Alberto Barrera

Assurance and management of logistics processes as Goods Receipt, Empties, Warehouses, Supermarkets, Supply Routes, Sequenced, Picking, Shipping and Supply areas. Head Count 800 employees. Development of High Performance Multidisciplinary Teams, Inventory Management, Control Room, Line Feeders Maintaince and Pooling Container. SAP Analitycs Cloud and SAP WM/IM, Digital Gemba & Shift Log App Implementation. LDP ( Contractual KPIs), Balanced Score Card, Problem Solving and review/tracking of GAP action plans. Project Manager: Priority Monitor; Development and programming of real-time SAP report analysis for visualization in Digital Control Tower of critical materials for all points of use (1034) in assembly lines, main line and supermarkets. Categorized in 30, 60 and 90 minutes of reaction, detection of materials without stock in the plant (B007). Ensuring delivery of materials, reducing to 0 impacts on the line (line stops/passfits) due to late arrival by 2024. DCT: Control tower for real-time visualization and alerts of the entire supply chain value chain, visualization of synchronized movements, productivity, transport order time and parked movements.

Assurance and improvement of the operational processes of the supply and distribution chain of the Mexico Region Profit Centers ( HC +10000 employes). Operational Excellence standards, development of multidisciplinary teams, adherence to processes and operational results: - Standardization by processes of the areas of receipts, warehouses, assortment, sequenced, supermarkets, supply and shipment of materials. - Deliverables and performance of groups and work areas. - KPI's, improvement actions for the performance of logistics operations (Root Cause Analysis, GAP Closure Plan, PDCA and Kaizen), monitoring of escalation of deviations, operational projects and detection of training needs. - Basic Business Technologies, Procedures, Standard Task Sheets, Contingency Plans, Escalation Pyramids and Skill Matrice - On-site calibrations of the operational processes in each business unit. - Multidisciplinary Team, Definition of Roles, Responsibilities and sections of control, work with support areas (Quality, Safety, Environment, Project Managers, Management System, Engineering, Automation and Human Resources) - Digitation and automation projects

Development and adherence to LEAN processes, Continuous Improvement and Shopfloor Management of all Business units of the Mexico Region: Roles & Responsabilities: Regional Champion of leadership, coaching and lean standars, HC 26 Direct Reports, - 5s - Lean Logistics, - Transforming ideas into Value. - Kaizen projects. - VSM. - GEMBA pillars; Leadership, Standardization, Continuous improvement, Visual Management, Regular Communication, Confirmation of processes. - Communication cascade; define structure and members of work teams including support areas; HR, Quality, Safety, Engineering, Maintenance, LEAN. - Tree of KPIs - Operational and Strategic Indicators for each work team and its connectivity with all levels of the organization; supervisors, coordinators, managers and directors. - Visual Management Standards - Identify critical deviations, monitoring and prioritization. - Routine/Leadership Kata - Leadership Standard work. - Leadership tasks and behaviors focused on generating value in the company. - Agenda and structure of daily GEMBA meetings in each work area/organizational level. Training and support for Multipliers, Directors, Managers, Coordinators, Supervisors and support areas of each business unit: - Standardization of processes, process controls and QKPs. - GEMBA Walk, Waste identification, PDCA, improvement opportunities, problem solving and KAIZEN projects.

Planning procedures, work instructions, operational controls, lay outs and workloads. Administration of Receiving, Storage, Inspection, Sequenced Polishing, Shipping, Supply and Inventory Control areas. Monitoring and resolution of incidents in supplier transport circuits and supply circuits for sending material to the plant. Management of personnel in three shifts (250): supervisors, team leaders, forklift drivers, drivers, quality inspectors, inventory personnel and logistics operators. Assurance of training and detection of training needs. Confirmation of the process, standardization and operational discipline. Maintenance of warehouse facilities, air system (compressors, supply pipes, rotary boats, polishers), work stations, ramps and forklifts. Customer service and process improvement. Follow-up to piloting and engineering changes, meetings with the production line, suppliers and visit to the plant to follow-up deviations. Performance outcome and improvement: Reduction of customer claims 80% SCRAP reduction 91% Inventory Reliability 100% Effectiveness of deliveries to the plant 100% Affectations to line / stoppages line #0.

