Global Supply Chain
Building a common operating model for an international Supply Chain.
Global Supply Chain Deputy Director · 2022–2026
~€140M → ~€200M · Business scale supported during the period.Case studies
Transformation case studies.
Six situations linked to specific career stages: context, responsibility, decisions, execution and results.
Inventory & working capital
Reducing stock coverage without making service the balancing variable.
Global Supply Chain · 2022–2026
>20% · Conservative public reduction in stock coverage.Plant leadership · India
Taking full P&L, operating and organizational responsibility in an international plant.
Plant Director · Lodhika, India · Jan–Sep 2024
129% · Sales versus budget during the assignment.Digital transformation
Connecting ERP, execution systems, data and applications around decisions.
Additional responsibility · Supply Chain & Operations Digital Transformation · 2025–present
6 subsidiaries · D365 Supply Chain and Operations deployments.Industrial capacity
Designing capacity and logistics before growth turns the plant into the bottleneck.
Plant Planning & Logistics Manager · 2021–2022
Multi-year roadmap · Structured industrial-development path for capacity and logistics.Planning & resilience
Maintaining service and decision quality through disruption.
Plant Planning Director · 2020–2021
+41% · Zaragoza revenue growth during the period: ~€39M → ~€55M.