RUBEN E. OROZCO 860 Jarman Dr. Jamestown, NC 27282 Telephone: W (336) 270-9056; M (336) 709-8574 rorozcom@yahoo.com

1

SUMMARY Experienced professional in Operations Management with proven track record in:

Building high performance multinational, cross-functional teams that significantly improve operational results and add value to the organization;

Defining, designing and implementing supply chains that meet the needs, present and future, of customers, stockholders and employees;

Winning customers and increasing margins through supply chain strategies and solutions;

Using technology to competitive advantage. I possess excellent leadership, communication, planning, problem solving, and negotiation skills. Hands-on experience in the following industries: pharmaceutical, chemical, food & beverages, consulting, automotive, industrial equipment, and software. Areas of expertise include:

Integrated Business Planning

Sales & Operations Planning

Demand Management & Forecasting

Supply Chain Optimization

Materials & Inventory Management Sourcing & Procurement

Distribution Resource Planning Project Management

Six Sigma & Lean Manufacturing Product Life Cycle Management

Financial Planning, Budgeting & Control Change Management

Manufacturing Resource Planning Marketing & Product Management

ERP Implementation Strategic Planning

EDUCATION + CERTIFICATIONS + LANGUAGES

STANFORD UNIVERSITY, M.S. in Operations Research, Stanford, CA USA NATIONAL AUTONOMOUS UNIVERSITY OF MEXICO, B.S. in Actuarial Sciences, Mexico City, Mexico

CPIM from APICS Six-Sigma Green Belt from Cummins Fluent in: English, Spanish and Italian.

PROFESSIONAL EXPERIENCE

OROZCO CONSULTING May 2013 to date Greensboro, North Carolina, USA Feb 2009 to Mar 2011 Independent Management Consultant: guiding/assisting clients assess and solve their Operations / Supply Chain challenges.

Implementing Demand Planning best practices and tools at a major global glass manufacturer.

Collaborated in the definition of a Linear Programming model to optimize plant operation for a leading global brewery.

Developed a mathematical model used for optimizing supply chain decisions covering global operations for a major seafood manufacturing company.

Define the integrated strategy for the introduction of Lean Manufacturing in a batch/ continuous process environment for a non woven materials manufacturer.

Rolled out the Order to Cash initiative across all their manufacturing sites in the US for a leading company in the private label beverages market. Direct responsibility for the Order Management/Order Fulfillment cycle. This included definition of best practices, standardization of processes and the implementation of a new ERP system.

Designed and implemented the Manufacturing/Supply Chain Blue Print for the two businesses (Foundry and Farm equipment) for a subsidiary of an automotive company. Company was brought from pre-MRP systems to state of the art system and business practices.

AHLSTROM Apr 2011 to Apr 2013 Windsor Locks, Connecticut, USA A high performance fiber-based materials company, manufacturing products used in a large variety of everyday applications, such as filters, medical gowns and drapes, wall coverings, flooring, labels, food packaging, etc.

Director, Global Supply Chain– Food and Medical Business Area Key responsibilities: Functional excellence of the global Supply Chain across all manufacturing sites: conversion and delivery costs, on-time delivery, working capital, etc. Reporting to the Vice President of Supply Chain.

RUBEN E. OROZCO 860 Jarman Dr. Jamestown, NC 27282 Telephone: W (336) 270-9056; M (336) 709-8574 rorozcom@yahoo.com

2

Led the implementation of Integrated Business Planning (IBP, also known as Sales and Operations Planning) at 9 manufacturing sites around the globe. Obtained certification from Oliver Wight.

Designed and implemented the first ever mid to long term supply planning system in the company.

Reduced spend by $6M in both direct material and MRO.

Reduced working capital requirements by negotiating consignment stock from key vendors.

Turned around a poor service situation with a handful of key customers to become a top ranking supplier.

Reduced waste by 20% by introducing optimization algorithms in the scheduling of production and raw material sourcing.

Improved On-Time delivery to customers from a low 40% to 89% in the first phase of the project. Goal is to reach 95% by year end.

Developed LP models to optimize material costs when scheduling assets and for deckle optimization.

Designed the integration of Lean Manufacturing projects with the larger scope of Supply Chain excellence.

ECOLAB, INC Apr 2008 to Jan 2009 Saint Paul, Minnesota, USA Global leader in water, hygiene and energy technologies and services, focusing on food safety problems and water and energy solutions.

Director IT, Supply Chain & RD&E, Corporate Office Key responsibilities: Developed strategic and tactical technology plans for the Global Supply Chain and the Research Development and Engineering Organizations. Managed the portfolio of projects, assigned resources, set priorities and established and managed SLA. Ensured appropriate resources and skills were available to support a global operation. Reporting to the Vice President of Global Solutions Delivery.

Implemented a Procure-to-Pay (Ariba) system for indirect procurement that projected savings in the millions of dollars and a payback period of less than one year.

Increased revenue by $2M by implementing FedEx’s Small Parcel application.

Extended PLM process ranging from Research, Engineering, Manufacturing to Regulatory by integrating systems into a continuous automated process flow assuring customer’s products are up to the latest standards.

Completed the first stage of the implementation of Sterling Commerce’s advanced transportation planning system resulting in reduced freight expense of 5%, and improved customer on-time delivery.