-- Implementation of unloading windows and Transport Monitoring (Circuits of FCA Group material suppliers). - Implementation of Safe Ramping and Unramping. - Implementation of Verification of Materials, Non-conforming Product and Incidents of Receipt of Materials. - Return of empty equipment according to client programming - Polling Container. - Storage, Assortment, Sequencing and Supply of materials to the production line. Administration and management of personnel, operational discipline and confirmation of processes. - Increased compliance to windows 40% - Reduction of stays 70% - Compliance with the returnable requirement 100% - Reduction of HOTs for monitoring transports 35% - Reduction of unloading / evacuation times 90% - Reduction of receipt incidents 90% - Increased verification reliability 87% - Reliability from location to warehouse 100%

Supervise the execution of the Repackaging and Singling processes, ensuring the packaging orders and standards of the Audi client. Personnel management (#56): Forklift analysts, Tugger drivers, logistics operators. Management of SAP and ITLS. Gemba Management, KPIs, Analysis and solution of problems, development of employees, confirmation of the process and continuous improvement of the standards and operational processes of the area.

• Reception, Storage and Shipment of finished product from the plant to Warehouse 15 • Shipping Plan, transportation circuits, assortment and preparation of orders, inventory assurance, administration of mobile equipment, facilities, quality and safety audits

Supply chain coordination and shipment of finished product, supervision of warehouses (#6) for the Mondelez International plant; Plant Warehouse, Gum Base Warehouse, Flammables Warehouse, Sugar Warehouse, Essences Warehouse and Finished Product Warehouse. Monitoring of transport circuits (#20) of the external warehouse for unloading at the plant, reception, verification, entry of materials into SAP, monitoring of inspection batches, storage and supply of materials to the production areas. Reception of finished product by customs and by band in corrugator area, stowage and pallet of materials according to packing order and destination. Storage of Finished Product, loading and shipment of materials according to the national and export shipment plan. Follow-up to food grade pipes, reception, download and entry of glucose and glycerin for the productive areas. Management of personnel in three shifts (350 in 3 shifts) Cyclic, weekly and annual inventories, transport administration, platforms and unloading ramps. Lean Six Sigma Integrated Systems, Monitoring of abnormalities, KPIs and Indicators, Root Cause Analysis, 5 whys and continuous improvement of processes, CIL (Clean Inspection & Lubrication) of unloading ramps and monitoring of the forklift maintenance plan.

Ensure adherence to standards and processes for Receipt, Inspection, storage, supply of raw material and packaging material and Reception, Storage, Shipping and Delivery of Finished Product. Monitoring/Follow-up to Carriers and Circuits (20 cts): - Supply of Materials. Circuit of materials from the external warehouse to the plant. - Dairy routes for flammable materials, essences, flavorings and colorings. -Food grade pipes for glucose and glycerin. - Sugar supply circuit. - Distribution Chain Circuits: - Plant - Cd Victoria, CEDIS San Martín, Monterrey, National Maquiladoras, Export. Personnel Management (+181 people at 3 shifts) - Area Leaders, SAP Operators, Detail Planners, Forklift Drivers, Transporters, General Helpers. Follow-up to the training of personnel in; Operational processes, DC3 for handling mobile equipment, work at heights and confined spaces, Six Sigma Integrated Systems, BPMs, HACCP. - Follow-up audits, inventory reliability and inspection batches. - Dealing with the client, sense of urgency and compliance with KPIs. - DMS, abnormalities, Kpis, Root Cause Analysis, improvement projects, VSM, TPM, CIL, PRR, LOTO.

Storage of raw material and packaging material for the areas of production, programming and monitoring of ot's for production lines, semi-finished areas and packaging areas. Material tracking; suppliers and circuits of the external warehouse to the plant, programming and monitoring of unloading windows, purchase orders, order entry according to customer requirements / production. Follow-up to inspection batches and "Hold & Release" material. Storage and supply of materials to production lines according to the production plan. Programming and monitoring of the supply of materials for the Research and Development "R&D" area. Scheduling and monitoring of raw material returns from production lines for external warehouse, shipment of material for destruction according to customer requirements. Follow-up on routes of material suppliers, purchase orders, invoice entry, and certificates of analysis according to customer requirements. Unloading of transport, verification, protection (HACCP and BPMs), monitoring of inspection lots, storage, protection and assortment according to the production plan. - SAP system. - Assurance of veracity of Physical inventory vs. System. - Production plan assurance. - Administration of daily, weekly and annual cyclical inventories.