Gustavo Pizarro

Reporting to the General Manager of the Biopackaging-SK Business and responsible for the Global Management of the supply chain team, which includes responsibility from Planning, Warehouses of Raw Materials & Finished Goods, National & Intl Freight, International Trade, Customer Service and Operational Excellence Supply Chain of all the countries where we have production plants (Chile, Argentina, Peru, Brazil, Mexico) • Leading the transformation and redesign process of the Global Supply Chain, achieving standardization, simplification and optimization of the logistics network, optimizing costs and margins, increasing product availability through better service. • As part of the Executive Committee, designing new strategies that will allow us to make the integrated business profitable. • Lead the customer service agenda by implementing plans based on customer satisfaction and experience surveys. • Optimize the logistics network by reducing raw material and finished product warehouses, through inventory optimization and simplification of the supply chain. • Lead tenders for logistics services and maritime & land transport. • Leading the cultural change process to implement new processes and technological tools that enable agile and sustained growth over time. • Promoting a culture of innovation and continuous improvement that allows us to identify the best local practices to build a solid vision for all region. • Managing the continuous improvement agenda for service, cost, productivity and projects, achieving World Class. • To position the Supply Chain area as a relevant and strategic sector within the company. • Contribute to the business over the last three years with the following improvements in Supply Chain indicators: o +20 ptos Fill Rate o +30 ptos Fcst Accuracy o -30% de Immobilized Working Capital (RM, FG & Spare parts) o -30% de Distribution Cost (Warehouse, Log Serv., Transportation) o +10 ptos Operational profit through productivity program

Reporting to the South LAO Supply Chain Director and responsible for the management team supply chain, which includes responsibility from Raw Materials & Finished Goods Warehouses, National Freight, Customer Service, Foreign Trade, Move Quality and dotted line the areas of Supply Planning and Purchasing Department. • Leading the process of cultural change, achieving an increase of 30% in the work environment of our area and accompanying the transformation of the business towards the Great Place to Work. • Managing the agenda of continuous improvement to cover the service, cost, productivity and projects to achieve the World Class. • I contributed to the business during last three years with the following improvements in the KPI’s of Supply Chain. o +7 ptos of Fill Rate o +9 ptos of Forecast Accuracy o -30% of Distribution Cost o +3 ptos of operating profit through of the productivities program • As part of the Executive Committee, develop strategies to integrate supply chain to the organization. • Developing the customers relationships through of the CPFR Project implementation with the mains retailers, achieving the TOP 3 in the Advantage survey. • Managing continuous improvement projects for 3MMUSD leveraged productivities plans generating savings for the P&L business Chile, which involves increasing the utility company. • Managing a financial order to generate a Deep Dive of Expenses between warehouse management, transportation and repackers. • Together with Human Resources, I am leading successful union relations and integration of all sites. • Facilitator deployment and implementation of IBP. • Develop and implement the MOVE project, which involves the implementation of quality in the supply chain. • Lead and achieve the certification of internal control audits (SOX/ARCHER) and security (GOSH/GRC/Legal). • Manage the bidding of contracts and services to optimize international trade.

Reporting to the South Cone Operations Director and responsible for the management team supply chain, which includes responsibility from Raw Materials & Finished Goods Warehouses, National Freight, Customer Service, Demand & Supply Planning, Branches and International Trade. • I designed and negotiated the operation of the new Mixing Center for Metro Santiago, which includes 30,000 m2 of warehouse, agreements which was made with Real Estate and 3PL (Third Party Logistics), achieving an agreement that ensures the growth of Pepsico in the Medium / Long Term. • Lead Pepsico transformational project "Redesign of Supply Chain Network", designing the distribution strategy and Go to Market, implying a reduction of 5 points of distribution and generating productivities for 1 MMUSD. • As part of the Operating Committee, I designed strategies for obtaining optimal balance P&L business of Chile, which involved increasing the NOPBT of the company. • As the leader of a team of 700 people, I developed a standalone High Performance Team which enabled the decentralization of decision-taking, achieve integration with customers and suppliers counseling and obtaining the results for the supply chain. • I managed holistically 10 MMUSD in Capex, from definition to approval, leading to productivities for 3 MMUSD. • I managed 35 MMUSD in Expenses between Warehouse Management, Transportation and Repackers. • Together with Human Resources, I led successful union negotiations to Supply Chain (2 unions and one collective agreement), throughout my tenure in the area. • Leader of the implementation and launch of SAP, modules focus on Operations (Supply Chain) and JDA planning tools such as DP and SCP (MPS / DRP).

