieving $1M/year in cost savings through streamlined accounting and purchasing/procurement activities transferred to Mexican operations. • Achieved significant cost reductions in molded parts ($750k/year) and overall cost reductions ($1M/year) through strategic initiatives and injection molding implementation at the Escobedo Plant. • Improved OEE from 65% to 83%, with internal and external PPMs at 850 and 50 respectively, and enhanced Availability (95%), Quality (99%), and Productivity (90%) through LEAN manufacturing, Six Sigma, and EPIC methodologies. • Ensured compliance in Import/Export operations, aligning fiscal inventory with physical inventory with a 3% fluctuation, and conducting audits to ensure regulatory compliance with Mexican regulations

TIER 1 & TIER 2, aftermarket, consumer and other commodities Industry: Automotive and consumer plastic products, covers, sleeves, plastic interior door panels, plastic interior parts for instrument panels and main consoles, plastic injection molding, and assembly HC 300 blue 7 white collar personnel, average monthly billing 2 Mio Usd • Successfully implementing an operative system for production within 4 months, achieving KPIs for production versus schedule adherence and defining a robust production master plan based on customer demand analysis. Maintained inventory accuracy at 98% through effective cycle counts management. • Increased On-Time Delivery from 72% to 92% in just 3 months by analyzing molds, ensuring all cavities were operational, and developing alternative resins with shorter lead times. • Boosted sales by 23% ($75k monthly) by securing new product awards from key customers like Varroc, Nitto Denko, PREH, and Microparts, leading negotiations with customer purchasing departments. • Enhanced injection molding availability from 85% to 97%, minimizing downtime to a maximum of 2%. Achieved MTTR < 60 minutes and MTBF > 7 days by implementing preventive and predictive maintenance and defining specific processes for each part number and machine. • Implemented cost-saving measures resulting in $150k annual savings, equivalent to 20% of yearly sales, using PDCA methodology, Kaizen, and root cause analysis to identify and address recurring issues. • Improved EBIT by 8% annually by optimizing resource utilization, focusing on activities to reduce quality issues, rework, and complaints. Reduced complaints from 35 to 5 in 6 months, addressing issues such as overproduction, inspection, and transportation inefficiencies.

TIER 1 & Aftermarket Industry: Automotive products such as rings for automatic and std. transmissions, brackets, plates, cv joints, cardan shaft supports, air filters, valve bushings, crankshaft pulleys, engine seals, spark cables, filter & gaskets, rings and spare parts for transmissions, screws and bolts, metal mechanical process, stamping, machining, sheet cutting and bending, welding, CNC, cables cutting, terminals crimping and assembly HC 350 blue / white collar personnel, average monthly billing 12 Mio MXP • Developed a Master Schedule integrating planning, purchasing, and shipping areas, ensuring high productivity (95%), On-Time Delivery (99%), and 100% packaging efficiency. Implemented a mathematical model in Excel for inventory management, resulting in reduced inventory from 58 to 45 MMXP and increased Inventory turnovers to 12. • Successfully implemented OPEN ERP for production scheduling, purchasing, packaging, and shipping, achieving 100% KPI implementation and reducing implementation time from 8 to 5 months. Integrated Excel-based mathematical models into OPEN ERP's MRP system for enhanced efficiency. • Implemented measures to reduce scrap from 12% to 1%, optimizing blank design for stamping processes and leveraging engineering management for product development, resulting in significant cost savings. • Achieved increased efficiency from 80% to 98% in the spark cable area through DMAIC methodology and semi-automatic processes in terminal crimping, aligning with KPI targets. • Significantly improved EBIT by 15%, from 16% to 31%, through various initiatives focusing on scrap reduction, efficiency improvements, inventory accuracy, and cash flow management, contributing to overall financial success and sustainability

TIER 1 & TIER 2 Industry: automotive products, springs, brackets, stamping, glove box cylinders, covers, sleeves, plastic handles, plastic injection molding, stamping, assembly, interiors harmonization, coiled process, painting HC 250 blue / white collar personnel, average monthly billing 5 Mio Usd Overseeing and lead 4 Managers and 5 Coordinators overseeing Quality, Finance, Logistics, and Production departments, with additional oversight of Injection Molding, Maintenance, Tool Shop, Planning, and HR coordinators, Safety, Production, On-Time Delivery, Supply Chain, Cost Reductions, Packaging, Shipping, and Sales operations are executed efficiently and effectively

TIER 1 & TIER 2 Industry: automotive products, interior harmonization, sleeves, covers, push buttons, clutch discs, gears, sensor housings and sensor levers, plastic brackets, airbag lock and components, retractile systems for safety seatbelts, plastic injection molding, assembly, dryer and color mixed, ultrasonic welding Overseeing team of 4 Managers and 5 Coordinators in Quality, Finance, Key Account Management (KAM), and HR, with additional oversight of Injection Molding, Maintenance, Tool Shop, Planning, and Logistics, HSE, Production, On-Time Delivery, supply chain, Finance, Cost Reductions, Packaging, Shipping, and Sales operations run smoothly and efficiently

TIER 1 & TIER 2, communications, and consumer products Industry: electronics & electrical components, connectors, sensors, harnesses, data cables, fiber optic cables, housings electronic and communication boards, pc cards, manual PC Boards, electronic cards, welding, SMT, fiber optic assembly, manual welding, wave welding, stencils, plastic injection molding, assemblies HC 250 blue / white collars personnel, average monthly billing 2.5 Mio Usd Overseeing and lead 10 Managers overseeing Supply Chain, HR, Import/Export, production, Quality, Manufacturing, Engineering, Finance, Purchasing/Procurement, sales, and Molding departments.

TIER 1 Industry: interiors automotive vests, front seat and back seat, armrest, headrests, cutting and sewing process and design HC 258 blue-collar personnel Overseeing sewing lines dedicated to FORD, GM, and Chrysler. Ensuring efficient operations, quality production, and timely delivery