Elena Pastor

• Worked closely with organizational leadership and board of directors to guide operational strategy.
• Set up KPIs on Storage capacity on each building.
• Increased storage capacity by changing storage medium, and standardizing pallets, winning 5000 pallet position allowing closure of 3PL and $3 million on storage and transportation.
• Increased Inventory Bin Accuracy from 55% to 95%.
• Value Stream Map of processes, SOPs and training to clean up historical transactions open since 2015 and KPIs to maintain integrity of transactions and stock.

Ensured outstanding delivery of Distribution Services at minimum cost by closely and effectively managing warehouses and relationship with customers- 1 million sq. ft. - 300 FTE DC - 30 Distribution Agents.

• Optimized organizational operations and facilitated decision-making by examining problem-solving concepts, including LEAN and quantitative methods and techniques.
• Advanced productivity KPIs to achieve key business goals and objectives.
• Boosted team performance with enhanced employee evaluation processes.
• Set up Customer Service Strategy setting up Customer Tier, Definition of Services provided. (Customer Service Manager since 2021).

T2T was meant to enable natural language acquisition for children and young adults.

Recruited, hired and trained personnel, streamlined operations, working to establish the Operations Team for a 25 person, $4m CAD company.

Responsible for logistics, service level, demand planning for 10 customers, 35% of the Spanish sales.
The sales of Nestlé Spain are 2 billion EUR, 5000 employees, 30000 SKUs.

• Used measurements, analysis and established alternative processes to arrive at best practices and deliver Supply Chain Value. Operations and Transportation.
• Directed business process transformation from conceptualization through to end-user delivery using LEAN and continuous improvement methods.
• Network analysis and negotiation of changes of deliveries with customers with logistics discounts.

Ensured outstanding delivery logistic services at minimum cost.
Warehouse of 750,000 sq. ft. - Budget of 15 million EUR, 350 FTE.

• Network analysis and implementation of 1 warehouse instead of 3 warehouses. Modify manufacturing warehouses in specialty warehouses.
• Integrated financial and operation plans with strategic objectives to deliver improved operational and financial results to boost customer satisfaction, profitability and working capital.
• Negotiated and closed long-term agreements with 3PL and customers.
• Negotiated LTL contracts and service agreements.
• Set adequate target values for service and cost KPIs and track KPIs continuously to effectively monitor performance.
• Put in place a structured continuous improvement approach based on the application of tools and the implementation of best practices.
• Implemented, monitored and managed Safety, Health and Environment, Quality and CARE regulations and Best Practices.
• Implemented Pick by Voice.

Contracted by my Operations Professor to identify and to make an action plan to improve demand planning and storage capacity at warehouse.

Responsible for all logistics operations of food and drinks of Forum 2004·

• Analyzed the needs of the logistics (receiving, warehousing, transport and distribution)
• Established the logistics models, operations plan and procedures
• Defined needed logistic services to be outsource, negotiating with contractors
• Executed logistics, managed own resources, team and the contractors

Responsible for all logistics operations, revenues 2 million Euros per year and a warehouse of 150.000 sq. ft.. Leaded and motivated a team under my supervision of 4 administrative and 15 people working in the warehouse. Receiving, X-Dock, Pick/Pack, Returns, - B2B and B2C Operation. Inventory Control. Maintenance, Health and Safety.

Clients range from main automotive suppliers, a main sport brand and a important pharmaceutical company. Responsible for the complete outsourcing of Delphi Automotive logistics and warehousing operations. Analysis of the department, proposal and follow up of continuous improvement actions in close cooperation with the logistics director and general management of the company. Dealing directly with several clients all over Europe.

• Dealing with customers, and the commercial office in Barcelona. Analyzed and defined the best solution between GE and the customer. Implemented and/or adapted the new technologies of the e-commerce (B2B, GEN2...). Increased the percentage of internet orders from 20% to 75%. Dealing with several main Tier 1 and Tier 2 Automotive suppliers in Spain like Dynamit Nobel and Valeo.