FRANCISCO JAVIER MORONES SANDOVAL

Responsible for new business development and increase sales with current Customers.

Lead a change process in the SCM activities. Results: - Developed and implemented Logistics Turnaround Concept - Improved Customer- Confidence and - Service from 91% to 100% - Succesfully executed Logistical Cost Reduction Initiatives for 797 TEUR - Implemented four New Programs on time and under Budget - Developed and implemented China's supply network with 12 Suppliers

Battery Group Latinamerica - Operations Planning and Supply Manager (Aug 2005 to March 2006). Results: Savings for 2.9 MUSD and five New Programs launched on time. Autoasientos Plant - Materials Manager (Jan 2004 to July 2005). Results: Operation stabilized and Customer Service improved from 90% to 100%. In Plant Productivity Turnaround Eurpoe Team (March to Dec 2003). Results: Productivity increased 9% and logistical optimization. EANSA Plant - Materials Manager (Nov 2001 to Feb 2003).

Responsible for Direct and Indirect Materials Purchasing and Logistics (Demand Administration/Production Control/Materials Planning/Warehouse/Distribution) activities. Results: - Material Cost Reduction: 2000 – 2.8 MUSD 2001 – 2.5 MUSD - Inventory turns improved from 8 to 31 turns - Customer Service increased from 77% to 98% (Series and Spare Parts markets) - Logistical Cost Reduction for 2 Mio USD

Readiness Logistics Manager (Jan 1995 to Jul 1999). Results: New Beetle and Jetta A4 launched on time and under Budget. Spare Parts Manager (Jan to Dec 1994). Results: Inventory reduction from 65 to 31 days /Service Level increased from 71% to 91% /Logistical Cost Reduction for 4 Mio USD Foundry and Motors Plant Logistics Manager (Jan to Dec 1993). Results: Inventory turns improved from 12 to 28 turns Production Control Group Supervisor (Jan 1985 to Dec 1990).

Logistics (Demand Administration/Production Planning and Control/Warehouse/Distribution).

Production Planning & Control

Production