Renato Martinez Diaz

Support company Vision and Mission to connect stakeholders; review business processes, support design and implementation of applications, develop new businesses.

Future Pipe is a leader in Composite / Reinforced Fiberglass Piping Systems, with factories in 14 countries to provide piping solution to Customers/EPC’s in Oil & Gas, Water Distribution, Industrial sectors.

Implement supply chain best practices and streamline the Demand Planning - S&OP at corporate level for multiple factories (6) in Middle East & North Africa (MENA) representing 80% of global revenue of US$380 million/year. Manage, develop and motivate a team of 20 employees, remotely distributed in 5 countries. Keep in line with regular and urgent customer requirements by managing multi-site Planning process.

• Championed strategic business review in Spain Operation (one-year assignment) and resolved complex People - Processes - System misalignment (assessment, strategic decision, root cause analysis, execution, local team training and motivation, conflict resolution, follow up and reporting). Completed successfully 100 sub-projects in all areas of Operation.
• Consistently maintained Inventory levels, achieved stock targets and implemented cost-effective Make to Stock (MTS) process based on statistical methods for replenishment in coordination with 2 supply Operations and one Distribution Center to provide products to 5 business units.
• Reduced 25% cost in Planning GCC through restructuring and changes in communication practices.

• Created a multisite Planning System integrated to ERP (Agile methodology), consolidate demand, improve customer service (on time delivery), allow scenario, optimized OEE and automated reporting.
• Managed the daily operations of allocation and control of over 5.000 customer orders per month in a highly complex multi-site Production / Scheduling / Raw Material Planning involving 6 factories, with focus on customer requirements, operational efficiency (OEE) and resolving constraints/bottlenecks.

Tetra Pak is a leader in Processing and Packaging solutions and one of the most structured and process-oriented company worldwide, offering solutions to FMGC, beverage and food sectors.

Hold responsibility for end-to-end Supply Chain performance, including Customer Service, Production Planning, Materials Planning (MRP), Logistics, Warehousing and Purchasing for Middle East. Manage, develop and motivate a team of 40 employees. Head the WCM teams (continuous improvement / kaizen) to formulate innovative ideas to eradicate losses and improve KPIs (OEE, waste, on time deliveries, inventory/working capital, logistics/transportation cost, 5S, among others). Carry out capacity management and budgeting, sharing information across key stakeholders. Ensure effective Logistics for GCC, Europe, Asia, Brazil, and US.

• Headed the end-to-end Supply Chain optimization and Continuous Improvement teams for World Class Manufacturing (WCM) in Supply Chain, achieving TPM Excellence Awards for the operation.
• Spearheaded the Collaborative Planning Forecast process together with sales offices in 6 countries, aligning customer demand with production, materials and logistics planning on weekly meetings. Accomplished the highest level of customer engagement and process compliance in the group.
• Led Demand and Supply Analysis / Capacity Analysis for Middle East markets based on forecasts.
• Implemented global Supply Chain strategies, standards, processes and policies in close collaboration and alignment with Production and with operations in Turkey and Pakistan.
• Managed inventory worth of 31 MUSD and reduction projects using WCM (World Class Manufacturing) / TPM - Lean Manufacturing.
• Elevated the warehouse organization to World Class levell, eliminated 3 external warehouses, improved safety, BRC compliance and increased 5S Warehouse KPI by 5 times.
• Embraced a Regional position as Expert for the Demand Planning Process for Great Middle East.
• Managed Inbound logistics of 450 containers/month from US, Latin America and Europe; outbound logistics of 530 shipments/month. Negotiated transport contracts, defined supplier performance indicators, manage clearance. Implemented Logistics Control Tower to digitally monitor shipments, starting the digital transformation in the Logistics process

MBA