Carlos Montero De Espinosa Orgaz

• • Leadership of +45 associates in outbound operations, ensuring KPIs for productivity, quality, and safety in the daily shipment of thousands of orders.

• • Implementation of continuous operational improvements (Kaizen) in all processes to reduce cycle times and optimize the allocation of material and human resources.

• • Communication and coordination with carriers to ensure the correct execution of routes and departure times to meet Amazon's strict ND / SD service levels.

• • Use and configuration of AI and Business Intelligence applications (Power BI, Qlick view, etc.)

• • Design and implementation of end-to-end corporate logistics strategy: from sourcing at origin, warehousing, and inventory management to B2B and B2C retail distribution.

• • Responsible for the Import / Export area: evaluation and selection of production origins considering tariffs, logistics costs, and service levels; definition of conditions and Incoterms with international suppliers; management of tenders for national and international transport, including system integration and SLA supervision.

• • Reduction of logistics costs by up to 12% through renegotiation of contracts with global suppliers, route changes, and introduction of 3PLs in the service.

• • Implementation of WMS (Warehouse Management System) with the systems team, defining KPIs and Lean culture for continuous operational improvement of in-house production.

• • Implementation of PLM (Product Life Cycle Management) as a transversal digitalization project, improving global communication between areas, including the production office at origin.

• • Supervision of 1 logistics center + 5 warehouses with teams of over 160 people, including own staff and subcontracted outsourcing during peak times. Organization of customer fulfillment service.

• • Training and certification plans for purchasing and logistics teams; OSH culture.

• • Coordination of the footwear and accessories supply chain for over 1,700 stores in 90 countries: corporate sourcing strategies by origin, import, and international distribution. Demand planning and various projects, especially on optimizing packaging volume and density, and container optimization. Packaging improvement by adapting package size to the product typology of each of the commercial brands: savings of +€3M in the first year. Reduction of transport costs through optimization of operational processes, reduction of times, and space efficiency. OTIF optimization. Design and implementation of KPIs and dashboards for improving team decision-making, as well as for reporting to senior management. Implementation of Lean Six Sigma culture — personal Yellow Belt certification, team support up to Black Belt. AS400