Alberto Garcia Hentzen

NA Aerospace procurement & Logistics Consultant

Sourcing responsibility of Indirect and Logistics $340MM in spend out of the Aerospace Space Group aligned with corporate indirect assets on strategy and execution.

Functional responsibility over Supply Chain Operations for 2-billion-dollar Group within Eaton Aerospace that included New Program Subcontract management, Procurement, Commodity Management, Materials and Logistics. Group has 21 plant operations in the North America, Europe, and Asia.

Head of Supply Chain Management for 0.9 billion dollar Division with 9 manufacturing locations in US and UK

Functional responsibility over Supply Chain Operations for 1-billion-dollar Division within Eaton Aerospace that included New Program Subcontract management, Procurement, Commodity Management, Materials and Logistics. Division has 9 plant operations in the US and the UK, included a staff of over 300 SCM associates and manages over 90 active new programs in major industry leading platforms.

Responsible over SCM activities in Latin America, China, India, Central and Eastern Europe and South East Asia

Functional responsibility over Strategic Sourcing Operation within 5 regions (Latin America, India, China, South East Asia, Central and Eastern Europe), focused on strategic sourcing, supplier development, logistics and material management development activities at the supply base in support of 29 manufacturing operations. Six direct reports (managers) and a total team of 26 including supplier development engineers, commodity/sourcing buyers and APQP engineers.

Functional responsibility over Supply Chain Operation within the region, focused on strategic sourcing activities as well as operational SCM activities in support of 27 manufacturing operations in Tijuana. Six direct reports and two indirect resources deployed in Queretaro, Tijuana, Aguascalientes and Sao Jose Dos Campos, Brazil Development of regional sourcing operating models considered the corporate benchmark and is currently under deployment in India, Russia and China. Model has also been referenced and recognized at international forums by companies like EADS and Safran. Industry and government relations; active member of Mexican Aerospace Federation and BC aerospace cluster.

Responsible for the areas of Demand Management, Planning/ Production Control, Distribution, Import/Export, Procurement and Material planning. Four direct reports and total department head count of 77. Hired to define and implement a supply chain strategy and organizational capabilities for the new Aerospace Tijuana, México facility.

Responsible for the areas of Planning/ Production Control, Distribution, Import/Export, Purchasing and Material planning. Six direct reports and total department head count of 23. Join responsibility with operations manager over financial performance of 3 business Units in Mexico. Legal Representant for the Mexico legal entity. During my period CSS Tijuana was awarded 2 times with Parker’s financial performance award in 2004 and 2005 and Lean plant award in 2005.

Responsible for Material Control & Planning, Procurement of Raw Materials and Capital Equipment, Traffic, Import/Export, Warehouse, Shipping and Receiving, Inventory Control and Cycle Counts. Supervised a staff of 65 employees with 3 assistant managers. The Purchasing group is responsible of all raw material, spares, supplies, and MRO procurement for the plant; in addition, we negotiated worldwide contracts on strategic raw material items for all International Rectifier’s assembly plants. Negotiated global contracts translated in annual savings of 9 million dollars. Extensive international travel experience visiting suppliers to evaluate audit and develop. Implemented Kanban, Just in Time, and Vendor Managed Inventories. Implemented and managed a bar coding system for raw materials and spare parts.

In charge of a Kitting area and all distribution related activities for raw material and finished goods, inventory control, customer service and import-export. Staff consisting on 105 employees, supervising directly 4 assistant managers and 3 supervisors. 187 million of finished goods shipped per quarter, representing the source of 45% of the corporation’s revenue. Annual department budget of 4 million dollars. Increased inventory accuracy to 99.5%, implemented a bar coding system for the distribution center, perform mistake proofing, real time transactions, performed customer service to external clients and worked with our sales department on special packing, quality issues, logistics, transportation, and shipping dates, also got involved with Import/export in order to resolve any issues on logistics.

Management of 2 Sub-contract operations in Asia and one in Mexico, over 15 million dollars of consigned inventory control, negotiations, master planning and customer service support. Reporting to the corporate offices in the U.S. and working in direct line with Singapore offices. Reduced manufacturing cycle from 3 weeks to 7 days, got involved in Import/export to reduce times in the logistics movement of the product, increased production goals from 80% to over 90% and controlled over $15 million dollars in consigned inventory and work in process.

Diverse SCM responsibilities including Global sourcing, Distribution center and high volume/low mix materials management functions