1. MICKY TRINIDAD
(408) 663-3034 migueltrinidad@sbcglobal.net
Operations, Continuous Improvement, Program, Profit-Orientation
Senior Strategic Manager with 20+ years’ expertise in:
Operations Strategic Planning, Program/Project Management, Supply Chain Optimization, Manufacturing
Scalability, Change Management, People Development; Liaison with S&M, Business Units and Finance
Creating, planning and executing continuous improvement initiatives in operations/supply chain, leading
to outstanding profit maximization results, through problem identification and priority setting models
MBA and BS, Industrial Engineering Multilingual Spanish/English. Conversational Portuguese
HIGHLIGHT OF ACCOMPLISHMENTS
Operations Planning: Optimized inventory levels while decreasing air cost and maximizing service
levels to customers as well as capacity and yield at the factory, by creating comprehensive supply
planning methodologies and effective cross-functional communication systems. (Logitech, Intel, Rainin, Botts)
Program Management: Established a process to reduce SKU count by 60% maintaining revenue, by
leading an inter-departmental operations program. Expected NPVof$42.6M. (Logitech)
Quantitative Analysis: Saved $1.13B by streamlining raw material extraction from multiple locations,
maintaining product quality. Nearly doubled expectancy of the operations’ life. (Cementos Lima)
Productivity Growth: Increased production volume 325% and manufacturing productivity 94% by
restructuring production, including flows, loadings, layout, scheduling and benchmarking. (Rainin)
Strategy-Driven Operations: Implemented the “Lean” philosophy in the corporation, making supply
chain more agile, creating and executing dozens of ideas, from procurement to distribution. (Intel)
Forecasting: Improved forecasting accuracy rate from 56% to 87% by developing comprehensive
reporting system relating historical data to long and short-term production capabilities and goals. (Rainin)
Sales, Marketing and Field Structure Knowledge Brought to Operations: 2 years working as a S&M
Country Manager (Intel) and 3 years designing business models and operational infrastructure in the
field (Logitech) being the main link between the Regions and Business Units with Operations.
EMPLOYMENT SUMMARY
Logitech Corporation Sr. Operations Manager Newark, CA
5/2011 – Present
Designed, owned and executed continuous-improvement operational programs for a $2.5B revenue
computing accessory world leader. Managed operations transformation on an environment surrounded by
the chaos generated by Supply Chain recently becoming global and by a significant headcount reduction,
and where 98% of revenue came only from mature markets.
 Generated supply planning strategies and tactical build plans for key categories, such as mice,
keyboards, tablet and gaming accessories, speakers and digital music. Transformed supply
planning from regional to global, and from manual to automated, reducing air cost by 54%,
improving OTIF indicators (i.e. Service Levels increased by 9%),finding economies of scale
(less frequent and bigger POs). Reduced cycle times by 2 weeks. Strategically allocated
constrained supply. Sophisticated S&OP processesand forums. Applied Modular Component
techniques and simplified ODM manufacturing network in liaison with the NPI team. Decreased
cost of components and tooling through timely planning. Increased inventory turns by 1.2 by
seeking adequate inventory targets, following market trends and closely monitoring actual POS.

2.  Designed and implemented operations processes in Latin America to suit business needs:
Reduced cycle time by 16 days by improving importation process and documentation. Forecast
accuracy increased from 55% to 73%. Service levels grewfrom 69% to 88%. Abolished
instances of product being stuck at customs. Enabled inter-DC shipments to convert stagnant
inventory in one DC into sellable at full ASP in the other one. Reduced “problem” inventory
by 91%. Revenue grew141%in 2 years. Turned around the territory from double-digit
unprofitable to double-digit profitable. Regular updates to Sr. Staff and the CEO.
 Transformed the operational business model in Brazil,the world’s third PC market, through a
thorough financial analysis involving a very complex tax structure and multiple operations
alternatives including direct importation, third party importation, local manufacturing, and partial
assembly. A truly complex analysis involving multiple internal stakeholders as well as external
local parties to come up with a multi-step strategy to turn around Brazil from the highest
profit-loss country to a top-ten revenue/profit maker ofthe company.
