Customer Service Supply Chain

Jose E Larios

**** ******* **. ********, ** ***03

Contact info: 310-***-**** e mail: *************@***.***

Supply Chain Manufacturing Executive

Senior Supply Chain, Manufacturing and Operations international executive

with diverse industry experience and expertise in building, motivating and

leading teams through turnarounds, acquisitions and organic growth with

global organizations. Extensive track record in reducing operating costs,

streamlining operations, increasing efficiency, meeting regulatory

compliance requirements and transforming business culture.

Customer Service: Enabling business partners to achieve flawless quality, quantity and on time product

•

delivery.

Cost Management:

•

Optimize and realign the cost structures to be cost competitive across the end to end the supply chain and

influencing business partners to align and support business strategy without diminishing the brand equity.

Optimizing Operations: Combine data driven approach with intuitive experience to develop strategies and

•

tactical plans to achieve accelerate and sustain operational excellence.

High Performance Team Transformation: A motivation leadership style that influences and delivers

•

permanent change through organizational consensus building, changing behaviors & habits, accelerating and

balancing the speed and size of change, driving individual ownership and accountability.

EXECUTIVE CAREER PROGRESSION

Johnson & Johnson Worldwide, Inc.

Los Angeles, CA • 2008 Current

$176 Billion dollar Global Consumer, Pharmaceutical, and Medical Device Manufacturer

Sr. Director of Operations

A key member of the regional Beauty and Consumer Product sector (Brands: Neutrogena,

Aveeno, ROC and Clean & Clear, OTC products) supply chain organization. Accountable regional

leader responsible for delivering tactical and strategic global business objectives. Oversight and

management of all tactical execution of production operations, including new product introduction;

manufacturing operations (internal and external); demand, supply and production planning;

engineering, direct and indirect purchasing; packaging; distribution; warehousing and customer

service.

Increased annual sales by +23% to $1.4B from $1.1B dollars, improved annual case fill rates

•

and customer service to a sustained 95%, and decreased the average cost per unit by 33% from .34 to

.23 cents.

Consistently achieved moving annual production goals while meeting or exceeding all quality

•

standards as well as developing a short and long term to year capacity and capability strategy for

meeting the business’ expected demand within a double digit growth environment with dual sourcing

internal and external capabilities.

Developed performance improvement initiatives supporting new product introductions and

•

master site plan, including efforts to realign compliance profile, improve operational model and migrate

culture from cosmetic manufacturing site to a 100% OTC with no business dislocation.

Turned around customer service levels from 91% to 98%, while concurrently implementing a

•

$225MM dollar global SAP initiative, and re organizing the Los Angeles campus and the

manufacturing site.

Successfully leading FDA recovery plans to outpace forecast by 20% with special emphasis in

•

lean deployment and OEE enhancement at internal manufacturing site.

Develop, execute, advise, and support $100MM capital management strategy for product beauty

•

and consumer product segment across the Americas.

Influence financial department to provide better visibility on expenses, SLOB and CIP’s to improve

•

management of departmental budgets with very clear deliverables leading to $8MM dollars in cost

savings a year.

PAC(Division of Marietta Corporation) / Vernon, CA • Dec 2007 2008

$300 Million dollar Consumer Products (OTC) Manufacturer, acquired by a Private Equity firm

General Manager

Accountable for the overall success of Marietta’s hotel products and retail manufacturing sites at

Los Angeles and Chicago. Managed all 60 professionals and 500 total employees across all

departments other than sales and marketing (i.e., production, quality, business development,

safety, supply chain/procurement, engineering, maintenance, R&D, finance, HR and customer

service). Full P&L responsibility. Service over 600 active customers and manufacture

approximately 1000 active SKUs.

Managed a CAPEX budget of $2MM dollars to revamp critical equipment; operational

•

improvements resulted in payback of less than 6 Months

In seven months, improved profitability at the Los Angeles facility from ( 8%) to 10% and

•

stabilized operations.

