Ignacio Amezcua

**** *. ******* ***, *******, Texas

***** ***** # 956-***-****

acb13g@r.postjobfree.com

RESUME

Highly motivated Industrial Engineer with outstanding credentials. My main

skills are leader, proactive, self-motivated and able to work under

pressure. My background is based on the automotive and education market

with almost sixteen years dedicated to accounting, purchasing, planning,

programming, sourcing and warehouse. I used to audit and developing new

vendors. I am very familiar with Production (ERP) and Quality Systems.

I Education

MBA (International Business) UANL (3 years) 1998 - 2001

Bachelor of Science in Industrial Engineer UANL (5 years) 1990-1995

II Courses and Seminaries

- AD6, BPCS, SAP, ERP, Just in time (Training by European Companies)

- ISO 14000, ISO 9000, QS 9000, VDA 6.1, TS 16949 (Certification)

- GM cost reduction (Recognition)

- Toyota planning and shipping materials (Recognition )

- Import and export in Mexico (Recognition)

- Blow and injection molding (Recognition)

- Plastics (thermoplastics resins, molding machines and equipment)

- Green Belt (Certification)

III Equipment

Windows 8, MS Office 2010.

IV Languages

Spanish and 50% French

V Professional Experience

Purchasing Director July/2007 - September/2013

Company name: Hidalgo Independent School District

Field: Education

Main Activities:

- Purchasing Department Budget analysis and evaluation.

- Preparation and evaluation of the District bids and proposals within the

course of the year.

- Review and approve District wide purchasing requisitions thru Region One

System.

- Janitorial Supplies. Place orders based on weekly needs & monitoring

inventory levels.

- Control and update Material Safety Data Sheets.

- Warehouse. Supervise shipping and receiving. Keep it clean and organize.

- Work on District wide fixed asset annual reports.

- Worker Comps. Coordinate injure worker process (Injury report, Doctor

visit, follow up, etc)

- District wide student uniforms. Place orders and verify Campus inventory.

- Energy Management. Input of District wide energy bills into a program

that generates District-Wide consumption patterns. Conduct in to the

District energy audits & reports.

- Emergency Management. Input of District wide Emergency Management

software.

- Supervise Text Books annual inventory program.

Materials Manager July/2005 - June/2007

Company name: Atlantis Plastics Alamo Division.

Finished goods: Plastics parts

Final customers: BROSE, EATON, DELPHI, TRW, TAKATA, NOMA, MAYTAG and

WHIRLPOOL.

Main Activities:

- Elaborate PO and releases for vendors.

- Negotiate with vendors long terms contracts and cost reduction programs.

- Implement vendors just in time system.

- Audit and maintain a vendor quality evaluation system.

- Make a project to reduce resin inventory level.

- Enter and update all the BOMs in QAD system.

- Control and update Material Safety Data Sheets.

- Customers improving delivering on time.

- Enter customer purchase order on QAD.

- Plan for elimination of obsolete inventory items.

- Time and attendance for my people (Scheduler and customer service,

shipping and receiving, warehouse and blending)

Achivements:

1)Packaging savings. Implement standard packaging on AP finished goods and

10% cost reduction. Savings from August 05 to July 07 was $119,000 USD.

2)Reducing warehouse space. Implement vendors just in time system. AP has

25% more space for finished goods.

3)Scrap materials. AP scrap was sold 50-80% more expensive than before.

Materials Manager March/2003 - December/2004

Company name: Cemm Thome, S.A. de C.V.

Finished goods: wire harness.

Final customers: GM & Toyota.

Main Activities:

- Develop and manage purchasing programs to include global sourcing of raw

and finished goods.

- Develop and implement programs to optimize inventory turns.

- Improve on time delivery for both to customers and from vendors.

- Develop a plant production planning pull system, shipping, finished goods

& production material.

- Negotiate contracts and cost reduction with vendors.

- Negotiate rates with custom brokers and freight suppliers.

- Maintain a vendor quality evaluation system.

- Directly supervise purchasing and production control employees.

Achivements:

1)Transfer. Coordinate the production lines transfer ( machines, special

working tables, test tables and tolling) from East Europe (Cz Republic &

Slovak) to Mexico on time (90%) to start the run@rate to our tier one

customers.

2)Delivering. Implement a finished goods just in time system with a

warehouse in Texas getting a better customer service avoiding extra costs

and eliminated the air freight from Europe to America.

3)Vendors. Developing NAFTA vendors and reducing the approval suppliers

list from Europe to States 70% during the first six months of facility

opening.

Purchasing Manager Cables, Plastics and Mirrors Divisions July/1997 -

Dec/2002

Company name: FICOSA NORTH AMERICA S.A. de C.V.

Finished goods: cables, shifters, visors, washer tanks, tubing systems and

rear view mirrors. Final customers: GM, Ford, Toyota and VW.

Main Activities:

- Request for quotation following QS-9000 procedures.

- Purchase raw material.

- Plan annual cost reduction by commodities (plastics, electronics and

metallic)

- Sourcing and developing new suppliers in USA and Mexico.

- Plan materials using BPCS system (MRP).

- Make sure that stock amount objective is accomplished.

- Support in new automotive programs launches and engineering changes.

- Work with quality people (SQA) correcting actions (8D's) and 5 Why's.

- Negotiate with the injection molding suppliers' price, delivering and

quality.

- Request PPAP level third (process flow, control plan, SPC, FMEA and

APQP).

Achivements:

1)Purchasing budget. FNA met the purchasing budget 91% in average during

1998 and 2002.

2)Cost reduction. FNA had a cost reduction of around 8 Millions USD during

1998 and 2002 mainly in Paint due to a) Global prices b) Cost reduction

5%/year and c) Rebate 20%/year

3)NAFTA suppliers. In 1998 the European suppliers had 90% and NAFTA 10% of

the panel of suppliers after four years European 30% and NAFTA 70%. FNA

eliminated lead times (from 60 to 30 days), Stocks (90 to 20 days) and

European freights (from one per week to one per month)

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