Resume of Andrew C. Fallarme Page * of **

SUPPLY CHAIN MANAGEMENT PROFESSIONAL

Accomplished Supply Chain Manager committed to provide sustainable competitive excellence in Supply Chain Operations to maximize profitability and increase internal/external customer satisfaction at an acceptable cost. COMPETITIVE SUMMARY

Extensive Experience in Supply Chain Management namely Inventory Control, Warehousing, Production Planning, Procurement/Importation, and Distribution Management

(total 28 years in the Supply Chain industry, 20 years top management)

Demonstrated top management expertise in both Strategic and Tactical Planning and Execution to improve and sustain bottom line results in close coordination with Sales, Marketing, and Finance.

Proven ability to design and implement an effective and efficient flow of goods from suppliers to consumers with respect to process improvement, cost savings, and innovations resulting to sustainable profitable increase in bottom line results. .

Proven track record in True National Distribution of international and local food products in the areas of Frozen, Chilled and Dry.

Earned reputation in ERP system migration namely SAP, Exact Globe, and Oracle KEY AREAS OF EXPERTISE

EDUCATION

MASTER IN BUSINESS ADMINISTRATION DE LA SALLE UNIVERSITY 1999 - 2004 SAN JUAN GREENHILLS,

NCR, PHILIPPINES

• 3 TIMES DEAN’S LISTER

• TOP 20% OF THE CLASS

Big picture focus on company goals

Inventory Planning & Control

Management

Warehouse Management

Time and Resource Optimization

Transport Management

Procurement/Importation

Forecasting

Budget and actual expense

monitoring

Order to Cash Management

Strong Business Acumen

Negotiation

KPI/SLA Management/Analytics

Team Leadership

Management of Multi cultural

and Cross-functional teams

Staff Training and Development

Change Management

ANDREW CABAGNOT FALLARME, MBA

Block 5 Lot 5 Via Lodi St. Ponticelli Gardens, Molino 3, Bacoor, Cavite 4102 Cell No. 1. +639**-******* Cell No. 2. +639**-******* E-mail: adiq1g@r.postjobfree.com

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BS IN ELECTRICAL ENGINEERING MAPUA INSTITUTE OF TECHNOLOGY 1986 - 1991 INTRAMUROS, MANILA, NCR, PHILIPPINES

• ACTIVE MEMBER OF THE INSTITUTE OF INTGRATED ELECTRICAL ENGINEERS OF THE PHILIPPINES

• TOP 20% OF THE CLASS

SECONDARY LOURDES SCHOOL QUEZON CITY

RETIRO, QUEZON CITY, NCR, PHILIPPINES

• LOYALTY AWARDEE

• TOP 30% OF THE CLASS

CAREER HIGHLIGHTS

VP AND HEAD SUPPLY CHAIN MANAGEMENT GROUP ST LUKE’S MEDICAL CENTER JULY 2018 TO PRESENT; CHARACTER REFERENCE: VP HR ATTY.SIMEON OBTINALLA (632-****-**** EXT 5045; 099*-***-**** Reporting administratively to the President and CEO and functionally to the EVP Hospital Operations. Active member of the Management Committee in driving both Strategic and Tactical plans of the company to exceed company targets. Directly responsible in the areas of Planning, Procurement, Warehousing, Sterilization and Dispensing. Formulate and implement Procurement Strategies to improve both current price point of materials and availability through sustainable Supplier Partnership. Develop Inventory Management Strategies to reduce Working Capital and optimize company resources. Member of the ERP Council that aims to improve both current and future state system and process configuration to effectively and efficiently manage materials flow real time through Digitalization. Closely work with Medical Practice, Quality and Patient Safety, Risk, Legal, Compliance, Finance, Marketing, and HRD.

DELIVERED RESULTS:

• Strategically transitioning to the improved SCM organizational structure towards Integrated Business Planning concept framework initially on the following: o Supply Chain Planning team consolidation and working on data integrity through an effective Inventory Management system.

o Strategic Sourcing, Contracting, and Supplier Relationship Management o Outsourcing non-core functions

• Reduced inventory variances from P32M to less than P100k 2019 vs 2018 year end inventory

• Increased revenue and profitability of Dispensing operations by 8% vs previous year.

