1. Roberto M. Delgado Kalisch
Jazmines 11769 Hacienda Agua Caliente
Tijuana, B.C. México
Home: (01152664) 608-4132
Cel: (01152 664) 204 - 7557
Cel: (01152 664) 387- 0052
e-mail: betok0864@hotmail.com
U.S. Phone: (619) 397-5164
OBJECTIVE
Manage and direct every aspect and activity of Materials, Supply Chain, Operations,
Procurement, Safety, Logistics, Lean Principles(DMAIC), Strategic Planning and warehousing
for a dynamic company. Contribute my knowledge and experience in Supply Chain
Management, Operations, Lean Manufacturing and Logistics(Import & Export) to the strategic
objectives and KPI´s defined by executives.
PROFESSIONAL SUMMARY
Results driven, Management Executive with multifaceted manufacturing experience. Strong
general management qualifications in Supply Chain Management(ERP), Operations, Lean
Manufacturing(DMAIC), Logistics/Traffic/Import Export, Procurement, Strategic Planning,
Manufacturing, Master Production Scheduling, Inventory Control, Quality Assurance,
inventory/materials management, project development, warehousing, distribution, budgeting/
finance, human resources and capital improvement. Fully computer literate. Fluent in English
and Spanish.
CAREER EXPERIENCE
Welch Allyn de Mexico 03/11 – Present
Logistics Value Stream Manager
• Participating as Leader in kaizen events, implementing the replenishment from the
Distribution Center to the point of usage reducing the raw material inventories from
$ 37,000 usd to $ 10,000 usd. in the point of use. As a result of this kaizen open space
became available for future growth of around 4,000 SF.
• Responsible to implement a Kaizen event in coordination with our broker(Grupo Jorge
Diaz) to reduce the receiving time for small parcel from 4 hours to 30 minutes, this
contributed to have our raw materials imported same day and avoid lines down.
• Logistics played a key role on obtaining the VAT(IVA) certification to comply with
annex 31.
• Fully responsible on the strategic planning for Logistics and Supply Chain developing
the Strategic, Tactical and operative indicators.
• Participating as Leader in Kaizen events reducing the waste and be able to cycle count
the inventory within 8 hours to count and report the daily indicator without adding
resources.

2. • With the use of lean tools eliminating wastes and increasing the output per person we
have been able to reduce the shipping time from 48 to 24 hours fulfilling our customer
expectations.
• Leader in the morning market meeting presenting the Supply Chain and Logistics daily
indicators under the concept how was yesterday, how it looks today and a prediction
how is going to look tomorrow in order to align resources and flex capacity.
• Weekly and daily Gemba walks with the leadership team to identify areas of
opportunity and improvement based on 7 ways of waste.
• Successfully implemented the International shipments direct from Tijuana reducing the
lead time from 7 to 2 days and increasing our customer experience.
• Actively participating in RFQ’s with main carriers optimizing the shipping process and
costs having savings up to $100,000 per year.
• Responsible for the logistics of 1plant and 1 distribution center using Kan Ban and 2
bin system as main tools for replenishment and avoid stock outs increasing the
response time and fulfillment.
Utilizing and applying Poke Yoke tools and principles, one of the main performance
indicators in the movement of raw materials are FIFO at a level of 99.5% performance.
• Implemented the usage of refurbished heat treated pallets reducing the cost from $9.5
to $ 4.00 and generating savings up to $105,000 usd.
• Responsible for the implementation of the tool crib(MRO supplies) under the concept
of MIN/MAX having a cost avoidance of $100,000 usd in customs fees and import
duties.
• With the usage and implementation of Lean tools such DMAIC in the shipping area we
increased the shipping volume from $500,000 up to $1,000,000 on a single day, and
the productivity per person from $2,300 usd/hr/person to $3,300 usd/hr/person, without
adding additional resources. And increasing our OTD indicator from 69% to 95%
• Optimizing the warehouse lay out and applying the rule number one in Logistics no
movement without transaction we were able to increase our cycle count accuracy as
dollars adjusted from 94% to 99.8%.
• Optimizing our supply chain with main suppliers we reduced the freight in expense
from 1.2% to 0.8% expressed as percentage of sales.
• Actively participated in the project ship from stock increasing our customer satisfaction
and be awarded with the BEACON AWARD CUSTOMER FANATIC AWARD which is
the major recognition the Welch Allyn gives to an employee.
• Optimizing the storage density in the warehouse we were able to increase our capacity
by 30% avoiding investing $100,000 in space and equipment.
• Vertical integration with the broker to have both US and Mexican custom under one
roof, reducing the processing time from 20 to 7 minutes. On real time visibility and
operative savings up to $6,000 a month.
• Responsible for the bid and qualification of the packaging materials with savings of
$500,000 usd. per year
• Successfully implemented the 2 bin system in the production areas for the materials
replenishment reducing the work in process by 40% without neglecting the level of
service and having lines down.

