Micky Trinidad's Email Addresses & Phone Numbers

Director, Supply Chain Operations @ Duracell Established processes, systems and organizations from the ground up for a $2.3B newly formed company, setting the operational foundation to double the business in 5 years. Negotiated contracts with suppliers, CMs, logistical 3PLs and consultants that established ERP, Planning and BI reporting (SAP, JDA, Hana).• Created and led the S&OP Orchestration...

Director, Supply Chain Operations @ Duracell Established processes, systems and organizations from the ground up for a $2.3B newly formed company, setting the operational foundation to double the business in 5 years. Negotiated contracts with suppliers, CMs, logistical 3PLs and consultants that established ERP, Planning and BI reporting (SAP, JDA, Hana).• Created and led the S&OP Orchestration process and forums. Established SLAs/R&Rs among S&M, Operations and Manufacturing towards generating optimal and timely supply output to customers. • Improved the Demand Planning process by redesigning its algorithms/logic, reflecting markets signals in real time, streamlining the relationship with S&M, and establishing the “one forecast” concept.• Streamlined Inventory Management practices. Designed smart targets by SKU, created a proactive PIPO process. Fought the creation of “problem” inventory, and quickly acted on the existing one.• Simplified the Supply Chain by streamlining the logistical footprint, establishing local manufacturing, simplifying SKU count and collaborating with distribution, logistics and trading strategic partners.• Drove Continuous Improvement initiatives and efforts by leading the Supply Chain Control Tower, designing meaningful scorecards with critical KPIs/targets and monitoring the Value Stream Mapping.Fill rates grew from 92% to 99%. Inventory turns doubled. Scrap was reduced from $3.3M to 0. Lead times were reduced by up to 66%. Forecast accuracy increased by 12%. Working Capital decreased by 55%. Operational expenses decreased by a whole percent point of Net Sales. From November 2015 to March 2017 (1 year 5 months) West Palm Beach, Florida AreaManager, Sales and Marketing @ Intel Corporation • Doubled revenue through aggressive sales and marketing methods. Designed technology agendas and strategic partnerships. Represented Intel in chambers, press conferences and philanthropic events.For the first time brought S&M into the S&OP forum; this served as a role model for other regions. Established demand planning processes and practices to improve forecast accuracy and reflect all market intelligence in the demand signal, coordinating its flow in real time with Demand Planning. From July 2009 to May 2011 (1 year 11 months) South AmericaManager, Supply Demand Planning @ Intel Corporation Led a Supply/Demand Operations Planning team for the most important Intel processors ($40B revenue), with 6M units per week and hundreds of SKUs, from component sourcing to customer delivery, in SAP. • Managed Global Supply under continuous capacity constraints, and tight inventory targets to grant effective transitions, where down-binning is irreversible/ costly, and the Supply Chain very complex.• Represented the Planning organization in the weekly, monthly and quarterly S&OP forums. Weekly reporting into Sr. Staff and the CEO. Constant scrutiny on produce vs budget targets.• Created an innovative inventory management process that incorporated actual bookings and backlog into the demand signals to send accurate and timely build plans to the factory.• Sophisticated the Supply Demand Planning process with meaningful actions, like close collaboration with Geo Demand to have real time market signals, with the plant to make lead times and frozen periods realistic, and the creation of exception planning and strategic allocation of constrained supply.• Implemented a full-blown “LEAN Manufacturing” philosophy in the corporation. Appointed as the organization “Super User”, strategizing its implementation and being responsible for its training.Forecast accuracy improved by 5%. IBP productivity grew 25%. Inventory levels reduced by 63%. Working Capital decreased by $103M while completely abolishing relevant ship misses. Created a system that granted/delivered 49% of orders within a day; a 44% improvement prior to the change. From December 2004 to July 2009 (4 years 8 months) Santa Clara, CaliforniaHead of Supply Chain Planning and S&OP @ Illumina Led a team that orchestrates the operational network to support the clinical market needs of a $3.5B Life Science business to maximize output under uncertain and fluctuating conditions, through state-of-the-art collaboration, seeking consensus and commitment as well as continuous improvement and cost savings.