Eduardo Chavez Martinez

I'm an experienced Facilities & Delivery Manager professional with strong leadership, problem solving skills and results oriented. Specialized on Project Management & Business Transformation. Deep subject matter expertise across service operations, facilities and supply chain at both, IT and business domains. Highly people oriented, recognized as strong coach with experience working with high performance organization.

IVY Mobility - Sr. PMO & Solution Consultant Feb ’20 – Oct ‘20
Responsible for establishing business processes and portfolio management.
+ Lead a quick improvement on Customer Satisfaction through define a strategy based on After Learning Action and Focused Improvement methodologies where specific actions were identified and executed for Issue Management and Project Management.
+ Define a Team strategy to work with the development team with specific actions to interact internally and improve effectiveness with clients.

Go Global – Reengineering Manager Mar ’19 – Sep ‘19
Managed the implementation of Microsoft Dynamics System for Accounting administration.
+ Lead the data analysis and the definition of business scenarios to be implemented on Dynamics.
+ Defining plans and their execution for the shutdown of old system and the start-up of Dynamics ensuring consistency on accounting and fiscal data

JLL – Sr. Facilities Manager – P&G General Office Jan ’17 – Feb ‘19
In charge of the end-to-end operations and services to users at the P&G building keeping all KPIs on/up target and managing the office´s relocation project being compliant with all P&G’s standards regarding construction and operations.
+ Lead the relocation project from Loma Florida (own building) to Interlomas (renting 4.5 floors) with outstanding results despite the complexity that involved +40M assets, ~600 Users, +40 Service Contracts, ~6MM USD Operational Budget and +100 Services employees.
+ Transform the JLL operation team at the site to be a real High-Performance Organization with clear objectives, teamwork, KPIs follow up, Analysis and Innovation to reduce cost, etc.

Softtek -Project Manager – MES System of BIMBO Nov ’14 – Jan’17
Managed the implementation of the MES system at BIMBO´s Santa Maria and Tenjo Plants.
+ Lead the business process analysis to provide improvement on the system while solving several operational issues.
+ Lead the definition, design, organization, structure and implementation of the support service for GIM system.
+ Lead the definition and implementation of reports from GIM databases that provide visibility on operational variables to eliminate losses.

Beratend Consulting Services - Associate Director Apr ’14 – Oct’14
In charge to analyze client’s business process and support services providing solutions to improve business results through eliminate operational and administrative losses.
+ Lead the development of integrated solutions for a new Purchasing Process (in SAP) & Help Desk for COTEMAR (a Services Company for PEMEX).
+ Lead the Product Development for Global Trade Management (SAP module) to be implemented at COTEMAR and Trade Companies.
+ Lead the Product Development for Engineering, Construction and Operations (SAP module) to be implemented at GA&A (a Construction Company)..

P&G - Initiative Manager -LA E2E OSBC Operational Services & Always-On Jul’11 – Dec ‘13 Managed and lead the definition and execution to improve and eliminate losses for operational and support processes on both, GBS and Business Operations.
+ Lead multifunctional teams to map and harmonize daily operational processes developing several improvement projects and delivering a significant reduction of errors/issues on the OSBC Process to eliminating 2 FTE, reducing 14% the order’s touching and eliminating 57% of errors during uploading process.
+ Defined the new global strategy to evolve services from IT “on/off” to proactive business monitoring of the e2e Supply Chain Performance.
+ Defined and implemented monitoring systems, scorecards and KPI reports, to enable controls to get 100% of client’s orders processed in P&G systems as well as get significant reductions in balance overdue.
+ Implemented several projects/changes/fixes on GBS Services to simplify Business Operations achieving a turn around on client’s relationship from complains and hard discussions, to a very collaborative work environment.
+ Collaborated on Fiscal Reform project through being a consultant of the operational processes achieving 0 incidents with business impact.
+ Lead the transition of the operational/support work, related to OSBC, from P&G to HP.