3. • With the use of Lean tools increase the number of DHR’s processed from 11 to 22 per
hour increasing our response time to our customers.
• Actively participating as leader in kaizen events reducing the waste and increasing the
productivity per person, also having positive impact on safety which is one of the main
goals, Safety First.
FlexMedical Disposables (Availmed S.A. de C.V.) 03/09 – 12/10
Director of Logistics
• Responsible for the logistics of 9 plants and 3 distributions centers(including San Diego
as a HUB) using Kan Ban as a tool for replenishment and avoid stock out increasing
the response time and fulfillment.
Utilizing and applying Poke Yoke tools and principles, one of the main performance
indicators in the movement of raw materials is FIFO at a level of 99.5% performance.
• Responsible for Import/Export and Trade Compliance operations for both sides of the
border.
• Responsible to maintain all the procedures in placed to meet the CTPAT requirements
towards the revalidations. Keeping the best practices we have never received a non
conformance notification in the last 3 years.
• With the use of Lean Principles and the definition of the Logic of DOS based on the
frequency of delivery, implemented the supermarket in one of the plants and then
yokoten those practices to the rest of the plants.
• With the use of Lean concepts implemented the Suresh Method to reduce the
receiving process from 8 to 2 hours. Increasing the availability of the materials and
avoid lines down due to receiving process.
• Responsible for fulfillment operation for our main client KCI, Implementing Leader to
start the fulfillment operation in Tijuana, all the way from choosing the facility to start up
operations. The fulfillment rate is 100% for the last 24 months based on a Service
Level Agreement.
• Responsible for all the saving initiatives. Currently working on reducing the freight cost
in a total of 800K per year, consolidating pick up frequencies, implementing milk runs,
negotiating corporate rates with carriers and implementing an electronic Premium
Freight Authorization process based on a routing guide to optimize resources and bring
the materials at the minimum possible cost.
• Responsible for the monthly budget.
• Complete coordination with sterilizers to meet the monthly demand and have favorable
revenue. Keeping a monthly outbound performance have an average of 5 days of
processing the materials from the time the material arrive to the sterilizer to the time it
leaves their dock.

4. • Responsible to migrate the receiving inspection process from San Diego to the Otay
facility with in budget and no delays generating savings up to $900K
FlexMedical Disposables (Availmed S.A. de C.V.) 08/08 – 03/09
Director of Operations
• Responsible for the transfer of the molding facility from State College to Tijuana
Mexico under the concept of vertical integration according to a budget.
• Coordinate all the training to homologate the knowledge and best practices to start up
production in Tijuana Manufacturing plants.
• Responsible to coordinate the team to complete the 6 phases of plant transfer and the
protocols of IQ, PQ and OQ’s for the molding operations.
• Responsible for the transfer of the Foam Facility from Dallas to Tijuana under the
concept of vertical integration according to a budget.
• Responsible to coordinate the team to complete the 6 phases of plant transfer and the
protocols of IQ, PQ and OQ’s for the manufacturing operations.
• Responsible to hire the personnel for Manger positions.
Availmed S.A. de C.V. 06/06 – 08/08
Sr. Logistics Manager
• Responsible for the whole operative process in the movement of trailers and
containers of finish goods and raw materials across the border to and from operations
plants to San Diego and direct all aspects of the business towards CTPAT
requirements (GPS track systems).
• Implemented an in house coordinator to facilitate the inspection of inventory transfers
from San Diego to Mexico and reduce costs at levels of $16,000 usd/month.
• Responsible for all the import/Export and traffic department. We operate as a certified
company applying all the benefits to reduce the payment of duties and fees
implementing ruling, Rule 8th
and PROSEC. Reducing the fees up to $540K per year.
• Responsible for the logistics of 9 plants and 2 distributions centers using Kan Ban as a
tool for replenishment and avoid stock out increasing the response time and fulfillment.
• Utilizing and applying Poke Yoke tools and principles, one of the main performance
indicators in the movement of raw materials (FIFO) was increased from 98% to 100%
in the two main distribution centers. Also with this tool inventory accuracy was
increased from 97 to 99.5%.

