1. Edgardo Rivera-Sueiro
787.525.5041
Parque Escorial  3408 Terrazas St., Carolina, PR 00987
SENIOR MANUFACTURING/SUPPLY CHAIN MANAGEMENT EXECUTIVE
Operations Manager – General Manager – Multi-Plant Manager
Building and Leading Lean Manufacturing Organizations
Driving Productivity and Positioning for Rapid, Sustained Growth, and Market Leadership
Pioneering executive with unwavering record of success in delivering manufacturing and multi-plant operating strategies to
produce sales, profit, and operational improvements in challenging situations. Gifted P&L leader with proven expertise in lean
six sigma-manufacturing, supply chain strategies and management that eliminate redundancies, automate processes/systems,
increase production output, and deliver productivity, quality and efficiency improvements. Certified (CPIM) by American
Production and Inventory Control Society (APICS) and trained for Six Sigma Black Belt. Six-time winner of GEs “Top Plant
Award.” Key areas of leadership…
 Multi-Plant Leadership
 Strategic Planning & Tactical Execution
 Lean Six Sigma Production
 Process Reengineering
 Financial Controls
 Profit and Performance Improvement
 Restructuring and Turnaround
 Manufacturing and Quality Processes
 Logistics / Supply Chain Management
 Regulatory Compliance
 Staffing, Training and Team Building
EXECUTIVE PERFORMANCE HIGHLIGHTS
YOBEL SUPPLY CHAIN MANAGEMENT, YOBEL SCM, San Juan, PR 2014-08/Present
General Manager
Plan, manage, develop and implement business strategies to increase sales growth in the services offered in the country,
meeting financial targets (P&L and Balance Sheet), managing the budget of the operation and ensuring the use efficiently.
Ensure participation and compliance in the Business Plan. Implement and maximizing efficiency standards to propose
improvements to the customer, optimizing operations to ensure service levels offered, as well as quality standards.
CARIBE GENERAL ELECTRIC, GE Consumer Industrial / GE Energy Management | San Juan, PR 1995-12/2013
Executive-Manufacturing, 2006-2013
Drove the simultaneous turnaround and optimization of supply chain operations at four Puerto Rico plants located in Humacao,
Arecibo, San German and Vieques, manufacturing commercial and residential circuit breakers, contact silver tips, switches and
electrical panel kits for export market with a combined $260/$270 million in annual sales, 45% contribution margin, 1400-member
workforce, and average inventory running at $12 million. Successfully utilized and executed various lean and six sigma tools and
techniques to analyze, plan, and improve business processes setting the stage for significant progress in key performance
indicators, operating goals, productivity improvements and cost-reduction programs impacting critical metrics across GE key
metrics: Environmental, Health and Safety, Quality, Service, Cost-Out and Inventory. Key Results:
 Humacao: Directed Transfer of Work reducing fixed cost $700K
 San German: Led Transfer of Work reducing variable cost productivity $2.8M
 Arecibo: Delivered $1.7M of variable cost productivity and reduced fixed cost $2.3M
 Vieques: Increased contribution margin 2.7%, reduced inventory days 20%, while keeping distribution fill rate at 98%
 Spearheaded design and implementation of the first Lean Academy to train sister plant employees on lean management
concepts. Success of program led to major streamlining projects producing additional space used to relocate one plant at a
significant reduction in inventory costs (40%) and payroll expense (52%)
eriverasueiro@outlook.com

2. 2 | P a g e E d g a r d o R i v e r a - S u e i r o
Multi-Location Plant Manager (Vega Alta & Vieques), 2003-2006
Dual accountability for Vieques fuses plant and Vega Alta controls plant, the latter a 100k ft2
facility manufacturing low
volume/high mix control components operating with 300 employees, 25 exempt management group, producing $45M annual
revenue and 43% contribution margin. The former absorbed plant manager position directing 3 managers, 2 working leaders and
40- employees, producing annual revenue of $7-8M and 38% contribution margin.
 Earned two consecutive Best Performance Plant Rock Awards--2004 and 2005.
 Reorganized human capital, reassigned staff based on skills and the 5 metric concept, achieving the following outcomes:
 Vega Alta: Advanced variable cost productivity 12.6% ($2.1M), improved main service metric from 89% to 95%, reduced WIP
24%, lowered days away from work to zero and directed facility to achieve the lowest total cost of quality based on
percentage of sales. Led Manufacturing Execution System (MES) implementation during 2003-2004 and facilitated the
integration of MRP system with standard operational tools—mainly labor efficiencies and material availability metrics.
 Vieques: Through the implementation of MES delivered 12-15% increase in labor productivity.
Manufacturing Plant Manager, Palmer Manufacturing Plant, 2001-2002
Based on leadership success, selected to direct Palmer plant closeout as part of corporate restructuring strategy. Liquated
assets to meet business plan metrics and client commitments six month out. Championed change, quality and service
improvements, cost reduction measures and directed a smooth transition with Palmer employee union.
 Ramped production to protect company and client commitments based on pending closure.
Engineer Manager, Vega Baja Power Equipment Plant, 2000-2001
Recruited to direct smooth and efficient ramp up project merging manufacturing processes. Analyzed, identified and optimized
time and cost factors, as well as personnel and equipment requirements to achieve production objectives. Supported EHS
strategies, securing the first Puerto Rico Plan VPP recertification, accomplished with two of the 21 EHS modules. Directed Total
Plant Productivity and Quality. Managed 6 engineers, maintenance and tool room department to drive Clarify cases.
 Increased efficiencies and directed numerous reduction strategies requiring stringent management of $1.6M budget.
Manager of Shop Operations, Vega Alta Controls, 1998-2000
Managed 2/3 plant operations—production, in-house sales, and customer service areas requiring the supervision monitoring of
productivity levels, distribution warehouse supply activities, and external demand compliance capabilities. Supervised 300
employees, recruiting processes, performance evaluations and staff training at the management and floor level. Administered
monthly $500K operational budget.
 Developed EHS production initiatives and implemented VPP program that increased procedure know-how from 75% to 92%.
Manufacturing / QC Engineer, 1995-1998
Directed productivity cell involved in the assembly and sale of parts. Engaged in productivity projects including project transfers,
equipment, troubleshooting, and quality production standard compliance.
 Directed transfer and full implementation of a production line from Salem, Virginia to Puerto Rico.
EARLY CAREER
Renal Senior Engineer - BAXTER HEALTH CARE CORPORATION OF PUERTO RICO | Carolina, PR 1993 - 1994
Strengthened and improved preventive maintenance systems, redesigned filling area nozzle and enhanced packaging systems.
Process and Project Engineer - SIGNAL CARIBE, INC. | Carolina, PR 1991 - 1993
Headed assembly, testing, maintenance, and packaging for two transformer-manufacturing units.
Plant Engineer - CARIBE GENERAL ELECTRIC CORP. | Vieques, PR 1989 - 1991
Progressed from maintenance engineer to direct process and manufacturing methods.
EDUCATION | TRAINING
UNIVERSITY OF PUERTO RICO | Mayagüez, PR
BS - Mechanical Engineering, 1988
 Safety Regulations, Puerto Rico Mfg. Assoc. (40 hrs)  Design Software (Cadkey), University of Puerto

3. 3 | P a g e E d g a r d o R i v e r a - S u e i r o
Rico, (80 hrs)
 Supervisory Skills, PROSHA (24 hrs)
 APICS certified CPIM
 Manufacturing Leadership (193 hrs)
 Six Sigma Leadership (24 hrs)
 Six Sigma Sponsor / Champions (16 hrs)
 Black/Green Belt Certified, Salem (200 hrs)