Oscar Flores

Architect of the digital transformation of planning with the implementation of the SCM/APS "Expert". Result: +40% efficiency in reporting and the creation of a single source of truth that today underpins all data-driven strategic planning. Led the comprehensive Sourcing & Planning strategy for a portfolio of 16 projects (~600 SKUs), guiding them from NPI to mass production. Key achievement: time-to-market 10% faster than the industry benchmark, delivering competitive advantage. Redesigned operational flows with a new CTB analysis model and priority kitting, reducing production interruptions by 30% and optimizing WIP turnover. I built and developed a high-performance team of 51 professionals, establishing a culture of performance with strategic KPIs that boosted the productivity of the area by 20%. My philosophy: talent growth is the engine of business growth.

Led the planning of 13 medical accounts (~$32M/trim), leading a team of 8 planners and raising adherence to the plan to 96% in a highly regulated environment. Released $2.1M in locked capital through a proactive strategy that reduced obsolete inventory by 40%. In addition, I ensured the fulfillment of working capital targets for 8 consecutive quarters through strict governance of the LVC process. Implemented capacity models that increased line utilization by 15% and established a WIP governance system that improved inventory turnover by 1.5 shifts. Used Kinaxis Rapid Response for scenario modeling, reducing disruption response time by 70%. Applied expertise in Baan V (MRP) for FDA environments to design new strategies that reduced the planning cycle by 25%, optimizing processes within the regulatory framework.

Designed and implemented a formal "Scarcity vs. Scarcity" process. Order Commitment" that protected more than $5M in quarterly revenue by intelligently assigning scarce components to the highest value and most critical orders. In addition, I led the daily Clear-to-Build (CTB) prioritization forum, maximizing monthly revenue recognition and minimizing profitability leakage. Established a comprehensive protocol for the analysis and escalation of shortages, achieving a 40% reduction in line stops due to lack of material. In parallel, I developed a dynamic delivery times model based on real constraints, which improved the accuracy of customer promises and raised CSAT by 15%. As the main point of contact and operational leader, I managed the strategic outsourcing alliance with Sanmina, ensuring the perfect alignment of capabilities, programs and objectives. Responsible for forecast accuracy (FA), implemented systematic compliance reviews that reduced forecast variability by 18%, bringing stability and reliability to the supply chain.

Supply Chain Leader end-to-end para la cuenta Meta, gestionando un flujo de >$50M y logrando 100% OTD. Competencia: Gestión de relaciones estratégicas con el cliente y ejecución comercial impecable. Rediseñé la operación con Kuehne+Nagel, logrando mejoras del 22% en puntualidad y 8% en reducción de costos. Competencia: Gestión de proveedores globales, negociación y mejora continua. Orquesté la planificación y despliegue de inventario de +$15M, unificando 4 funciones para lograr un 98% de servicio y ahorros del 12%. Competencia: Visión sistémica de la cadena de suministro y liderazgo cross-functional. +25 puntos en Forecast Accuracy mediante analytics riguroso. Institucionalicé el proceso CTB, aumentando la eficiencia productiva en 18%. Competencia: Analytics de datos, diseño de procesos y cambio organizacional.

As the head of the On-Time Delivery (OTD) metric, I led a transformation that raised performance from 88% to 98.5%. In parallel, I established a structured Customer Commit process that became institutionalized as the rhythm of reliable communication with customers, improving the reliability of the forecast by 35%. Led the comprehensive analysis of the business forecast and the supervision of the P&L of the account. My actions prevented $2.5M in potential write-offs due to obsolete inventory (E&O) and, by optimizing the cost stream, improved the gross margin of the account by 3 percentage points. I acted as a strategic interface for new orders, ensuring the optimal balance between capacity and profitability. Led the cross-functional team (CFT) to align all operational functions behind the client's objectives, resulting in 15% year-over-year growth in revenue and a 20-point increase in Net Promoter Score (NPS). In addition, I drove a quality initiative that reduced defects by 40%, generating annual savings of $1.8M and significantly strengthening the partnership with the customer.

