Ricardo M.

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Telecom Sector 1.- Manages the periodic materials quotation activities for relative Commodities. Assist in executing the RFQ as appropriate for the program. 2.- Identifies and facilitates the qualification of new, alternate and/or localized suppliers for key applicable needs relative to program requirements 3.- Negotiates favorable pricing, payment terms, and advanced supply chain optimization programs such as supplier-owned inventory, JIT Just-in-Time delivery schedules, reduced lead times and cancellation terms, return privileges, and EDI/SIS demand communication with key suppliers falling outside company strategic supplier base. 4.- Through early design involvement and qualification of alternate suppliers on existing products, promotes the use of company strategic suppliers. 5.- Managed a professional materials team of 22, 2 Sites Guadalajara/Florida, 4 Managers (Costing Mgr/Purchasing Mgr), 4 Supervisor (PU,PL,IC,SQE), 4 Buyers, 4 Planners, 2 Global Buyers, 3 Inventory Analyst, 1 SQE. 6.- $480Musd Annual Revenue, successfully established weekly KPI meeting main metrics MPV/DII/CANCOI. Implementation of KPI´s to improve communication between Business/Finance and work collaboratively to meet common Goals.

Automotive Sector Responsible for BOM cost management, quotation execution, quarterly cost review trough strategy negotiation and cost breakdown consistent management. Supplier Capability management and improvements. QBR’s with top spending suppliers. Supply Chain develop of diverse commodities, like plastic, metal stamping, die casting, hardware, cables, power supply etc. Supply Chain support in early design stage. Program Schedule Planning, tracking etc. Define department’s KPI and setup/optimize working process. Develop relationship and partnership with supply base. Proactive on raw-material trend analysis to ensure company competitiveness in the market. Support Business Unit on material cost negotiation with the customer. Support SCDM on strategy supplier introduce to customer. 1.- Quotation Management: 317+ quotes (15,000+ parts). 12 RFQ’s at Top level assembly (TLA) quoted on 2013, 57 RFQ’s on 2014, 117 RFQ’s at TLA quoted on 2015, 131 RFQ’s at TLA on 2016 2.- Program Schedule, NPI’s, Planning, tracking ECN’s implementation, back on March/2013 I started with 12 BOM’s-Top Level Assy TLA, with a revenue of $46M, by March/2016 we ran 52 BOM’s-TLA with a Revenue $156M per year (3.3x growing trend in the last 3 years.) 3.- Quarterly cost reduction according to Business strategy. (4-6% per quarter) 4.- Managed a professional material team 13, 5 buyers, 1 Master Planer, 2 Production Planner, 4 ECNs, 1 SQE 5.- $156Musd annual revenue. DII 59.98 MPV 3.52% AP-55 days

Healthcare and Life Sciences, Medical Devices Sector. A Materials Supervisor (MS) is responsible for managing the day to day material activities for a specific workcell (purchasing, planning, and inventory control). The MS should develop and implement strategic material management initiatives that are in-line with both customer and Contract Manufacturer strategies in order to achieve a doable build plan to meet customer expectations.

Aerospace/Defense/Medical/Industrial Sector 1.- Provide support to Purchasing Department, balance buyer workload and restructure the team based on commodities. Train Supervisors on how to perform their daily activities, implement MIC meeting following the continuous improvement process. 2.- Managed a professional material team of 24 planner-buyers, 3 Sectors (DAS, Medical and Industrial). 62K part count. Systemic changes in MRB process. MRP execution. Change the structure based on commodities. Reduce buyer dissatisfaction. Improve Price Administration. Inventory Reduction plan

Medical Sector 1.- Develop and implement strategic material management initiatives that are in-line with both customer and Contract Manufacturer strategies in order to achieve a doable build plan to meet customer expectations. 2.- Managed a professional material team 31 planner-buyers, 17 different families, Costumer in 3 continents, 55% turn over, 1109 SMT assemblies, 33K part count, multicultural region. 3.- Reorganization based on Commodity Buying Concept, aligned as GCM and IMAC, Same Supply Base, Manufacture Concept, increasing Buyer Experience (seniority). We reduce buyer dissatisfaction; we move from 55% to 15% of turn over. 4.- Implement MIC meeting (America format), Global process and procedures. 5.- Kaizen event to reduce QN’s.

Regional Logistic Supervisor Plant 16, Plant 18,Plant 29 & P45

Finance Department. Cost reduction program.

Logistics.