 Drove a very successful SKU Simplification program, minimizing number of versions for
every launch while not impacting regular business, taking into account government and market
requirements worldwide, as well as understanding complexity from the language, product
compliance certification, bar code, plug/voltage standpoint and the financial implication of each
of these factors per scenario. Reduced number ofSKUs by 60%, with a conservative
estimated savings of$42.6M for the company.
 Managed the End-to-End Inventory processes program portfolio
o Comprehensive Situational Inventory Strategy, to manage adequate individual inventory
targets towards an overall goal and benefit OTIF while decreasing transportation cost
o Create the Left to Sell “Left to Sell” project to permanently minimize aging inventory
through the maximization of sales to regular channels as opposed to liquidation or scrap.
Aging inventory levels dropped by 70%.
o Redefined the PLCM logic for the company and created the Phase-in Phase-out (PIPO)
processes to proactively manage transitions
o Manage End-to-end inventory strategies to keep adequate levels in the whole pipeline;
from component to channel in accordance to CPFR businessmodels
 Led the AMRDC-to-Customer CostSavings project execution, to reduce overallspending in
distribution (shipment size vs frequency),allowance (cost based on load, not on revenue) and
service compliance (non OTIF related penalties) through the identification of improved methods
and processes in the daily interaction with our customers. Projected savings of$2M yearly.
Intel Corporation 1/2005 – 5/2011
Managed operations for a $40B revenue semiconductor producer. Planned manufacturing build strategies
and forecasts, performing supply/demand analyses for nearly 300 million units annually in one of the most
complex supply chain environments in the world, with tens of thousands of BOM items. Improved
responsiveness to customers by guaranteeing availability of goods throughout the supply chain. Later on
managed the operations of two emerging countries in looking for consistent and healthy business growth.
Intel Corporation Business DevelopmentManager, Latin America Lima, Peru
7/2009 – 5/2011
 Obtained average revenue of $1 million a month, by influencing CEOs of corporations and
government officials while streamlining the relationship with factories to coordinate supply
availability and on-time delivery of goods while assuring transitions to newer technologies.
 Created two emerging markets government projects that in addition to being impactful for social
wellbeing, were designed to consume stagnant inventory that otherwise would go to scrap,
allowing low prices to end customers. Expected Intel revenue in the tens ofmillions ofdollars.

3.  Actively participated in the demand forecast process for size and mix, incorporating intelligence
and strategy to the equation. Created indicators for appropriate tracking and corrective actions.
Served as the liaison between Sales and Ops. Planning. Demand accuracy improved by 5%.
 Country Manager. Represented Intel in various forums, press conferences,and all types of
events. Assessed the most important investment options with Intel Capital through ROI analyses.
.
Intel Corporation Operations Planning Manager Santa Clara, CA
1/2005 – 7/2009
 Planned supply demand operations for the most important Intel processors: Pentium, Xeon,
Itanium, Celeron, Atom, Core 2 Duo, Core 2 Quad and the Core-i family. Managed a team of
8-12 people, two levels down. Weekly reporting into Sr. Staff and the CEO ofthe company.
 Increased the productivity of operations in 25% by streamlining Team efforts and identifying
synergies. Forecast and build plan overall accuracy improved by 32%.
 Reduced inventory levels in 63% while completely abolishing ship misses, by implementing an
efficient and innovative inventory management,involving strict discipline and daily monitoring.
 Created a new system that allowed the Team to receive,grant and deliver 49%ofthe customer
orders within one day; an improvement of 44% compared to results prior to the change.
 Developed a system to incorporate demand forecast signals into the planning tools.
Estimated time savings: 180 man-hours/ month.
 Implemented the “Lean” philosophy in the organization, making our business more agile. Owned
project creation and implementation. Example: BOM structure was standardized and universal.
