Alfonso Rodrigo Toledo Nuñez

Reports to: CoE Merchandising and Replenishment Director
 Direct Team: 4 direct reports and 54 indirect reports
 Clients: B2B2C
 Multichannel Supply Chains: Wholesalers, Distributors, Stores, Online Sales, Pick-up, Large Product Delivery, Drop Ship Vendor, 2PL, and 3PL.
 Areas of Responsibility: Replenishment, Process Governance, Omnichannel Strategy
 Annual Budget Managed: USD 3.5 billion Achievements: • Governance and Operational Efficiency: Led the implementation of governance strategies to optimize replenishment processes and the omnichannel strategy. • E-commerce Platform Optimization: Contributed to exceeding sales targets ($3.5 billion to $3.7 billion) in the e-commerce channel during “Hot Sale,” by developing and implementing an advanced inventory dispersion model, increasing product availability from 64% to 94% in high- demand areas. • Innovation in Business Intelligence: Created a business intelligence model to forecast demand in the metropolitan area. • Productivity: Reduced the organizational structure by 25% and accelerated response times in key projects, cutting process cycles from 45-60 days to a maximum of 15 days. • International Collaboration and Global Strategies: Actively participated in international projects with India, China, and the U.S. to create global business strategies. Promoted cross- functional relationships and the implementation of best practices through monthly continuous improvement sessions. • Omnichannel Inventory Optimization: Designed a comprehensive internal distribution model that consolidated online and physical inventories, improving delivery promise from 48 hours to 19 hours. • Improvement in Replenishment Accuracy: Increased replenishment accuracy from 82% to 97%, ensuring maximum sales both in-store and online. • Collaboration: Implemented collaborative strategies with the purchasing department to efficiently manage inventory and reduce excess from $2.1 billion to $600 million in one year.

Reports to: Replenishment Director and Commercial Director
Direct Team: 4 direct reports and 35 indirect reports
Divisions: 3 – Dry Products (Technology, Apparel, and Seasonal Merchandise)
Client: B2B - Sam's Club
Supply Chains: Retail
Areas of Responsibility: Replenishment, Process Governance, Omnichannel Strategy
Annual Budget Managed: USD 2 billion Achievements: Inventory Turnover Strategy: Implemented 30, 60, and 90-day purchasing plans in collaboration with suppliers and commercial teams, reducing inventory days from 42 to 37 and freeing up $700 million in working capital across all categories. Operational Efficiency Gains: Introduced new working models for the replenishment team, significantly optimizing key metrics such as DOH (Days of Inventory on Hand), turnover, OTIF (On-Time, In-Full), SMAPE, forecast accuracy, and obsolete inventory levels. Improved forecast accuracy by 25% at the item-club level. Reduction of Obsolete Inventory: Reduced obsolete inventory by 60% ($1.5 billion to $450 million) by implementing strict inventory management practices and proactive clearance strategies. Supplier Collaboration: Collaborated with key suppliers such as LG and HINSEN to ensure high levels of compliance and transportation efficiency, raising seasonal planning accuracy from 85% to 99%. Achieved near-perfect supply chain performance with 100% fulfillment for critical SKUs. Supply Network Optimization: Improved the use of distribution channels like SSTK, Cross-Docking, PBL, and DSD. Strategically planned imports from Laredo and CMA based on sales forecasts to ensure timely and efficient delivery. Strengthened the working methodology within the replenishment function, ensuring a cohesive and proactive approach to inventory management.

Reports to: VP of Finance
Direct Team: 4 direct reports
Channel: E-commerce (walmart.com)
Supply Chains: Retail
Areas of Responsibility: Financial Planning and Forecasting
Annual Budget Managed: USD 1.1 million Responsibilities: Create the strategy for the positioning and expansion of Walmart's E-commerce platform, driving sustainable growth. Design long-term and short-term financial planning, ensuring alignment with the organization's strategic goals. Monitor and analyze the financial performance of the online business, providing key insights for resource optimization. Lead special projects focused on improving operational efficiency and reducing costs. Achievements:
 Logistics and Process Optimization: Developed and implemented a comprehensive financial data analysis system that facilitated strategic decision-making, improving logistical and operational efficiency. Supply Chain Improvement: Implemented significant improvements in replenishment processes for 3PL warehouses and Last Mile, resulting in greater efficiency in the supply chain. KPIs and Data Analysis: Created and managed dashboards to monitor critical KPIs, using advanced tools such as Tableau, Teradata, and Alteryx, enabling precise tracking of key indicators such as delivery times, NPS, daily sales/channel/format sales, sales/profit, Cost to Serve, and Fill Rate. NPS Increase: Increased the Net Promoter Score (NPS) from 72 to 82 points by optimizing delivery times and effectively tracking orders in collaboration with strategic partners. User Experience Improvement: Improved the web platform's response speed during the checkout process, facilitating the purchasing process and enhancing the customer experience.
Sales Growth: Implemented sales strategies that optimized market focus and maximized growth opportunities, achieving a 370% growth in the channel, a 35% increase in sales, and contributing $500 million to total sales through online marketing.

Búsqueda de eficiencias operativas en la distribución de venta por e-commerce.