• Improved returns policy/processes that reduced obsolescence by 50%

• Generated +20% Savings vs previous year

• Zero stock outs of PPEs and Drugs in the middle of the Pandemic Crisis SUPPLY CHAIN PLANNING MANAGER CARGILL JOY MAR 2018 TO JULY 2018 Directly reporting to the Supply Chain Director (Expat) and directly responsible in the areas of Warehouse and Distribution in a Nationwide scale from breeding to delivery of Fresh Chilled and Frozen Marinated cut- ups. Formulate and implement an effective and efficient Distribution Network to meet customer delivery requirements and eventually make available sustainable supply of its poultry needs demand. DELIVERED RESULTS:

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• Standardized inventory quality status in the system in coordinaiton with internal customers to organize inventory to execute critical information based on SLA for each categories.

• Formulated and implemented an effective Inbound and Outbound tactical schedules in the frozen category to organize internal/external traffic in the supply chain.

• Introduced transport accreditation system of the whole trucking fleet to manage risks, develop and grow its current capabilities.

• Executed an effective and efficient Distribution Network that effectively increased turnover of stocks and generated savings of P1M in transport cost per month.

• Project Leader and executed Project Quick Win that increased production efficiency and strengthen control AP of Value Added Products.

AVP SUPPLY CHAIN EDWARD KELLER PHILS, INC SEPT 2013 TO MAR 2018 Report administratively to the Head of Country Management and functionally to the Regional Supply Chain Head. Active member of the Management Committee in driving both Strategic and Tactical plans of the company to exceed company targets aligned with Global directions. Directly responsible in the areas of Purchasing, Production Planning, Warehousing, and Distribution. Formulate and implement Purchasing Strategies to improve both current price point of materials and availability through Supplier Partnership. Develop Inventory Management Strategies to reduce Working Capital and optimize company resources. Owner of WMS process configuration that aims to effectively and efficiently manage materials flow real time. Closely work with Sales, Finance, R&D, and HRD.

DELIVERED RESULTS:

• Spearheaded the Business Processing Mapping Project that aims to document and re-engineer the internal processes of the whole organization. BPM mainly supported the company’s 2015 FSSC certification conducted by SGS.

• Implemented Plan/Buy and VMI that reduced RMPM inventory levels, supplier leadtime, and working capital that increased EBIT by 20%.

• Generated annual savings of P35 M through the ffg initiatives o Strategic Souring of Alternative Materials/Suppliers o Strategic Procurement of Seasonal Materials

o Purchase of Warehouse LED lighting (P4M) and MHE (P3M) o Transport Load Consolidation and Outbound Volume Balancing. o Outsourcing of Frozen Materials

• Spearheaded SCM Optimization Project through SAP reconfiguration and implementation of RF

(potential annual savings of P2M).

• Finalized project plan ready for implementation

o Warehouse Capacity Improvement by 50% - preparation for future growth o Nationwide Distribution – strengthen competitive advantage and growth o Warehouse and Transport Outsourcing – compliance to labor only contracting

• Improved SLA by 30% through the following:

o OTIF – Raw and Packaging Materials Availability for Production through Materials Analysis, Improved Order Fulfillment Process; Availability of Right Transport System and effective Document Management.

o IRA – Improved Receiving, Issuance, Reverse Logistics Process, and Strategic Cycle Count /Reconciliation Process

• Implementation of Materials Resource Planning vs Forecast o Improved production equipment utilization by 20% o 25% increase in Warehouse productivity.

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o 10% decrease in Working capital with respect to inventory days. SUPPLY CHAIN DIRECTOR Quanta Paper Corporation Sept 2012 to June 2013 Reports to the President and an active Management Committee member. Participated in formulating and implementing strategic and tactical plans of the organization. Ensured to exceed company targets by developing a seamless Supply Chain Model. Responsible in managing Finished Goods/Raw Materials, Distribution, Production Planning, and Purchasing. Closely work with Sales, Marketing, and, Finance. DELIVERED RESULTS:

• Arealized all Warehouses and Implemented effective inventory count until system posting process.

