Ester De La Cerda González

Experience

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  Arla Plast

  Jul 2003 - Dec 2003

  Technical Department. Plastic Extrusion
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  COTY Inc.

  Apr 2004 - Aug 2007

  Global Supply Planner Ancillaries

  📍Management of MRP/DRP for aerosol deodorants across all company brands to meet global demand, ensuring 100% availability.📍Responsible for KPIs: Availability OTIF/OOS/LOW/E&O.

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  Sandoz

  Dec 2007 - Aug 2009

  Chemical Laboratory Coordinator

  📍Planning of workload for the chemical laboratory to conduct quality controls of antibiotics: basic analysis and HPLC/GC, as well as calibration and periodic maintenance of equipment.📍Validation of analysis results/reports.📍Active participation in customer and organizational audits such as FDA, USP.

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  Puig

  Oct 2009 - Apr 2019

  📍Annual budgeting and control of global Distribution Costs for the company.📍Monthly reporting of actual Distribution Costs vs Budget (Forecast & LE).📍Definition/tracking of action plan in case of deviations vs Budget.📍Analysis of reduction in transportation, preparation, and storage costs.📍Design of Business Intelligence (BI) reports for better cost control. 📍Annual budgeting and control of Inventory, Inventory Losses, and manufacturing units for the global company.📍Responsible for monthly reporting of Supply Planning, RCCP for all factories, and all monthly KPIs, including OTIF, OOS, LOW, Obsolete, POS Inventory Level, Plant Load vs Budget vs LY.📍Management of a team of 2 people. 📍 Consolidation of the sales forecast from all markets and subsidiaries worldwide, ensuring alignment with brand objectives.📍 Leader of the Global Brand Sales & Operations meeting (SOP).📍 Analysis of sell-in and sell-out, trends, cannibalization effects, halo effect of limited editions, launches, or line extensions on existing lines.📍 Participation in the Supply Review Meeting, providing a long-term global brand vision. 📍Generation of Beauty/Prestige coffrets MRP to meet global demand and for Iberia in the case of Tresemmé, ensuring 100% availability.📍Leader of the Supply Review Meeting. Review of KPIs: Availability OTIF/DIO/DIO TAM/E&O/Loads at TPM/Plan Adherence/Suppliers Reliability.📍Participation in a multidisciplinary project for reducing excess & obsolete inventory in cases of unexpected demand reduction.

  • Controlling Logistics Analyst

    Nov 2017 - Apr 2019

  • Inventory Manager (Inventory & Inventory Losses)

    Apr 2017 - Oct 2017

  • Global Demand Planner PACO RABANNE - PRADA - VALENTINO

    Jan 2014 - Apr 2017

  • Global Supply Planner Beauty/Prestige promotions - Tresemmé - Valmont

    Oct 2009 - Mar 2014
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  GROWGREATNESS

  Jul 2020 - Nov 2021

  Founder

  Collaboration with business and training consultancies in organizational transformation projects,carrying out workshops and training in softskills, agile mindset and defining OKR in the different areas of the organisation aligned with the defined strategic objectives

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  FeedBackGround

  Dec 2020 - now

  Agile Coach | Change Management Projects | Business Consultant

  𝗥𝗲𝗻𝗲𝘄𝗮𝗯𝗹𝗲 𝗘𝗻𝗲𝗿𝗴𝘆/𝗜𝗻𝗱𝘂𝘀𝘁𝗿𝗶𝗮𝗹 𝗦𝗲𝗰𝘁𝗼𝗿: I have led several technology and improvement projects through the agile SCRUM framework: 🎯 Improve Customer Satisfaction. Mapping of the Customer Journey, (pain points detection). Improvementation of technology (ERP and Customer portal, transactional Chatbot (Imbee).🎯 Improve process efficiency in the Supply Chain (SCM) and Finance. Implementation of improvements in the ERP in both areas and implementation of AI (Dost) for the automatic processing of invoices and delivery notes. 🎯 Increase production efficiency. Mapping of process. Implementation of APS (OPCenter Siemens), Upgrade version of ERP SBO, Distributor Portal to promote online sales (Magento) connected to SBO. Coaching of two multidisciplinary continuous improvement teams with SCRUM. Innovating with technology: Advanced Planning and Scheduling (APS) | ERP | Distributor Portal | Cobots | BX - Scan | AI | Chatbots | More than 50 people involved across all areas.𝗛𝗼𝘀𝗽𝗶𝘁𝗮𝗹 𝗦𝗲𝗰𝘁𝗼𝗿:🎯 Implementation of the SAFe framework. Cultural transformation towards agile approaches & Continuous improvement mindset. This has allowed a complementarity between the existing transversal structure in the Hospital and the agile organization proposed by SAFe based on the organization around the existing value flows in nursing, on the other hand it has acted as a cornerstone in the management of change driving a new work culture through the incorporation of behaviors based on the agile pillars-Cultural change: 3 trains (ART), more than 100 people and a radical change in the way of working.𝗣𝘂𝗯𝗹𝗶𝗰 𝗦𝗲𝗰𝘁𝗼𝗿: 🎯 Project of analysis of the Digitalization of the SLO's (Serveis Locals d'Ocupació). A digital transformation consultancy project was carried out with the collaboration of DIBA. 🎯 Training: Agile Project Management (El Servei de Mercat de Treball) Very valuable overview and knowledge about technology and business agility. Show less