Reduced expenses at Chicago facility by 30% by consolidating processes, cost optimization

•

and the elimination of non profitable business lines.

Established financial metrics to manage daily operations activities for managers and

•

supervisors that led to 30% expense reduction for 7 consecutive months.

Launched continuous improvement efforts to align actual attainment with customer contracts

•

(resulting in attainment improvements from 85% to 98.5% as measured by our customers).

Restructured 7 departments and upgraded departmental management to drive the objectives of

•

the turnaround.

Successfully implemented quality systems that enabled the Los Angeles facility to pass P&G’s

•

quality audit (previous grade had been failing; achieved 90% compliance that will ensure two

years’ of additional business from P&G).

Designed and implemented a production plan that improved OEE (Overall Equipment

•

Effectiveness) by 30% in both our compounding and packaging departments. The

improvement in OEE created additional manufacturing capacity that resulted in a 20% sales

increase that is forecast to improve profitability by another 7% (up to 17%) by the fourth quarter

of 2008.

Dacor, Inc. City of Industry/ CA • September 2005 December 2007

$260 Million dollar Consumer Durable Goods Manufacturer and Distributor

Director of Operations

Accountable for all manufacturing operations across all three manufacturing sites located in Los

Angeles, including fabrication, coating and assembly, maintenance, material management and

inventory planning, logistics, and continuous improvement initiatives. Served as a change agent,

rightsizing the business and improving cash flow by consolidating from five to three facilities

through complete process mapping and material flow analysis of all operational functions.

Responsible for developing, training and unlocking potential talent among associates through

transparent KPIs aligned with business objectives. Supported vendor management efforts (led

negotiation and execution of Kan Ban programs) to leverage the company’s suppliers to reduce

material costs, improve supply chain lead times and improve material quality, enabling the

company to reduce working capital investment in raw material inventory. Full budget and P&L

responsibility across departments.

• Streamlined manufacturing force by 30% (from 340 to 240 associates) using lean manufacturing

principles.

• Freed–up 100,000 square feet of factory floor space by closing 2 plants and consolidating

production lines within new plants, through Kaizen events, into a cellular highly efficient operation

for the dishwasher line, resulting in $1,000,000 in annual savings.

• Gained 15% production efficiency through Kaizen events and elimination of non value added

activities as well as eliminations of process flow constraints.

• Achieved 99.9% monthly schedule production goal, representing a reduction of 85% overhead

variance per month and an annual savings of $2,000,000.

• Established financial metrics to manage daily operations activities for managers and supervisors

that led to operating 15% under budget for 2 consecutive years.

• Designed and implemented TPM for the Fabrication and Coating departments to increase

equipment uptime by 15 % and annual inventory turns of raw materials from 100 to160 (resulting

in significant cash flow improvement).

• Enhanced inventory control through the implementation of a Kanban system, decreasing the

amount of raw inventory by 20% ($2.5MM dollars per year in savings) and increasing turnover by

100%.

Additional Experience

Plant Manager: Jacuzzi Brads, Inc. Chino/CA • January 2004 September 2005

Operations Manager: Calvert Engineering. Sylmar/ CA • November 2000 January 2004

General Manager Offshore Water Treatment Platform. Pemex/ Mexico • Sept 1988 October

2000

EDUCATION, CERTIFICATIONS AND PROFESSIONAL DEVELOPMENT

Masters of Business Administration. Monterrey Institute of Technology and Superior Studies

1997

• Bachelor of Science Chemical Engineering. University of Guadalajara, Mexico 1987

• Operations Management Certificate. California State University Los Angeles 2004

• Leadership Team Building Workshops. Develop J&J leadership workshops; “How to build

your leadership capabilities” and “How to deal with day to day challenges with complex

resolutions in a highly matrix organization”.

• Six Sigma Green Belt. California Manufacturing Technology Consulting 2005

• Co Chair of Johnson & Johnson HOLA organization, activities to enhance the diversity within

the J&J’s workforce.

Contact this candidate