• Standardized, documented and implemented critical processes from Incoming stocks, Order to Cash Cycle, and reverse logistics.

• Worked closely with MIS to update critical information in the system in item, debtor, and pricing master of our ERP in preparation to the objective of Seamless Supply Chain. Also, business intelligent reports to facilitate an effective order fulfillment system from picklist to route planning/delivery monitoring system. Defined critical KPIs that increased productivity by 30%.

• Started educating the Raw Materials Purchasers on Strategic Sourcing.

• Improved collections by 30% through faster turnaround of delivery documents.

• Cost Plus approach on trucking rates that generated 8% reduction

• Introduced Route Planning that increased delivery timeliness by 20%.

• Spearheaded Interfacing of 4 databases to ensure smooth flow of Order to Cash Cycle process.

• Improved Inventory Accuracy from 30% to 99%

DC OPERATIONS MANAGER Metrogaisano Oct 2011 Sept 2012 Reports to the Supply Chain Director and an active Management Committee member. Participated in formulating and implementing strategic and tactical plans of the organization. In charge of meeting or exceeding the store revenue targets in the Visayas Region by having an effective and efficient flow of goods from our suppliers to the consumers. Directly responsible for all Distribution Centre’s Inventory and Warehouse Management in the Visayas Region in the areas of Frozen, Chilled and Dry distribution to all stores . Closely work with importation, purchasing, finance, store operations, and IT to exceed customer expectations in their shopping experience.

DELIVERED RESULTS:

• Implemented centralization of fruits and vegetables packing processing that increased revenue by 10% and improved food safety standards. Also, consolidated all frozen products in the same location.

• Increased truck optimization by 20% resulting to P360k savings in trucking cost per month.

• Improved reconciliation process in resolving negative variances in stock transfer to stores that directly improved accuracy on stock replenishment realizing projected savings of P 0.5M per month.

• Reduced non-moving items by 50% adding 7M funding to company core business. Resume of Andrew C. Fallarme Page 5 of 10

• Finalized plan for the Grocery Consolidation Project that improved speed of delivery and projected to generate cost savings by 10% through synergies.

• Member of the Fresh Strategic Sourcing Team initially increased revenue by 8%, reduction of inventory levels by 20%, and reduced operating cost by P300k per month by standardizing product specifications, improving internal processes, and capitalized on demand volume to develop suppliers that can deliver at competitive pricing.

• Increased productivity by 20% by strengthening internal skills of the team by applying best practices on each processes, established SLAs and KPIs, gap analysis, and empowerment in formulating action plans.

SUPPLY CHAIN MANAGER Scanasia Overseas Inc. Oct 2002 to Mar 2011 Directly reporting to the President and functionally reporting to the Finance Director. As Management Committee member, formulates and implements strategic and tactical plans of the organization. Strengthen the effectiveness and efficiency of the Supply Chain Business Model of the organization. In charge of the whole supply chain nationwide and directly responsible for Inventory Control, Warehousing, and Distribution Management. Accountable for the performance that includes accreditation of all 3PLs, namely forwarders, truckers, and strategic warehouse providers nationwide. In addition, improved demand planning assessments to improve forecast accuracy to address gaps on opportunity loss. Participate in commercial agreements with Principals and providers to protect margins and other internal interests. Close coordination with importation, purchasing, and customer service to ensure smooth flow of materials from suppliers to customers. Work closely with Sales and Marketing to cover for opportunities and changes in volume trends in the market place.

# of Subordinates: 8 – Direct Reports ; 6 – Functional Reports; 47- Total man count within the department DELIVERED RESULTS:

• Directed strategic initiatives that doubled profits by developing, initiating, and managing true national distribution of our products in the areas of chilled, frozen, and dry.

• Reduced and controlled total operational costs in both warehousing and distribution by P3M per month.