Rainin Instrument Company Operations Planning Manager San Francisco, CA
12/1999 – 1/2005
Directed operations for $500M manufacturer of laboratory products. Led sales forecasting and production
of nearly 2 million units annually. Ensured continuous operational improvement for 200 employee
production plant. Managed 70 staff. Improved management of 2500-item inventory.
 Reduced inventory-related production shortages 94% with inventory control and sourcing system.
 Saved 480 labor hours annually and eliminated data entry with comprehensive statistical reports
on operation impacts, including sales, production, inventory, labor, ROI, and budgeting.
 Achieved compliance with ISO regulations by reorganizing quality control system.
 Decreased materialcost 12.5% by negotiating pricing and delivery with fewer suppliers.
 Created automated computational system to determine optimum replenishment volumes and
schedules. Reorganized plant layout for better efficiency.
 Decreased turnover 86% with strict hiring and continuous staff evaluation, ensuring accountability.
Botts Ice Cream/ Business Operations Manager Oakland, CA
Fentons Creamery 6/1998 – 11/1999
Managed business operations for $50M ice cream manufacturer and retail chain with 160 staff. Directed
sales forecasting. Led production of 90,000 gallons annually. Created continuous operational
improvement for production plant. Managed 500-item inventory. Led strategic planning and marketing.
 Improved forecasting accuracy from 63% to 96% by determining monthly and seasonal trends.
Increased production 240% and increased productivity 76% by strategically changing layout,
material flow, production sequences,inventory levels, scheduling and quality control practices.
 Created comprehensive production, demand and distribution analysis to allow continuous
manufacturing and on-time delivery while minimizing costs.
 Eliminated supply shortages,decreasing inventory costs 22% with inventory/distribution plan.

4. Presidency of the Peruvian Republic Operations Program Manager Lima, Peru
6/1997 – 5/1998
Led $95M U.S.-funded government project providing food to 3M impoverished children nationwide.
Restructured project operations. Ensured product quality. Negotiated with more than 300 suppliers.
Created system with consistent controls. Managed 126 staff. Created strategic alliances with nonprofits.
 Ended corruption between workforce and suppliers by developing bid solicitation process and
replacing 47% of workforce. Implemented strict control system with ongoing reporting.
 Completely eliminated high food poisoning rate by raising standards to ensure only high-quality
food, delivered on time. Created integral sourcing and distribution system.
 Changed selection strategy to multi-factor vendor assessment,including quality, on-time delivery
and price. Negotiated 12% decrease in product costs and 8% decrease in distribution costs.
Supervised production plants of vendors to assure best practices are applied.
University of Piura Project Executive Director Piura, Peru
7/1996 – 6/1997
Led business professional university with $150M sales and 800 staff. Directed operational strategy of
$45M audiovisual project. Developed synergies among departments seeking cost reduction. Increased
product awareness. Drove product sales. Managed budget.
 Increased productivity 300% over previous administration, completing a 3-year project in just nine
months.
 Won #1 ranked advertising company after just six months in the market.
 Analyzed issues and developed business action plan. Led staff with newly prioritized operations.
Cementos Lima Operations Project Manager Lima, Peru
11/1995– 4/1996
Led operation projects for multi-million-dollar cement manufacturer,the largest in Peru,with more than
2000 staff. Planned future operations through continuous strategic analysis. Maximized productivity.
Improved quality for 2 billion pound annual production. Increased manufacturing productivity.
 Lead a project that saved $1.13B by identifying the right mix of raw material utilized from each
location, allowing the maximization of their lives.
 Developed a mathematical model to forecast demand and analyze production.
 Identified Synergies to be implemented by the different departments by studying goals and
objectives from each as well as the overall company.
EDUCATION
IESE/ University of Piura; Piura, Peru MBA, 1996
University of Lima; Lima, Peru BS, Industrial Engineering, 1994
Univ. of California, Berkeley; Berkeley, CA Certification, Mathematics for Financial Engineers, 2002
Intel Corporation LEAN Implementation, Super User,2007
Logitech Corporation Scrum Master,2012
PROFESSIONAL AFFILIATIONS National Society of Hispanic MBAs