Miguel A. Soprano

- Led a team of 7 Supply Chain Managers as a recognized expert in Supply Chain operations. Indirect reports 25. - Directed procurement operations, Inventory control, Industrial Engineering (Warehouse), and Project Management initiatives. Annual spends $1,4B – SKUs 53K, Suppliers 283 * VMI, TSM, Owned - Successfully met and exceeded Cost, Availability, Quality, and Sustainability objectives, managing a $400MM Inventory, driving the dead and slow moving Inventory from $130M to $50M - Developed and implemented innovative KPIs and PBI Dashboards for lean management practices, significantly improving identifying the biggest roadblocks aiming priorities. L1 and L2 KPIs tracking around 15 different metrics. - Effectively managed team priorities and escalations to ensure seamless operations. - Defined and tracked team quarterly goals to drive performance and accountability.

- Orchestrated all expansion logistics, physical move, layout, and headcount, duplicating production capacity and outcome. - Drove a 120% increase in production-finished units, optimizing manufacturing processes and resource allocation. - Streamlined production departments, including Assembly, Prep Work, Warehouse, and Supply Chain, to improve workflow and productivity. - Fostered strategic partnerships with third-party vendors to ensure timely delivery of materials and services, maintaining strong collaborative relationships. - Championed continuous improvement initiatives, implementing best practices and fostering a culture of innovation.

- Directed operations across two production plants, overseeing 120 personnel and coordinating logistics, production, supply chain, human resources, labor relations, maintenance, and information technology. - Analyzed departmental budgets to optimize expenses and enhance profitability, resulting in a 20% overall cost reduction. - Achieved a 20% increase in processed material and an 18% reduction in person-hours, driving performance improvements and cost savings.

- Managed 150 employees, reengineering, systematizing administrative tasks and a Production plant in San Luis. - Determined Costs, based on Bills of Material plus Labor; utilized different scenarios simulations. - Created and completed analysis of controlling reports (Stocks, KPI’s, Statistics, Dashboards). - Defined reorder points in stocks, slow moving reduction by 70%. - Conducted a unification of administrative criteria at Group level, in conjunction with Internal Audit. - Heavily involved with ERP and PLM Functional Reference and the interface with external systems. - Developed high-quality business strategies and plans; ensured strategy alignment with objectives. - Led by example and motivated subordinates; encouraged employee engagement. - Trained a high-performing management team. - Enforced adherence to legal guidelines and policies; ensured company’s complicity with legal and business ethics.

- Operational management control over the complete project cycle and 250 employees. - Identified early detection of shortages, materials traceability and costs. - Reduced excess purchases by 85% (approximately $3M USD per project). - Functional Reference ERP SAP, MM Module. - Instrumental in the Creation of Dashboards for online monitoring of projects in execution. - Performed analysis of new SAP modules to implement, PS (Project Systems) and PP (Production Planning). - Completed the implementation of systems for management of materials and inventories (WM module).

- Key part of the senior leadership team based in Italy; gained leadership and managerial seniority. - Began as Cost Controller for this plastic micro irrigation 350 employee company; finished as Project Manager reporting directly to the owner; led Production, Logistics, Purchasing, Controlling, Outsourcing; was Production Manager and Supply Chain Manager of the company. - Implemented continuous improvement processes in different areas. - Created a Projects department with 5 heads in charge (Production, Logistics, Purchasing, Controlling, Outsourcing). - Developed the operations strategy; identified, defined and executed action plans to achieve the objectives; realized an average increase of 23% in invoices per year. - Focused on Manufacturing re-engineering, MRP implementation, and new programming methodology. - Conducted analysis and implemented control of KPI (Key Performance Index). - Managed Production, Logistics, Controlling; project manager for ERP implementation "Navision 5.1" (Microsoft). - Performed analysis and management of new investments. (productive teams, outsourcing).

- Primary duty was in financial analysis, benchmarking, cost reduction, and producing management reports. - Designed and created a new Costing system (BOM + Labor). - Benchmarked ZF Argentina, ZF Brazil and ZF Hungary; presented report at headquarters, Germany..

- Conducted analysis of the financial impact due to cost reduction. - Data preparation: evolution in cost reduction. Financial Analysis, Benchmarking, Cost Reduction, Management Reports.