CUMMINS, INC. Feb 2006 to Mar 2008 Minneapolis, Minnesota, USA Global company designing, manufacturing, distributing and servicing diesel engines and related technologies, including fuel systems, controls, air handling, emission solutions and electrical power generation systems.

Director, Global Supply Chain Technology – Power Generation Business Unit Key responsibilities: Develop, validate and implement a global supply chain model to let the organization become a truly global enterprise. Analyze current levels of performance, determine opportunities and develop workable improvement plans. Led/Sponsored Six Sigma projects. Reporting to Director Global Lean Manufacturing

Led a global team in defining and implementing a Global Supply Chain Planning System (based on Oracle’s ASCP), part of the global Sales and Operations Planning Initiative.

Integrated PLM System (Enovia) with Supply Chain ERP (Oracle R-12)

After introducing new set of metrics for Manufacturing Performance, targeted production lines at US plant improved control on materials and manufacturing lead times resulting in Customer On-time Delivery to increase from mid 50% to mid 90% in six months.

Developed an Inventory Entitlement Model to more consistently measure improvements in the global supply chain.

Reduced lead times from sister companies from 40+ days to 7.

Sponsored a Six Sigma project that improved IRA from low 60% to mid 90% in its first round of improvements.

FALK INTEGRATED TECHNOLOGIES, INC. May 1997 to Dec 2004 Greensboro, NC, USA Consulting and software firm providing products and services in ERP systems (BPCS), EAI and Mobile Computing, as well as consulting in manufacturing and supply chain management.

Sr. Engagement Manager - Professional Services Responsible for: project management, management consulting, client relations and business development. Reporting to the Director Professional Services.

Food manufacturer: Responsible for migrating their Order Management systems from their legacy system to the corporate ERP solution (BPCS). Added additional value by redefining their business requirements and including functionality not previously identified as needed.

RUBEN E. OROZCO 860 Jarman Dr. Jamestown, NC 27282 Telephone: W (336) 270-9056; M (336) 709-8574 rorozcom@yahoo.com

3

Tier-1 supplier of automotive components: Lead the implementation of an ERP and Supply Chain solution at their three manufacturing locations in Mexico. Results: 50% reduction in inventory; increase in inventory record accuracy (from 65% to 95%) after cycle counting measures were introduced; a 20 basis points improvement in customer service levels (to 95%); elimination of premium freight as a result of the added procurement visibility. Introduced new procurement practices: Buyer/Planner, contract management, vendor performance, blanket order, vendor releases, etc., needed to realize maximum potential of new system.

Multinational specialty Chemicals Company: Lead the implementation of a Supply Chain initiative that translated into a more efficient customer service operation. By redesigning the order fulfillment cycle response time to clients shrank (from days to hours) and customer service personnel’s time was reduced by 40%; safety stocks were optimized after analysis and calculation of demand over lead-time and forecast error. Also implemented an outbound transportation system: improvements were achieved in load and route planning and scheduling with more efficient use of resources after configuring the proposed logistics/transportation policy.

Cable & wire manufacturer: Implemented a DRP system at the Latin America operations resulting in full transparency of inventory movements and better financial controls.

CUEVAS NOBLE ASOCIADOS, S.A. Jun 1996 to May 1997 Mexico City, Mexico

Management Consultant - Partner Management consulting firm dedicated to operational performance improvements. Reporting to the President.

Food manufacturer: Developed a mathematical model whereby the client was able to optimize profits when planning for products when one item is a byproduct of the other.

CIBA-GEIGY (Novartis) May 1983 to May 1996 Pharmaceutical and Chemical company with annual sales of $17B Director of Operations - Crop Protection Division, Mexico City, Mexico (Jun 1992 to May 1996) Responsible for the areas of customer service, order entry, invoicing, distribution, warehousing, demand management, master scheduling, materials, production planning, logistics and transportation. Reporting to the Divisional Director.

Restructured the national distribution network (from 13 Distribution Centers to 5 based on projected regional needs) producing a 35% savings in operational expenses (from $5 to $3) by analyzing demand and logistics data using regression analysis tools.

Transportation expenses were cut in half as a result of a strategy that combined the use of own fleet, corporate resources and 3PL services during peak demand periods.

Developed an inventory strategy that proactively used anticipated inventories as an integral part of the commercial strategy.

Implemented a centrally managed push DRP system compatible with the Division’s policies and strategies.

Reduced inventory coverage by 60% during a period of 9 months (inventory days dropped from 9 months to less than 4).

Increased customer service levels from the 70% to 95%+, as a result of introducing a formal Sales and Operations Planning Process together with a formal forecasting system, which relied on both statistical forecasts and market intelligence. I put in place a similar system for the Animal Health Division.

Operations Manager - Technical Operations, Mexico City, Mexico (Jan 1989 to May 1992) Product Manager - Pharmaceutical Division, Milan Italy (Sep 1986 to Dec 1988) Planning Information & Control Manager - Pharmaceutical Division, Mexico City, Mexico (May 1983 to Aug 1986)

CHRYSLER DE MEXICO, S.A. DE C.V. Mar 1980 to Apr 1983 Mexico City, Mexico Automotive OEM. Annual revenue: $1B

Cost, Pricing and Economic Analysis Manager (Assistant Controller) - Finance Division.

Accounting and Investment Analysis Manager - Finance Division

Corporate Planning Manager / Assistant to the CEO.