• Facilitated numerous commercial agreements with Principals and service providers to protect the internal interests of the organization. Negotiated with 19 international principals and 12 service providers to protect margins thru trading terms and competitive rates.

• Active member of the SAP committee that rolled out SAP with focus to MM and SD modules. Also, participated in P2M cost savings due to process streamlining, reduction of licenses, and shortened parallel runs.

• Partnered successfully with Sales and Marketing to produce cost reduction and process improvements through Supply and Demand, Sales and Operations, Returns Management meetings that reduced opportunity and product loss by 50%

• Strengthened company’s business by leading design, constructing, and operation of Boracay Depot project that generated additional revenue of P4M a month.

• Worked directly with Sales, Marketing, and Purchasing that reduced inventory levels by 30% at 45 days inventory levels thru continuous improvement of stock replenishment assessment/MRP. Partnered with Principals to increase allocation of fast moving products and lower MOQs of slow moving products to optimize container utilization and maximize sales potential. Resulted to increase in revenue by 20%.

• Worked closely with Brokers in scheduling of shipments that reduced inbound costs by P0.5M a year. Resume of Andrew C. Fallarme Page 6 of 10

• Spearheaded Total Quality Management by implementing GWP/GMP, OSH, Sanitation, Pest Control, Process Re-engineering documentation, and Food Safety.

• Introduced KPIs and SLAs not only to satisfy both internal/external customers but also to drive a performance based organization.

• Facilitated business continuity by obtaining excellent audit reports by principals.

• Worked closely with Customer Service to reduce out of stocks, on time and complete deliveries, total order management, and customer feedback.

LOGISTICS MANAGER FIGARO COFFEE COMPANY (consultancy) July 2002 to Sept 2002 Directly reports to the President to professionalize the whole Logistics Department in terms of policies, procedures, efficiency, and effectiveness. Improve work system and document work instruction and procedures of Purchasing, Warehouse, Commissary, and Distribution. Implement Supplier Management focusing on contract management, sourcing, and materials cost reduction. Improve Inventory Record Accuracy of both Warehouse and Commissary to support the Materials Requirement Plan. Improve the Production Process Flow of Commissary to attain a cost effective operation. Source a bigger and strategic warehouse to consolidate Commissary and Warehouse Operations.

# of Subordinates: 2 – Direct reports; 50 – Total size within the department DELIVERED RESULTS:

• Set up MRP system that resulted to ideal stock levels and product availability

• Standardize production Sequence of the Bakery Section of the Commissary

• Reduced materials cost of raw materials by P20k per month by training Purchasing staff to negotiate.

• Trained Purchasing Head on Contract Management.

• Implemented mapping, tagging, and arealization to support Inventory Record Accuracy.

• Improved Route Plan that improved stock availability in stores while decreasing trucking costs. LOGISTICS MANAGER GIGOSO GROUP OF COMPANIES Nov 2001 to July 2002 Directly reports to the President. Ensure that there is an efficient and effective flow of materials from our supplier to customers. Direct supervision of the following sections namely Production Planning, Purchasing, and Raw Materials Warehouse. Responsible to achieve and exceed Sales Forecast and margin goals set by the company.

# of Subordinates – 3 planned direct reports; 400 – Total planned size within the department. DELIVERED RESULTS:

• Standardized conversion of Sales Forecasts to Production Plan of the proposed Poultry Dressing Plant.

• Aligned processing plan with respect to the Poultry Dressing Plant construction plan.

• Documented procedures of Raw Materials Warehousing.

• Designed and justified the organization structure of the Logistics Department. Resume of Andrew C. Fallarme Page 7 of 10

WAREHOUSE MANAGER BORALPLASTERBOARD PHILS July 2001 to Oct 2001 Directly reports to the Country Manager. Responsible to all the warehousing functions namely inventory control, high productivity, safety, arealization, asset management, security policies and procedures, finished goods distribution, warehouse building maintenance, warehouse purchasing requirements, and good housekeeping in conformity to the policies and standard operating procedures.