Responsible for the direction of the Supply Chain team composed of 6 areas, Transportation & Warehousing of Raw Materials & Finished Goods, Customer Service, Demand & Supply Planning, Management and Control Projects & Productivities. • As a member of the Regional Team Supply Chain, I defined and implemented alignment of metrics, developing synergy in structures, process improvements, benchmark and special projects. • Increased through a redesign of S&OP Process, the Fill Rate at +10 pts (+2.5 pts Top Line) and reduced the Write Off at + 50ptos (+ 5ptos of NOPBT). • Designed and Implemented new process Demand Planning and Sales Goal Setting, +300 #SKUs, 15 MMUSD in inventory, integrating commercial and operational areas, which involved reducing MAPE +10 (Mean Absolute Percentage Error between Sales and Forecast ) and reduce +5 points BIAS (Net Error between Forecast and Sales). • I simplified the Product Portfolio, due to reduced margin increased by the cost generated per imbalance in the mix, executing a rationalization by product and region, which generates a focus on 80/20. • Design and Manage approval of the settlement of the new Logistics Network nationwide, most important project for the company in the next 5 years. • Led the tender, implementation and start up of Phase 1 of the project of redesigning logistics network, steps taken in conjunction with Finance, Legal, Real Estate and 3PL (Third Party Logistics).

Reporting to the Supply Chain Manager and responsible for managing the team of Customer Service and Planning composed per teams of Demand Planning (DP), Supply Planning (MPS / DPP), Distribution Resource Planning (DRP) & Customer Service. • I generated the relationship and integration with key customers (WMT / Cencosud / SMU), developing the model "CPFR" coming through KAM roles of Logistics and achieving reduced by 3 points rejections customers. • Led and manage the level of customer service and per each distribution point, unifying customer reports. • Implemented and integrate the planning processes, production control, supply and replacement of imported goods, inventory replenishment levels for National Distribution Center. • I managed accounts repackers expenses, generating a 20% savings per year, 600 MUSD. • I prepared the new planning team and customer service, focus on generating results and autonomy.

Reporting to the Supply Chain Manager and responsible for leading the team that leads the S&OP process, consisting of 3 areas, Demand Planning (DP), Supply Planning (MPS / DPP) & Distribution Resource Planning (DRP). • Implemented the new process and technology in demand planning through the tool of I2 / DP. • I generated a new planning process Innovations and Export, due to their high variability. • Optimize Inventory balance, managing the allocation process and Finished Goods movement between Plant, Mixing Center and 29 branches nationwide, achieving a reduction of 10 points on Working Capital. • Increased to 20 points compliance plan exports and imports, managing production plants Cookies, Chocolates and Cereals in Argentina, Mexico and USA.

Reporting to Demand & Supply Planning Leader and responsible for the planning and scheduling of production plants and repackers (MPS / DPP). • Increased +10 points the indicators of production and service, integrating suppliers, manufacturing and logistics. • Developed a model of inventory replenishment, implying reduce stockouts (out of stock) +15 points in materials and finished product. • I managed and I led the "Long Term Capacity Planning" process, anticipating future investment needs. • Negotiated and managed the operation of Repacker, developing outsourcing companies dedicated to the category.