• Designed and implemented an entire S&OP process from the ground up, streamlining internal/ external stakeholder collaboration, eliminating constraints, efficiently maximizing throughput, and reaching financial and operational goals, while serving as a sole forum to make critical business decisions.• Established a robust Planning organization that built market demand signals in coordination with the field/channel/customer base, while optimizing supply given heavily seasonal demand, through the implementation of variable yet standardized inventory strategies by SKU that adjusted to situations.• Integrated Supply Chain Planning and S&OP processes to encompass all of our global clinical facilities’ operations by identifying synergy, simplification, cost-reduction and efficiency opportunities among domestic and international laboratories that, up until that point, were operating in siloes. • Continuously improved key operations and processes of the entire Supply Chain organization through the establishment of critical KPIs and scorecards and leading forums to create plans to reach targets.• Put plans in place to obsolete non-productive parts, simplify SKU count, reduce COGs, set up Master Data to perfection, minimize scrap, manage accuracy levers, drive standardization and synergies.On Time Received (OTR) went from 75% to a consistent 100%, forecast accuracy from 69% to 91%, inventory turns from 4 to 12, manufacturing lead times from 3 months to 1, capacity utilization from 53% to 87%, E&O reduced by 40%, BOMs to 100% accuracy, operations yield predictable. Sr. Manager, Supply Chain Strategy @ Logitech Generated Integrated Business Planning (IBP) strategies and Continuous Improvement initiatives while transforming the Supply Chain from regional to global, and from manual to automated, by leading the Control Tower and managing the ongoing roadmap of operational programs and projects.• Established demand planning algorithms, logic and processes to make the signal as reflective of the market as possible, streamlining relationship with the field and making signals flow in real time.• Generated a sophisticated S&OP processes and set of forums, streamlining an ongoing orchestration with Operations, Commercial and Capacity to generate the desired output through the chain.• Sophisticated the Supply Planning processes through automatization (Cyclops/ ORACLE rather than excel) and standardization (consolidating different regional methods into a simplified global model).• Designed a comprehensive pipeline inventory (from component to channel) management project portfolio, in accordance to CPFR business models: 1). Situational Inventory Strategy by SKU, 2). PIPO process, 3). Selling E&O at profit while creatively generating incentive for S&M.• Drove Supply Chain synergies, simplification, standardization programs, in accordance with 6-Sigma/ LEAN principles. Examples: SKU Simplification, Modular Components, Manufacturing Decentralization, PLCM Simplification, Shipment Consolidation (inbound, outbound), Serialization, Flexible Logistical Footprint, Fewer-Reliable ODMs/CMs, Profitable LatAm/ Brazil Business Model.Forecast accuracy increased by 7%. OTIF grew 9%. Lead times decreased by 2 weeks. Inventory turns increased by 1.2. Aging inventory dropped by 70%. SKU count dropped 60% (estimated savings of $42.6M). Working Capital dropped by $8.9M. Raw material cost reduction of 17%. Air cost reduced by 54%. In Latin America, revenue grew 236% in 3 years, while turning around the territory from being double-digit unprofitable to being double-digit profitable. From May 2011 to November 2015 (4 years 7 months) Newark, CAManufacturing Planning Manager @ Mettler-Toledo Rainin, LLC • Owned Master Scheduling and Capacity Planning for the plant, managing constrained capacity, balancing service vs. inventory levels through heavy seasonality trends, and designing appropriate labor per shift.• Improved plant efficiency by redesigning layout, machine location, and people moves and flows. • Led the implementation of ORACLE. Established a comprehensive BI and analytics process. • Achieved compliance with ISO regulations and led readiness for audits and proper documentation.Increased forecast accuracy by 16%. Improved Service Levels by 7%, reduced inventory working capital by 37%. Reduced material pricing, lead times and quality by simplifying supplier base. From December 1999 to December 2004 (5 years 1 month) Oakland, California