Pablo Chirinos

Lead three Pepsi concentrate plants in Uruguay, Brazil and Venezuela that supply bottler plants in all LAR countries plus Japan, Philippines, Australia and NZ. Annual Budget: USD 200MM. Employees: 300. Reporting to Operations VP. • Implementation of the Six Sigma methodology to several plant initiatives, obtaining savings which represented around 6% of total plant spend (USD 30MM of productivity in 3 years). • CPMO (Complaints per Million of Opportunities) reduction from 16 to 6 in a span of 3 years, introducing state of the art technology and training. • Design and implementation of the “Go Colonia” initiative, focused on improve accountability and communication through the different layers of the organization, which raised the engagement index from 68 to 91% in 3 years.

Lead two Pepsi concentrate plants in México and Venezuela that serve 35 bottlers plants in these two countries. Annual Budget: USD 70MM. Employees: 100. Reporting to Operations VP. • Conversion of the Mexico’s plant into a Distribution Center obtaining more than USD 5MM of annual saving in operating expenses. • Perfect customers service level in Venezuela for 3 consecutive years in a very challenging environment with severe scarcity of many raw materials, through development of local suppliers and a synchronized supply chain.

Impulse the building of supply chain capabilities within Sabritas operative organization, by leading the design and deployment of a productivity model to develop competitive advantages and world class performance, as well as capturing main productivity opportunities by supporting the implementation of key initiatives through out the supply chain. The main targets were: 1) facilitate the development and execution of a holistic productivity agenda, with best practices sharing and using world class productivity tools like: 6 Sigma, TPM, SMT, Starfleet and Radar 2) develop and manage an operations performance scorecard, in order to detect main productivity opportunities and foment internal benchmark between Sabritas & other PepsiCo Intl. Ops. 3) manage multiple and high impact projects across functional groups, coordinating a deployment team and managing a budget for productivity tools implementation.

* Responsible of provide overall management and guidance to all project tracks and teams. Objectives: 1) monitor and evaluate overall project plans and define actions when there are deviations from plan; 2) identify project risks and minimization strategies; 3) contribute to overall direction, issue identification and resolution; 4) ensure that the solution will be delivered to the business with the required technical and functional necessities; 5) coordinate relationships and impact with other PepsiCo projects and initiatives. * The main objectives of evolve are: 1) harmonize the systems and processes to obtain full benefits of PepsiCo size and scale; 2) move businesses toward common information systems and processes; 3) simplify and improve PepsiCo processes.

Started as manufacturing rookie in Guadalajara plant, moved after as production chief, and then in 1998 was appointed as Logistics projects coordinator. In 2000 was promoted as Customer service manager, and in 2002 as Ops planning manager. Finally in 2004 was designated as Six Sigma deployment champion.