P&G - Customer Team Systems Manager for the Mexico North Feb ‘10 – Jun ’11                  Managed the IT Relationship with Clients such as Soriana, Casa Ley and HEB.
+ Worked on client management to identify needs in both, Client and Sales Team, regarding to information technologies and acted as a consultant for them
+ Lead the implementation of new technologies to enhance sales and operations (i.e., CFD with Soriana, EDI ordering with Casa Ley).
+ Redefined the role of CTSM to remove operational/support activities as well as to simplify them for the support teams

P&G - Work Place and Infrastructure Services Manager Mar ’08 – Jan ’10                                 Managed all the Operations of the P&G General Offices Building (+850 population)
+ In charge of the operations where several services were improved (i.e., Car Fleet, Cafeteria Services, Government relation, etc.) reaching first time ever a qualification of 10/10 on the sensing provided by the P&G’s General Manager of Mexico.
+ Lead and implemented several projects to reduce operational costs, working very close with our partners (JLL and HP) to achieve 20% on savings being the 2nd site in cost per person in LA sites.
+ Lead the Transition for LA to change the Infrastructure Services from HP to BT having no business impact.

P&G -Supply Network Solutions Manager – Gillette Migration Oct ’05 – Feb’08
Collaborate on the Integration of Manufacturing Plants in LA.
+ Lead the full integration, into P&G’s Systems, of the Gillette’s Manaus Plant (Brazil) where all operations were migrated successfully on quality, on cost (550MUSD) and on time, without any business impact.
+ Managed the LA Core Manufacturing Team which provided the manufacturing solution for SAP Applications.
+ Designed and lead the implementation of the Supply Integrated Planning for Naucalli plant (Mexico) as well as the Distribution Network for the Gillette operations in LA North.

P&G - LA Client and Site Service Manager for F&HC and B&FC Plants Nov ’03 – Sep’05
Representing the P&G’s Global Business Services (IT, Employee and Workplace) for 10 plants at 9 countries in LA.
+ Managed the evolution from local/regional to global services provided by Partners (HP, JLL)
+ Detected and resolved the most common issues and delivering sustainable process on key services allowed to reach 8.5/10 of Client Satisfaction.

P&G - Information Technologies Manager Jan ’95 – Oct ’03
Managed IT operations and projects on different locations and managing the design, program and implementation of the SAP R2 Production Planning and Production Execution Modules for the P&G Plants (5) in Mexico
+ In charge of the full operations related to IT at Vallejo (Mexico) and Escuintla (Guatemala) Plants reducing operational costs in +1MM USD and designed the Manufacturing Execution System for Vallejo plant where production variables become “on-line” (a WEB page).
+ Lead the SAP R2 shutdown for LA North collaborating also in the implementation of SAP R3 version at the plant.
+ Managed the IT Infrastructure Operations in LA North (10 sites) as well as reengineering of the IT Call Center for LA North improving user’s satisfaction from 2.6 to 4.8/5.0 and reducing +40% the number of calls through defining and implementing a program for “self-learning” (IT Wizard).
+ Lead the Y2K certification of SAP Production Modules were 100% of the business process did not have any incident on 01/01/00.
+ Worked on the SAP Support Team for the P&G’s Plants in Mexico as well as being consultant for manufacturing to get in control the production’s variations.

P&G - Supervisor/Manager of operations at Manufacturing Plant Jul ’86– Dec ‘94
Lead operations at Vallejo plant in Laboratory, Contract Manufacturing, Warehouses and Perfumes
+ Perfumes Plant (1990-1994): 1) Made the reengineering (at system level) of the Production Planning Process (+500 Raw Materials and +60 SKUs) to allow iterations for an optimized Production Plan. 2) Leaded the implementation of High-Performance Organization (HPO) and Total Productive Maintenance (TPM) getting the certification on the 1st level of IWS (Integrated Work Systems) Program through achieving +85% of Process Reliability (PR). 3) In charge of planning the Raw Materials (+500) for regular production and new initiatives achieving 0 production stoppages of production due to lack of raw materials and 100% of initiatives launched on time. 4) Achieved 5 production records.
+ Warehouse (1988-1990): As shift supervisor leaded the change of the shipments warehouse to a new property behind the plant.
+ Laboratory: (1986-1988): Worked as Chief Analyst responsible of a crew of analysts achieving the 100% of the analysis on target from the Global Detergents Sample in Sep ‘87. 2) Lead the implementation of the Quality Information System to provide the results of the Quality Laboratory Analysis “on-line”.