Enrique Luna

• Eliminate backlog by meeting timely customer requirements. • Control freight expenses to improve financial performance. • Improve inventory accuracy. • Improve financial performance by optimizing inventory. • Implement corporate standard procedures to PC&L operations.

Reporting to Supply Chain Director, 5 direct and 20 indirect reports. • Create and maintain the optimal flow of materials and products from suppliers to customers. • Improve cash flow through increasing inventory turnover. • Raise customer satisfaction index to meet customer requirements. • Control freight expenses. • Manage installed capacity to balance demand and supply. • Meet audit requirements, IATF, VDA, customer audits, etc. • Manage SIOP process. • Team development. Achievements, projects and implementations. • Zero customer shutdown related to materials availability by managing closely suppliers and logistics. • 30% improvement in inventory turnover by analyzing top offenders and establishing and following clear actions. • Raised customer satisfaction index to 96% following up continuously customer orders and anticipating due dates. • Reduced $600K USD in 2023 in freight expenses by analyzing expedited freight needs and finding new shipping methods. Developed competencies: customer orientation, leadership of groups, developing employees, conflict management.

Reporting to Operations Director, 10 direct and 2 indirect reports. • Create material planning strategies to ensure availability of raw materials and components. • Optimize inventory levels to meet customer demand. • Manage relationships with suppliers to ensure continuity in the supply chain. • Coordinate inbound logistics activities to ensure continuous material flow and minimize costs. • Coordinate the material flow into the production floor working together with production teams. • Drive continuous improvement activities in the planning process to increase efficiency. • Collaborate with external team to achieve organizational goals, such as new product introductions, phase-in/phase-out activities, etc. • Team development. Achievements, projects and implementations. • 10% improvement in inventory turnover by implementing strategies such as vendor managed inventories, ERP configurations, etc. • Increased customer satisfaction to 94% by implementing evaluation processes to suppliers drive improvements. • Reduces excess and obsolete inventories from $400K USD to $26K USD by taking the lead in the phase-in/phase-out processes. • Implemented KPI dashboard for daily, weekly and monthly follow up within the planning team for on time delivery, inventory turnover, material shortages, delinquent backlog, etc. Developed competencies: self-development, planning and organizing, attention to detail, cooperation.

Reporting to Plant Director, 10 direct and 500 indirect reports. • Manage the manufacturing floor to make the most efficient use of resources and implement different allocation strategies. • Constant monitoring of KPIs, such as safety, production output, quality metrics, expenses, rotation, etc. • Drive a safety culture among the whole organization. • Manage operations budget, such as expenses, spare parts, overtime cost, etc. • Ensure the proper use of the quality standards to meet customer requirements. • Manage inventory levels in the manufacturing floor and improve inventory accuracy. • Implement continuous improvement and lean manufacturing activities using engineering to improve efficiency. • Develop the next level of leaders in the manufacturing organization. Achievements, projects and implementations. • Improved productivity 5% by implementing lean manufacturing and continuous improvement practices such as SMED, kaizen, 5S’s. • Improved work-in-progress inventory accuracy to 95% by analyzing the main discrepancies and establishing controls. • Successfully launched new production lines, constantly following up the installations and debugging processes until the launch phase. Developed competencies: vision, result-oriented, verbal expression, problem analysis, coaching.

Reporting to Plant Director, 18 direct and 40 indirect reports. • Manage the strategies for materials and production planning, as well as the inbound, outbound and warehousing to meet plant goals in an efficient manner. • Implement capacity management tools to monitor workload and make decisions about resource management. • Drive a culture for Customer #1 to raise service levels at a better cost. • Implement cycle count programs to control and improve accuracy. • Train people in the proper use of ERP and additional tools. • Implement KPI monitoring systems to track live, daily, weekly and monthly planning and operations performance. Achievements, projects and implementations. • Improved customer satisfaction from 85% to 95% by enhancing the production planning process to focus on delivery targets. • Improved inventory turnover from 7 to 10 turns by optimizing MRP parameters and managing production capacity. • Improved inventory accuracy to 95% by implementing cycle count programs and analyzing main causes for discrepancies to set controls. • Successful Oracle ERP implementation in Aguascalientes site with no activity disruptions and support the implementation for USA and Europe sites. Developed competencies: persuasiveness, negotiating, innovative power, initiative.

Key Achievements: • Successful transition of inventory and materials planning functions from different sites in the US to Mexico. • Implemented Oracle ERP in the new manufacturing sites of Haina in Dominican Republic and Matamoros, Tamaulipas, Mexico. • Implemented BI Dashboards for improved decision making and standardized information for Supply Chain LATAM sites. • Significant cost reductions in logistics by implementing analytical tools to make the accounting process more accurate and efficient.

Implemented RFID technologies to improve inventory accuracy and efficiency in operations. Reduced significantly time to execute physical inventories by using technology.

Generated significant cost savings derived from successful negotiations. Implemented standard practices for purchasing execution. Managed site’s spares and supplier budget.

Automated the application of test cases to software programs. Maintained all the production environment workstations up-to-date.