Guadalupe Solis Salazar

Raw Material Sr. Buyer June 2013 – up to date Cd. Sahagun, Hgo. Metallurgical  I am in charge of the Raw Material KPI: OTD , Backorder, etc, Chargeback Management with suppliers (100% Chargeback recovery on cast. ).  I coordinated the inventory reduction strategy (surplus and obsolete ) through negotiation with suppliers; June 2013 to May 2014  I managed the extension of credit from 30 to 60 days for raw material suppliers (January to July 2014)  I provided training to new Jr. Buyers, developing a program to be executed in less than 3 months. NPR Sr. Buyer August 2011 – June 2013 Cd. Sahagun, Hgo. Metallurgical  I coordinated the NPR team to achieve KPI goals allocating the workload of 4 buyers.  I managed an annual budget of 5.7 million USD for fixed assets purchases to increase the productive capacity of Primary parts and the Machining Center, achieving $ 600,000 USD annual savings.  I improved the launching milestone of the Locomotive dynamic trials center construction, from 3 to 1.5 months providing better lead-time in the services.  I was part of the implementation of the new site BT Hidalgo, achieved in a period of six months with the support of tooling, maintenance and production areas.  I was part of the team that developed the new maintenance plan for the support and production areas

Purchasing Coordinator August 2010 – July 2011 Tizayuca, Hgo.  I was responsible of 5 million MXN annual budget for MRO purchases.  I managed savings of 5% from the budget allocated to each area (maintenance, logistics, human resources and quality.  I was responsible of KPI monitoring: OTD * 98% * Back orders < 5%.

(Automotive) MRO and Purchasing Coordinator 2007-2010 Tizayuca, Hgo  I coordinated a team of 3 buyers and 2 storekeepers responsible for the negotiation, purchase, incoming receipt and delivery of parts and services for the maintenance area, quality, human resources, operations, etc.  I formalized the negotiation and bidding process concerning facilities management contractors, reducing 35% the time response for internal customers.  I was responsible of MRO budget planning, achieving the target of 10% annual savings.  I implemented a strategy for warehouse safety stock in critical parts, which reflects 98% reliability.  I was key user in the cross functional team responsible of the SAP launch in 10 productive halls, conducting training for stock keepers and buyers in the MM module.  I developed a new KPI system to improve the procurement process and supplier’s evaluation, through a new quality audit process, which yielded satisfactory status with all internal customers in less than 10 months.