1.
Alejandro Salicrup Rio de la Loza
Objective
To create a finance organization and strategy that maximize a corporation’s profitability and long term
sustainability, by understanding the market dynamics and becoming a strategic partner for the operations and
commercial teams. Develop the next generation of multifunctional and socially responsible leaders.
Summary
Finance executive with broad experience in management roles at leading CPG companies and deep understanding
of the commercial and supply chain areas.
Qualifications
 12 years of financial experience in leading CPG companies
 Multifunctional perspective
 Operations finance and COGS planning proficiency
 Experience expanding and collapsing businesses / areas from financial leadership roles
 Used to work with high performance teams and top management roles
 Experience designing and building organizations
Professional Experience
Kellogg Company – Food Industry – Jan 2004 – To the date
 SAP Program Management Office and LA Business Lead. Jan 2010 – up to date. Located at the corporate offices
in Battle Creek Mi, USA. Represent Latin-America organization in the America’s SAP reimplementation program,
member of the program leadership team and co leader of the value realization team. Working with the LA
President, area VP’s, Country Managers and program Executive Committee, I aligned the team expectations
with the region capabilities in order to achieve standardization despite the infrastructure differences. During the
design phase I led the LA team in the different areas of the program: sales, supply chain, finance, etc., and
established the key priorities for the sub region. I lined up the best implementation approach and timeline to
minimize Latin America change management impact. Working with the area business leaders, the value
realization team ratified the savings target to achieve the business plan commitment.
 Latin America Supply Chain Finance Director. Sep 2008 – Jan 2010. Region cost planning, analysis and
internal controls for 11 countries, 8 production plants and 21 distribution centers. Member of the LA Strategic
Supply Chain team and regional Finance Leadership team. Working with the LA CFO and the LA Supply Chain
VP, I reorganized the financial structure and implemented a reporting methodology that separated the
operations performance from the commercial volatility; this enabled the supply team to focus in their indicators
surpassing the savings target by 200 bpt. Working with my team, we improved the reporting process,
communication and transparency with the corporate planning group and reduced internal controls issues by
70%. Working with the area directors, I participated in LA Lean manufacturing strategy and lead several
financial analyses to optimize the region’s supply chain network.
 Mexico Supply Chain Finance Manager. Sep 2006 – Aug 2008. Country cost planning, analysis and internal
controls for 3 production plans and 7 distribution centers. Member of the Supply Chain Leadership team and
Finance Leadership team. Working with the Supply Chain Leadership team, LA CFO, and Mexico Leadership
team, I developed a reporting methodology to separate the financial contribution of the operations team from
the sales volume variability; this methodology improved the visibility in the planning process, allowed better
accountability segregation between areas and facilitated the operations team to exceed the savings goal by
300bpt. Working with my team, I designed a new reporting flow that reduced the process by 3 working days and
increased the understanding of the cost variances.
 Mexico Snacks Finance Manager. Oct 2004 – Aug 2006. Business financial planning, analysis and front end of
all financial areas of the organization. Member of the Snacks Leadership team and Mexico Finance Leadership
team. Working with the business General Manager, Marketing Manager and Sales Manager, I designed a
financial strategy founded on the corporate guidelines and key indicators developed with the team, to manage
the business resources, invest where was needed and reduce expenses based on priorities; this new strategy

2.
drove the distribution profit optimization of the sales branches and help us to gain corporate sponsorship to
expand the business. I conducted several business and financial analysis to launch new brands and products
into the market. During the contraction of the market in Mexico, I worked with the General Manager and Sales
Manager to reorganize our sales force to achieve profitability targets and built a sustainable business.
 Mexico Snacks Finance Business Partner. Jan 2004 – Sep 2004. Support marketing, innovation and
distribution organizations with financial analysis, guidance and budgeting planning. Working with the Brand
Managers, I implemented key performance indicators and developed management reports to provide better
visibility and business performance understanding. Working with the Innovation team I developed several
financial models to launch new brands and products. I built a business case to eliminate the commercialization
of a 3rd party product that represented hidden losses for the business unit.
Procter & Gamble Mexico – Consumer Goods – Jun 1997 – May 2002
 Tissue & Towel BU Cost Manager. Aug 2000 – May 2002. Production cost planning and control. Capital
investment and savings projects analysis. Plant internal controls and financial statements. Working with the
Plan Director and the Engineering Manager I created the financial analysis to expand the capacity of the plant
with a double digit million dollars investment. Working with a 3rd party consultant, I developed the cogeneration
financial model for all the Mexican plants with a low three digit million dollars investment. Working with the
local government authorities I lead the negotiations for a chemical disposal facility in the state.
 Accounts payable supervisor. Jun 1999 – Jul 2000. Local and international supplier payments, custom broker
management and control. Working with the, suppliers, brokers, procurement team and the financial services
center, I redesigned the original documents flow from the vendors thru customs and to the companies’ archives
to comply with the statutory regulations. Working with an external consultant, I led a payables analysis to
recover duplicated and aged payments.
 Laundry BU Finance Scholar. Jun 1997 – Jun 1999. Cost variances and inventories analysis, loss analysis
financial leader. Working with the production manager, procurement team and line supervisors, I developed a
statistical model to anticipate dust materials fake variances and avoid wrong payments due to inventories
misreading. I introduced the idea of taking the loss analysis methodology into the administration expense based
on restrictions and cause – effect trees analysis.
Formal Education
 Escuela Superior de Gestión Comercial y Marketing. Seville, Spain.
Marketing Direction and Sales Management Master
Jun 2002 – Oct 2003 - Degree Received
 Universidad Panamericana, Cd. de México, México.
Industrial Engineering Degree
Jun 1994 – Jun 1999 – Degree Received
Seminars and Courses
Semiology of the labor life – Instituto de Semiologia – 2009
Managerial Development – Univ Anahuac & HDO – 2006
Global Business Accounts Integration – P&G - 2002
Leadership & Motivation – P&G - 2001
Team management & People Development – P&G – 2001
SAP Global Integration Management – P&G – 2000
International Industrial Engineering Seminars – IIE – 1998
III – VI Engineering Seminars – Universidad Panamericana – 1995 – 1998
Engineering Finance – Grupo Inverlat – 1995
Personal Information
Mail – alex.salicrup@hotmail.com Status – Married
Cell – (001) 269 213 4824 Battle Creek Michigan