# OF SUBORDINATES: 4 - DIRECT REPORTS; 10- TOTAL STAFF WITHIN THE DEPARTMENT DELIVERED RESULTS:

• Documented all work instructions from receiving to issuance including security measures.

• Set up space planning strategies to support Sales Forecast

• Trained warehousing personnel on Warehousing Tools, Techniques, and controls including 5S to promote people empowerment and confidence.

• Set-up minimum inventory levels to bring down inventory cost.

• Ensured a perfectly balanced line with continuous replenishment.

• Improved security procedures and policies.

• Set up productivity measures to maximize manpower compliment.

• Standardize product specs that resulted to savings of P1M.

• Designed an effective Production Shipment Plan

• Revised trucking contract to per trip basis that save P60k per month MHG/PRODUCTION SERVICES SUPERVISOR SELECTA WALL’S INC. SEPT 1997 TO JUNE 2001 Reporting to the Logistics manager and generally acts as a Warehouse Manager and reporting to the Logistics Manager. Raw materials (bulk and batched) and engineering parts inventory owner from receiving to transfer of accountability. Optimize Warehouse capacity planning to support sales forecast. Owner and formulate contracts of third party logistics providers. Ensure 100% Inventory Record Accuracy zero out of stocks and production downtime. Implements and updates work procedures of the group based on improved processes. Owner and manager of all assets assigned to the department. Member of GEMMS (Oracle) committee that troubleshoots and improves system related matters. Ensure that the facility is in compliance with the Good Manufacturing Practices, OSH, Sanitation, and Pest Control. Active member of the Safety Committee promotes safety awareness and improve/cascades other initiatives. Monitors and Budget all the expenses of the group.

# of Subordinates – 12 –Direct Reports; 40 total within the section DELIVERED RESULTS:

• Negotiated with suppliers to lower down cost of numerous raw materials by collaboration through their processes and packaging.

• Brought down days level of raw materials that brought down inventory cost by P40M

• Introduced proper bidding of suppliers to level the playing field.

• Authored work instructions to standardized processes. Resume of Andrew C. Fallarme Page 8 of 10

• Author of contracts of TPLs and negotiated to standardize expectations and reduce rates to acceptable levels.

• Implemented space optimization that improved space capacity by 300% resulting to improved processes.

• Work with committee to implement/improve Oracle GEMMS

• Incorporated hard assets to GEMMS that monitors and optimize their utilization.

• Reduced lead time of raw materials delivery from ordering from 12 to 2 days.

• Trained Production Services group on warehousing techniques and housekeeping to improve product handling, inventory taking, arealization, and stacking.

• Set-up a location for Production Services materials inventory in the Oracle system to monitor and measure materials usage in terms of accuracy and variances.

• Designed installation of racking system inside the Production Services area. WAREHOUSE AND INVENTORY MANAGEMENT SUPERVISOR Purefoods Corporation June 1996 to August 1997

Reporting to the Warehouse Manager and ensure accuracy of inventory of all Frozen and Chilled Finished Goods including effective implementation of FEFO to eliminate spoilage. Work closely with 3PLs to ensure on time and in full delivery of products to customers. Timely preparation of delivery documents for Route Planning . Close coordination with sales executives to ensure effective stock allocation.

# of Subordinates: 5 – Direct Reports; 20 Total size within the section DELIVERED RESULTS:

• Organized and implemented consolidation of all SKUs in Navotas.

• Implemented and systematized remote invoicing of order filled stocks.

• Improved order filling procedures by implementing tally sheets.

• Eliminated product losses by continuously improving internal processes

• Design a daily distribution plan to maximize truck utilization and improve on time deliveries RENDERING PLANT SUPERVISOR Purefoods Corporation June 1994 to June 1996 Cross functionally reports to the Production Manager and Maintenance Manager. Implements and plan for the effective and efficient Preventive Maintenance of the Plant. Full compliance with the Production Schedule and ensure zero downtime. Ensure accurate inventory of finished goods at any given time. Closely coordinates with distributors pertaining to availability of finished goods. Work closely with plant consultant

(Meyn) regarding Plant efficiency and improvement.