5. • Using SMED principles (Single Minute exchange of dies). I implemented with same
resources and budget two shifts to maximize response time, duplicating the number of
trips from distribution center to the manufacturing plants.
• Implementing the five principles of Lean Manufacturing(Value added, Identifying the
Value Chain, Flow, Pull System and perfection) I redesigned the lay out of the main
distribution center to the concept of very narrow aisles increasing the storage capacity
from 978 pallet positions to 1824 pallet positions. Equivalent to 86%. Having savings
of leasing a new warehouse for $10,000 per month.
• Responsible for interviewing, hiring, and the delegation of employee training; planning
and assigning projects to department members; being a mentor and appraising
performance; rewarding and disciplining employees.
• Created cost-savings of $ 5,000.00 a month by reducing pallets send to scrap and
reused in production without neglecting customer demand and satisfaction.
• Proactively pursued strategic alliances with secondary materials suppliers to assure
the availability of materials, reduce costs and maintain customer satisfaction.
• Prepared and presented monthly reports for General Manager, VP and directors.
• Collaborated in the implementation of Kan Ban.
• Maintained harmony among department members and resolved any and all conflicts.
RTX Rapid Transfer Xpress, Otay Mesa California 10/05 – 04/06
Operations Manager
• Responsible for the whole operative process in the movement of trailers and
containers to and from marine and railroad ramps Los Angeles-San Diego - Los
Angels as well as the border crossing of these containers to maquiladoras in Tijuana
B.C. Mexico.·
• Responsible for the implementation of an in-house developed software to manage and
control all movements to and from the customer.
• Direct all aspects of the business towards the CTPAT requirements.
• Utilize Supply Chain tools to optimize routes. Reducing delivering time to costumers
and increasing the availability of the trailers and containers for new business.
• Implemented and maintained safety practices and procedures which allowed the
company to become a Union Pacific Rail Road ramp in San Diego. As a result greater
market penetration was achieved.
• Lead and managed a team of 50 employees from training, hiring and performance
appraisal.
DHL Express Mexico, Tijuana B.C. Mexico 03/05 – 10/05
Regional Operations Manager
Directed and supervised the Mexican Northwest region of a transnational express company.
Utilized KPI´s to improve business and transit times from origin to final destination.
Strategically planned all aspects of the business for optimal customer satisfaction.