Responsible for the OTD metric, implementing proactive tracking for an improvement from 91% to 97%. After-sales problem solver, reducing resolution times by 50% and raising CSAT. Designed and executed an integrated shipping plan, coordinating Planning and Purchasing functions to achieve an 18% optimization in container use and a 22% reduction in logistics costs. End-to-end management of the forecast for the sales order, achieving an accuracy of 99.8%. Leadership of the monthly revenue projection with a deviation of only 2% from the quarterly targets. Client portfolio management in NA and APAC. Development of standardized processes that increased internal efficiency by 20%, overcoming regional complexities. Transformed forecasting into a revenue generation tool, developing models that captured $4.5M in opportunities and optimized inventories. Led SCM integration for multiple NPIS, orchestrating cross-functional teams to deliver 100% availability and cost control within 2%. Institutionalized the VOC process within SCM, translating feedback into 15+ improvements that reduced problems by 40%. Designed and managed an issuance process that avoided $2M+ in penalties and ensured 100% retention during crisis. I was instrumental in earning $25M in new business through capacity/logistics models that differentiated our propositions. Responsible for SCM performance for a portfolio of Tier 1 accounts ($50M+/year), acting as your internal advocate to align organizational priorities.

Led the response to shortages crisis, implementing solutions that reduced their impact by 65% and safeguarded $3M in production. Managed the financial risk of the ECOS, recovering $750K. Led the end-to-end supply chain transfer for 3 Cisco product lines, achieving a seamless transition (0 interruptions) and an accelerated ramp-up to full volume in 8 weeks. Ensured the quality of the master data, increasing planning accuracy by 40%. Performed the impact analysis for all ECOS, providing insights that eliminated 30% of redundancies and optimized implementation schedules.

Acted as a business leader with comprehensive responsibility for the P&L of strategic programs (budget >$15M), leading the transversal team (CFT) and synchronizing the operations of 9 functional areas. I managed to consistently meet profitability targets with a deviation of less than 3%, through rigorous budget management and agile execution of recovery plans. Led two critical programs that define excellence in portfolio management:Closing Phase (EOL) for Ericsson CDMA: Executed a go-to-market master plan that maximized cash recovery by $4.2M and avoided $1.8M in obsolete inventory. Introduction (NPI) for TE Connectivity: Accelerated production ramp-up by 3 weeks, securing $12M in annual recurring revenue for a new strategic customer. For these programs, I developed and implemented BTO/CTO (Build-to-Order/Configure-to-Order) operational policies that reduced the order-to-ship cycle by 30% and improved configuration accuracy to 99.5%, raising efficiency and customer satisfaction.

Developed and maintained the Master Production Plan (MPS) for a manufacturing portfolio with an annual value of over $50M, achieving a 25% improvement in the accuracy of the plan's forecast. Proactively managed the Cargo vs. Cargo process Capacity (LVC), identifying and resolving deviations 6-8 weeks in advance, which was critical to maintaining a consistent On-Time Delivery (OTD) above 95%. I was responsible for the daily Clear-to-Build (CTB) process and stock-out resolution. Implemented actions that reduced the average duration of shortages by 60% and increased the availability of production lines by 15%. I established a visual management system that transformed execution, increasing compliance with the production plan from 85% to 96%. I used Kinaxis Rapid Response for advanced "what-if" scenario modeling, which radically accelerated our response to market fluctuations. This capacity was critical during a supply crisis, where I protected $8M in quarterly revenue. In addition, I institutionalized a formal discipline of Root Cause Analysis (RCA) that reduced the instability of production schedules by 40%.

Developed and maintained the Master Production Plan (MPS) for a manufacturing portfolio with an annual value of over $50M, achieving a 25% improvement in the accuracy of the plan's forecast. Proactively managed the Cargo vs. Cargo process Capacity (LVC), identifying and resolving deviations 6-8 weeks in advance, which was critical to maintaining a consistent On-Time Delivery (OTD) above 95%. I was responsible for the daily Clear-to-Build (CTB) process and stock-out resolution. Implemented actions that reduced the average duration of shortages by 60% and increased the availability of production lines by 15%. I established a visual management system that transformed execution, increasing compliance with the production plan from 85% to 96%. I used Kinaxis Rapid Response for advanced "what-if" scenario modeling, which radically accelerated our response to market fluctuations. This capacity was critical during a supply crisis, where I protected $8M in quarterly revenue. In addition, I institutionalized a formal discipline of Root Cause Analysis (RCA) that reduced the instability of production schedules by 40%.