Angel Castillo Olvera Supply Chain Management

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LATAM service delivery leader

TMC, a division of C.H. Robinson

Aug 2022 - Jan 2023 (6 months)

- Reporting to a Global Service Delivery Manager (GSDM) and working alongside a Customer Success Manager (CSM). - My main goals in this position are: To achieve Diageo allows TMC to manage every single logistics operation they have in LATAM - With the GSDM and the CSM, to develop a LATAM growth strategy leveraging on the experience I have in the Mexican, Colombian, Central American, and Caribbean markets. Coach and guide the recently promoted Supervisors and Leads to avoid any negative impact in the client's operation during their learning curve. • To make sure TMC will support Diageo growing in Colombia and the CCA region for the current and the next fiscal year. These markets are the spearhead for getting all the LATAM market. • As a L

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Manager service delivery for diageo Mexico, Colombia and CCA (SaaS)

TMC, a division of C.H. Robinson

Dec 2021 - Aug 2022 (9 months)

- Reporting to a Global Service Delivery Manager and working alongside a Customer Success Manager. Responsible for leading the 24/7 logistics operations for Diageo Mexico, Diageo Colombia, Diageo Central America and CaribbKPI and commentsean Sea (SaaS) - As a Lean Six Sigma Black Belt, member of the North America Continuous Improvement Core Team. KPI's that TMC owns completely: o On Time Delivery: Mexico closed with 98.60%, over the goal (98.50%). Colombia closed with 88.81%, next FY goal is 98.50% o Weight utilization: Mexico closed with 71.14%, over the goal (70%). Colombia closed with 86.26%, next FY goal is 89% • KPI's that TMC tracks, supports, and informs the client o On Time Pick Up: Mexico closed with 91.57%. Colombia got 88.04% o

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Supervisor customer operations for diageo Mexico

TMC, a division of C.H. Robinson

Jun 2021 - Dec 2021 (7 months)

- Reporting to a LATAM KAM and an USA Senior Service Delivery Manger. I lead a team of 17 collaborators. With my team, we manage Diageo Mexico outbound, returns and collects logistics operations 24 hours a day, 7 days per week. - Manage all the operations successfully even if the team members are located in Brazil (my boss) and in different regions of Mexico

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Supervisor Customer Operations for GE Current, GE Lighting and Smith's Medical USA

TMC, a division of C.H. Robinson

Sep 2020 - Jun 2021 (10 months)

- Reporting to a North America KAM. I have 6 direct reports. Responsible for ensuring the portfolio over-the-road logistics operations (inbound, outbound, intercompany) in FTL, LTL, IMDL, and Parcel mode - The operations I manage have place mainly in the United States and, to a lesser extent in Mexico and Canada. - Manage the logistics operations in North America for: o GE Current, more than 30 thousand loads in 2020 o GE Lighting, more than 50 thousand loads in 2020 o Smiths Medical, more than 200 thousand loads in 2020 • Since we are working in home office, manage a team where my boss is in the US and all my team is located in different parts of the country. • Receive a full portfolio from the USA and make it work with the same performa

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Bussiness unit manager

Roca Acero

May 2019 - Apr 2020 (1 year)

- Reporting directly to the CEO. I had 6 administrative employees and 50 workshop workers. Responsible for reopening operations in a Business Unit dedicated to the recovery, processing and selling of post-industrial plastic, cardboard and wood pallets. - Generated profits based on a DMAIC approach. When I received the BU, it lost around 210 KUSD monthly; when I left this BU all losses were recovered, and it made a monthly profit of 10 KUSD in average - Increased sales by 8% in a bear market developing new markets (shredded plastics scrap, customized wood pallets, cardboard bales, etc) Improved days of inventory from 46 days to 26 days. Increased wood pallet production from 2800 units/month to 10000 units/ month • Boosted the past due portf

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Industrial engineering and continuous improvement coordinator

Roca Acero

Mar 2019 - Apr 2020 (1 year 2 months)