# or Subordinates – 2 – Direct Reports; 2 – Administrative reports; 20 – total size in the section Delivered Results:

• Standardized and documented work instructions of Production, Warehouse, and Maintenance in conjunction with Meyn Philippines.

• Improved yield and quality of finished goods which is the best in the industry

• Introduced 100% IRA

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FURTHER PROCESSING SUPERVISOR Purefoods Corporation June 1993 to June 1994 Reports to the Production Manager to have full availability of finished products by complying with production schedule and sales forecast. Ensure compliance to Good Manufacturing Practices. Coordinate with Sales regarding the detailed specifications of products. Compliance to Yield targets with zero spoilage. Ensure manpower availability with reference to the Master Production Schedule. Comply with 100 % manpower utilization.

# of Subordinates: 6 Direct Reports – 110 total size per shift Delivered Results:

• Tripled overall production capacity to serve customer requirements.

• Standardized and systematized operations with respect to product specifications

• Reduced 20% revised manpower compliment vs. budget without impact to product quality PRODUCTION SUPERVISOR Purefoods Corporation June 1992 to June 1993 Reporting to the Production Manager and ensure 100 % Production capacity. Dressed chickens comply with quality standards with respect to customer requirements. Objective allocation to customers for critical inventory levels of finished goods. Ensure High yield with respect to target timelines. Ensure full manpower availability and utilization.

# of Subordinates: 8 Direct Reports; 30 staff per shift Delivered Results:

• Improved procedures and increased significantly yield in the production of KFC spaghetti sauce.

• Designed and justified antibac applicator, which reduced manpower cost.

• Made a study on Standard Reseco Allowance, which was used as basis of the whole organization. Seminars Attended

Hospital and Healthcare Industry Forum (speaker) Marriot Hotel/Pasia Sales and Operations Planning Marriot Hotel/Pasia

Procurement for Supply Chain Professional Marriot Hotel/Pasia 2015 and 2014 Pasia Conference Marriot Hotel/Pasia Strategic Sourcing AIM/Pasia

ISO 9001:2008 Quanta Paper Corp

CCAP 2010 Conference Sarabia Hotel/Ilo-ilo

Managing Change SOI Office

Effective Project Management SOI Office

Coaching Skills Workshop SOI Office

IT Continuity Management Times Plaza

SCMAP 07/08/09/10 Conference Shangrila

Balanced Scorecard Makati

CCAP 2008 Conference Marco Polo Cebu

CCAP 2007 Conference Mallberry CDO

Resume of Andrew C. Fallarme Page 10 of 10

Warehouse Planning and Design Edsa Shangrila/Marcus Evans ISO 22000 Manila Peninsula

CCAP 2006 Conference Marco Polo, Davao

2006 DMAP Conference Edsa Shangrila

Supply Chain Innovations Edsa Shangrila

2004 DMAP Conference Edsa

Measuring Logistics Performance DMAP

Stronger Links to Food Security CCAP/Peninsula Manila Challenges & Opportunities in Critical Times CCAP/Makati Sports Club in Critical HACCP, GMP, WMS WFLO/IARW Manila Peninsula

Business Negotiations DLSU

Project Management DLSU

Entrepreneurship DLSU

Supply Chain Fundamentals SWI

Current Good Manufacturing Practices SWI

Fire Brigade Seminar SWI

Occupational Health and Safety SWI

Total Productive Maintenance Unilever

5S SWI

Safety Assurance PFC

Labor Relations PFC

Affiliations

Director of Cold Chain Association of the Philippines Active Member of PASIA

Active member of the Supply Chain Management of the Philippines Active member of PASIA

Keywords

MBA, BSEE, Supply Chain Management, Inventory Control Management, Warehouse Management, Distribution Management, Procurement, Importation, Production, Engineering Maintenance, Total Quality Management, Team Leadership, Strategic and Tactical Planning and Implementation, Project Management, Negotiations Skills, Multi cultural and cross functional Management.

*References available upon request.

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