Ramiro Delgado

Logisti-K is an integrator of logistics ecosystems across North America, from Mexico to the United States, focused on transforming logistics from an operational function into a driver of financial value. Through asset-light solutions, disciplined execution, and an end-to-end vision, we connect transportation, warehousing, and payments to: Optimize decision-making across the entire value chain Synchronize physical and financial flows Reduce the cash conversion cycle Scale operations without friction Because true efficiency is not about moving faster, it’s about converting the supply chain better.

Leading strategic and operational transformation initiatives focused on logistics ecosystems across North America (Mexico, the United States, and Canada). Focused on: - Cross-border integration - Working capital optimization - End-to-end logistics solutions - Asset-light operating models Helping companies transform logistics into a competitive advantage by accelerating cash flow, integrating operations, and improving how they compete.

Partner & CEO for an international 3PL Company, business strategy, international operations and architect for supply chain door to door solutions

Develop Deacero Group supply chain strategy that meets company performance objectives and customer service expectations. Accountable to integrate supply chain management best practices in areas such as systems integration and optimization, inventory control, and demand planning. Such challenge requires to integrate bellow task: • Develop company supply chain S&OP strategy that meets company performance objectives and customer expectations. • Optimize routines to ensure delivery of supplies and improve supply chain metrics in terms of cost and service. • Maintain compliance and minimize company supply chain risk in regards to service level agreements, supply chain execution, and integrated cost. • Develop supply chain management best practices in areas such as systems integration and optimization, inventory control, and demand planning.

OIl by producst Solutions - Lubricants and Greases

Responsible for setting and driving strategic direction, ensuring profitable growth of the practice, quality of consulting delivery, and maintaining customer referenceability in order to keep a substantive revenue stream and customer base at SOLMEX.

Professor for the Supply Chain Technologies class

As a corporate officer position is primarily concerned with ensuring the integrated commercial success of Solistica worldwide. Hence, is accountable for developing and integrating a costumer centric commercial and marketing strategy at global level. As CCO, takes ownership and responsibility of designing and delivering integrated services as primarily solutions to address distribution and supply chain challenges. This means that his core responsibilities encompasses the product and service offering, sales, pricing strategy, market segmentation, market share, distribution, warehousing and storage solutions to achieve company’s long term objectives. His role combines effective team building and cross functional collaboration capabilities with local and international decision makers, technical knowledge of the relevant field with strong logistics and business acumen.

Accountable for the performance of the company FEMSA Logistica in Mexico, as dictated by the board’s overall strategy This meant: • Leading strategy towards the profitable growth and operation of the company as a 3PL solutions provider for AAA companies, this meant: DCC Inbound logistic solutions for Cuauhtémoc-Moctezuma-Heineken and Coca Cola FEMSA. DCC Outbound logistics solutions for OXXO´s 13,000+ convenience stores and Nestlé. Multimodal Transportation broker: for Jugos del Valle, Crown, Vitro among others. Additionally integrated door to door solutions between Mexico and USA and Asia, Warehousing and Value added services • Developing and deploying a commercial strategy and strategic operating plans that reflect the longer-term objectives and priorities established by the board • Setting up adequate operational planning and financial control systems, closely monitoring the operating and financial results against plans and budgets and guaranteeing that the operating objectives and standards of performance are not only understood but owned by the management and other employees; • Upholding the operational performance of the company throughout monitoring the actions of the functional board directors; • Representing the company to major customers and professional associations; • Building and maintaining an effective and motivated executive team.

Head for the planning and new projects department at FEMSA Strategic Business division, this meant • Led FEMSA group Energy Strategy. • Integrate the long term strategy, M&A and continuous improvement process for all business within the Strategic Business División (IMBERA, PTM & FEMSA Logística)