Serve as a key contributor to global supply chain operations, managing inventory distribution and DRP execution across 5 continents with a focus on service level optimization and supply continuity at scale. Improved Fill Rate by +15pp at global level by designing and implementing inventory balancing strategies across regional hubs in 5 continents, ensuring optimal stock allocation under varying supply conditions. Owned end-to-end DRP execution and stock deployment prioritization during supply constraint scenarios, making real-time allocation decisions to protect service levels across globally distributed markets. Leveraged SAP APO and SAP ECC to analyze demand trends, identify supply-demand gaps, and support forecast adjustments aligned with regional requirements across diverse market profiles. Partnered cross-functionally with demand planning and commercial teams across 5 regions to synchronize demand signals with supply execution, reducing misalignment between market needs and inventory availability. Developed and strengthened inventory balancing frameworks that increased supply chain responsiveness and supported data-driven decision-making across global distribution operations.

Engaged by Grupo Meiko to support their expansion from Bogotá into the Panamanian market, providing customer success management and retail analytics services for a data collection initiative commissioned by Coca-Cola FEMSA (KOF). Managed end-to-end analysis of traditional trade field data across 300+ point-of-sale locations in Panama and San Miguelito districts, doubling coverage from 150 to 300 stores during the engagement. Delivered 4 monthly executive presentations to KOF stakeholders, translating in-store survey data into actionable insights on product visibility, SKU presence, and brand execution at the shelf level. Served as the primary client-facing liaison between Grupo Meiko's field operations team and the KOF account, ensuring alignment between data collection methodology and client reporting requirements. Supported the company's geographic expansion strategy by establishing a repeatable reporting framework adaptable to new markets and retail channels.

Led inventory optimization and S&OP execution across 10 LATAM markets, managing an $8–10M USD annual budget and overseeing a team of planners to drive supply chain performance at regional scale. Spearheaded demand and inventory alignment across 10 LATAM markets, leading S&OP cycles and consensus planning processes to synchronize commercial and supply chain priorities. Managed and developed a team of 3 planners, defining planning strategy, setting performance targets, and building regional capability in demand and inventory management. Drove non-productive inventory (NPI) from 55% to 1.3% of total inventory within one year—a +50pp reduction—through structured rework plans, strategic discounts, and commercial agreements with key customers. Managed an $8–10M USD regional budget across 10 markets, ensuring optimal resource allocation and inventory investment aligned with business priorities. Leveraged SAP and Power BI to automate planning processes, streamline reporting, and enhance operational efficiency across the regional supply chain network.

Supported inventory management and non-productive stock identification across supply chain nodes, contributing to early-stage NPI reduction initiatives. Conducted root cause analysis on recurring supply disruptions and implemented corrective actions to improve process reliability. Contributed to process standardization and continuous improvement initiatives across regional supply chain operations.