Manager (2013 - present) - Dubai, UAE
Consultant in business strategy and supply chain management reporting directly to the Managing Director of the office, Partner of the company.
Lead Supply Chain Management department in the Dubai office, and develop the Middle East, Levant, CIS, East
Africa and East Asian markets. Annual revenue targets of 700, 000 US$. Some of the recent projects developed in the last two years include:
• CONFIDENTIAL, COMMODITIES. Conducted due diligence of current logistics activities of a commodities
company, a leader in its market; defined the business model to establish a separate logistics company,
providing service to external clients. The holding has annual revenues of more than 500 Mio US$. The
project was directed by the CEO and I have been reportin directly to him and the Chairman. The project was a success and we are now in the fundraising process.
• CONFIDENTIAL, RETAIL GROUP: Designed the long term supply chain strategy for the expansion of the group to all GCC Countries. Dubai, UAE. I directed the project reporting to the Business Development Manager and with day-to-day work with Operations Manager, the Retail Manager and the CFO. The key changes to be
implemented are a new organizaional structure, the regional distribution network, the internal policies
(stock, replenishment, assortment, transport) and the blueprint for the new warehouse in Dubai. We are
currently implementing the mesures identified under my supervision, with four main workstreams, working
closely with the planning & purchase, retail & wholesale, IT and Finance departments.
• DUFRY. RETAIL WORLD LEADER COMPANY. Caried out the design of new warehouse, around 5, 200 m2, from a structural and operational point of view, identifying the logistic needs of the operation and defining the size of the warehouse, locations, flows, docks, picking areas, equipment and staff needed, levered on a
consistent business plan, in Dubai, UAE. The project also included the labor accomodation and corporate
offices. The design was a success and the development is now in the engineering phase.
• COCA-COLA MEXICO. Was involved in the comprehensive analysis of the supply chain of Coca - Cola in
Mexico, including four production facilities, around 20 distribution centers and thousands of delivery points.
We designed the future value proposition after identifying potential break points in the national supply
chain, including planning, production, distribution and warehousing as well as, in Mexico. We identified
achievable savings of aroung 60 Mio US$ per year.Some of the opportunities identified, specially in the capilar distribution are being deployed with 2% sales increase in the last two years. The project was directed by the Supply Chain Corporate Manager of Coca-Cola Femsa and we reported the final findings to Coca Cola
HQ in Atlanta.
• ADNOC. OIL & GAS. Defined the long term strategy for cargo and personnel transportation to all offshore
locations. Abu Dhabi, UAE. The project was lead by the Operations VP of two OPCOs and included the definition of the logistics strategy, the review of the internal policies with regards to the personnel
transport, the identification of the future transport needs offshore and the development plan of transport
infrastructures offshore. In the end, and after briefing the CEO, we also designed the new organizational
structure of the logisctics division. From my position of project manager, I dealt on a daily basis with the
Logistics VP, reported weekly to the SVP and briefed the CEO a couple of times. The team was composed of two consultants, two staff from the client and two external experts.
• L'OREAL. Carried out an assessment of the current logistic footpirnt of the worldwide leading company in the cosmetic industry to, provide a long term solution of the distribution and warehousing network in Spain
that is expected to generate ca. 5 Mio € of annual savings, in Spain. We identified the logistics needs on the future and advised about the footprint scenarios for the long term (number, size and location of the
warehosues, transprot policies, outsourcing policies, advisable partners ), reaching to a conclusion that is
currently under implementation with our project management support.
• PHARMACEUTICAL COMPANY.
• Designed and implemented a complete industrial continuous improvement plan for the departments: evaluated processes in several departments including l General Management, production, logistics,
maintenance and general services (9 months in situ stay on client 's facilities in Spain): I managed a
team of 9 people composed by the production manager, the maintenance manager, the technical
manager and the supervisors of each production shift
• Design and develop an IT tool to manage inventories through the different sites of the company.
• DAIRY PRODUCER. FMCG.
• Analysed and monitored the Logistics Operator activity in Canary Islands, Spain. Designd and implementated a continuous improvement plan and a set of KPIs to monitor these changes.
• Carried out Feasibility analysis of the creation of a 4PL related to a mass consume product industry,
designed to save up to $1.8 million pa.
• PUIG. COSMETICS PRODUCER COMPANY. Designed the long term industrial plan of a Spanish cosmetic
company, leader in its sector, involving several production plants worldwide.
• BAHRI - NCC. CHEMICAL SHIPPING LINE: Designed the commercial and operating strategy for the development of one of the top 10 world players in the industry, in Saudi Arabia
• IL&FS. OIL TERMINAL OPERATOR. Designed the business strategy to develop a oil terminal in a port in the
UAE, which included a market analysis, defining its value proposition and commercial strategy, in the UAE
• SABIC. PETROCHEMICAL COMPANY. Designed of the whole Supply Chain department including the business
strategy, product requirements, route-to-market, outsourcing policy, organizational structure, remuneration
plan, monitiroing tools and IT tools, in Saudi Arabia.
Other positions in IBC: Senior Consultant (2012-2013) - Dubai, UAE
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