6. Coordinated 6 stations and over 120 employees. Responsible for personnel selection,
training and development.
• Controlled the operation process as it pertains to the handling, distribution, reception
and delivery of packages for the entire region.
• Implemented the process of trade lane across the Mexico-U.S border, which translated
into improved transit times for the U.S. and European customers.
• Helped reduced costs of transportation by $130.000 per year by negotiating with airline
companies the pickup, delivery and cost per kg of packages going to and from Mexico
City.
• Participated in the selection and design of the new warehousing facilities for the entire
Northwest region.
La Victoria, S.A. de C.V., Coca Cola Bottling Company, Tijuana, México 02/93 – 02/05
Logistics and Supply Chain Manager 12/98 – 02/05
Executive with full responsibility for the strategic planning and development of the Supply
Chain Management, Procurement and Logistics department, project development and cost
reduction for a multimillion dollar soft drink bottling company. Maintained excellent business
relations with main packaging and raw materials suppliers, which allowed the company to
satisfy customer demand and have the flexibility to be more competitive. Created the entire
logistics department which after one year took the supply chain indicators to a world class
performance by restructuring the organization and implementing procedures and models to
control costs, reduce inventory and ensure margins. Increased product availability to satisfy
product fulfillment and demand.
• Selected to lead the Supply Chain Implementation Project team.
• Reduced out of stock inventory from 14% to 5% the first year and to 2% the following
year by implementing demand planning, Master Production Schedule (MPS), Materials
Resource Planning (MRP), Distribution Resource Planning (DRP).
• Implemented information technology (IT) to manage the MPS, MRP, DRP and
Inventory control modules.
• Created cost-savings of $1,000,000.00 by reducing finished goods inventory through
the application of all supply chain concepts without neglecting customer demand and
satisfaction.
• Proactively pursued strategic alliances with main raw and secondary materials
suppliers under the SMI concept to assure the availability of materials for the master
production schedule and therefore product availability and customer satisfaction.
• Using the supply chain model- contributed to the sales and marketing departments for
the launching of new products to maintain excellent customer service that helped gain
greater market penetration.
• Responsible for the performance of 6 distribution centers totaling 190 employees.
• Named President of the Demand and Operations Impact Team within the Coca Cola
System.

7. • Created and implemented design procedures to evaluate the performance of main
packaging and raw materials suppliers, which led to an increase in materials
availability in time, quantity and quality from 14% to 99%.
• Improved inventory control of finished goods from 96% to 99.95% accuracy (theory vs.
real).
• Prepared and presented weekly and monthly reports for General Manager, VP and
directors.
• Responsible for interviewing, hiring, and the delegation of employee training; planning
and assigning projects to department members; appraising performance; rewarding
and disciplining employees.
• Maintained harmony among department members and resolved any and all conflicts.
• Certified by the Coca Cola Quality System.
Quality Assurance Manager 02/93 – 12/98
Planned and directed every aspect of the Quality Assurance department. Responsible for the
implementation of standardized operating procedures, and meeting objectives established by
executive initiatives.
• Increased the quality index from 40 to 94 points by implementing both strategic and
tactical planning.
• Personally responsible for the successful implementation of the trace ability process
from the reception of raw materials to final product.
• Implemented and ensured that all quality assurance operations were certified to ISO
9000 standards.
• Integrated statistical process control that increased production and efficiency overall
operations.
• Instituted design changes in the sanitation process to ensure the quality of the finished
product.
• Promoted and created self-directed teams to proactively seek areas of opportunity
within the operation.
EDUCATION
BS. Biochemical Engeneering
Instituto Tecnológico y de Estudios Superiores de Monterrey
Class of 1989
TRAINING
• Black Belt
• Lean Manufacturing

8. • Kaizen Projects
• Leader in 6 Shingi events
• Participated in a Flextronics world wide Lean Proyects.
• Quality Improvement Process Management (The Quality Collage)
• Statistical Process control ( Coca Cola USA)
• The 7 Habits of the Highly Effictive People (Covey Leadership Center)
• Management of Self Directed Teams (Coca Cola USA)
• Management Productivity Developing Program (Instituto Tecnologico de Monterrey)
• Reengineering (American Management Association)
• Logistics Seminar: World Class Warehousing (Dr. Edward Frazell)
• Inventory Management (Dr. Olsen, Technology Training)
• Production Planning (Coca Cola, Mexico)
• Implementation and Documentation ISO 9000 (TUV Rheinland de Mexico)
• Degree in Supply Chain Management (Instituto Tecnologico de Monterrey)equivalent
APICS.
• IV International Logistics Congress attendee (Sintec, Mexico)
• Executive Training in Logistics and Supply Chain Management ( Universidad
Iberoamericana, Georgetown University and the Latin America Logistics Center)
equivalent APICS.
• Strategic Planning (Vision Organizacional)
• Productivity for the Value Chain ( Coca Cola, Mexico)
• 5´s (Coca Cola, Mexico)