- Reporting to the COO and in dotted line to the CEO. I had three engineers located in different facilities and different shifts. - Responsible for creating the Continuous Improvement and Industrial Engineering department to foster the Lean mindset starting from the C-level. Managed, tracked and mentored the seven Six Sigma projects led by the "in training" Green - Led an OEE optimization Six Sigma Black Belt with yearly validated savings of 98.5 KUSD. Increased the loading railcar loading rate from 4 cars per shift to 8 cars per shift. Each loaded railcar represented an income of 30 KUSD • Measured productive KPI and evaluating them with statistical tools (Minitab) • Mapped every productive process and created the optimum future stated

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Supply chain analyst

Roca Acero

Mar 2018 - Mar 2019 (1 year 1 month)

- Reporting directly to the COO. Responsible for tracking and communicating the operative KPI performance to my boss. Tracked and communicated to the Operations Director all the KPI related with Escobedo Plant. - Built a Continuous Improvement framework along the whole supply chain linked with a quality management system (ISO 9001:2015) - Managed the operative relationship with railcar companies (BNSF and KCSM) in order to supply raw material to our customers in the USA (Steel Dynamics, Big River Steel and Nucor Corporation) Coordinated improvement projects with several areas: o QMS: To map main internal processes in order to have a basement for developing operative, commercial and financial standards. o Logistics tracking: To integrate RFI

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Procurement manager

Roca Acero

Mar 2018 - Sep 2020 (2 years 7 months)

- Responsible for the Procurement Department restructuration trough the Lean mindset to increase cash flow without neglecting internal customer service. - Reporting directly to the CEO and COO. I have 4 direct reports, 3 indirect reports and 3 dotted-line reports. Managed the indirect procurement of the companies belonging to Grupo Roca - Controlled six warehouses located in Nuevo León, Querétaro and Coahuila. Achieved a purchasing cost reduction of 1048 KUSD/year by developing new suppliers and renegotiating the high runner items contracts o Reduced the automotive lubricants cost (17 KUSD/year) o Reduced the fuel cost (376 KUSD/year) o Reduced the tractor truck spare parts cost (655 KUSD/year)

Senior change agent

Brinks

Feb 2016 - Aug 2016 (7 months)

- Reporting to the national continuous improvement director and reporting in dotted line the operational excellence vp. responsible for the fostering of the lean mindset in the 17 brink branches located in the north west of mexico - Lead Kaizen Events that saved around 52 KUSD in 6 months. Measure, track and report improvements to the National Continuous Improvement Manager and the Operational Excellence Global VP. - Designed an automatic headcount planning file based on clients' needs and company's constraints, reducing overtime in 10% and improving productivity in an 8% • Mentored three branch managers until they were able to develop by themselves a problem cause root A3 report

Manufacturing and continuous improvement engineer

Schneider Electric

Mar 2013 - Feb 2016 (3 years)

- Reporting to the low voltage production manager. Responsible for improving the production process throughout the guidelines established in the schneider production system (SPS) - Measure production performance using tools such as heijunka boards and non-productive time measurement software developed internally. Lead kaizen events and six sigma projects. - My biggest achievement was to transfer a production line from Grenoble, France to Mexico in 2013. This increased the Rojo Gómez factory production capacity Document production processes using PFMEA, VSM, Job Instruction, Operation Work Standards, etc. Create the layout and supported the plan for every part for the new factory known as "Ciudad de México".

Manufacturing and continuous improvement intern

Schneider Electric

Jul 2012 - Mar 2013 (9 months)

- Reporting directly to the industrial engineering head. Measure assembling times and define standard process time for engineered to order products. - Create operation work standards. Train workers for following the standard assembling methods.

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Engineering and maintenance intern

Centro Médico ABC

Feb 2012 - Jul 2012 (6 months)

- Reporting to the maintenance coordinator. Track maintenance expenses. - Assist to administrative tasks such as archive files or communicate expenses to accounting department.

Angel Castillo Olvera

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