Responsible for the overall Philippine Logistics operations. This includes contract management for third party logistics providers (Transport, Warehousing, Customs Clearing) and handling 6 direct reports. Notable highlights in this role include the successful transition into a full import model when the Pandacan Lube oil blending plant was closed down. This involved putting up a temporary third party operated bulk within 6 months to ensure supply stability of bulk lubricant requirements across the Philippines and likewise a long-term solution which meant negotiating with a contractor to put up a structure that would accommodate the storage needs. In this role, a major contribution was designing the most optimum supply model for all the distribution channels of Shell. Given the intent to reduce cost and ensure supply stability, the design made use of distributor warehouses to store fast moving SKUs which allowed these customers to be directly supplied by blending plants abroad.

In charge of the sales performance of Coleman, Oster, Kitchen Aid and Silverdot Products in Supermarkets, Specialty Stores and Provincial Accounts. Accomplishments include achieving 110% of the Year to Date Target for Provincial Accounts as of July 2006. Sales for the first seven months for the supermarket sector have exceeded total sales for the same sector the previous year. Because of the new products introduced, and the implementation of additional marketing programs, 110% of the Year to Date Target for the specialty stores sector was also met.

In charge of Market Development through the acquisition of new accounts and exploring applications for 3M products applicable to construction. The job also entailed the achievement of sales targets through existing customers and new markets developed. After sales service, project implementation supervision and collection were also included. Sales performance was on the uptrend with periodic sales target consistently met or exceeded. Major accomplishments included two major awards as Top Sales Performer for Six Months” and Record Sales for Safety Films Division.” Major projects completed included the famed RCBC Plaza at Ayala corner Buendia Avenue and the Hidalgo Place in Rockwell Center.

Assigned to handle the daily traffic reports submitted to ABS-CBN transmitted by the Shell Sky Patrol, a project of Shell’s Customer Service and ABS-CBN.

The job was primarily handling 3 distributors covering parts of Metro Manila and Southern Luzon. On the first year, a 113% perfromance VS target was achieved in terms of unit C3 contribution and a 283% performance vs target in terms of OD. Aside from the regular ICAM activities, the first ever Distributor's Sales Rally was successfully organized.This event coincided with the Shell Eco Marathon and a group of about 150 participants attended, composed of distributors and their corresponding sales teams. Several trainings were also conducted for Distributors handled by other ICAMS which also opened opportunities for best practice sharing in terms of market penetration and coverage. Being the LSC focal for the group engagements were also organized to address issues on run outs, leakers, invoice inaccuracy. Driving distributor to move to palletized loading was also pursued.

The role includes handling direct accounts and a B2BI channel distributor. The direct customers being handled belong to industries such as power, cement, mining, sugar plantations, fishing and transport fleets. AM was also instrumental in the successful implementation of the RTM activity for the B2BI distributor. This has resulted to a shift in focus from gaining volume from RTOs to legitimate industrial accounts in the priority sectors. This has resulted to a significant increase in a sustainable sell out volume.

Took over as Fleet Sales Executive of South Luzon Area in September 2006. Found this work assignment to be extremely challenging as South Luzon was the only area with negative growth for the entire year. This was compounded by the loss of the area’s biggest customer, Diethelm Philippines who closed operations in the first quarter of 2007.Despite this scenario and the first quarter setback, was able to end the year 2007 with incremental volume reversing the previous year’s record. This was done by acquiring new accounts and efficient maintenance of new clients. The year 2008 started with additional responsibilities, South Metro area and the conglomerates San Miguel Corp. and JG Summit. Major system changes took place for the cards business and caused attrition of customers. The acquisition of the Pepsi account and the launch of the CNG Program made at the last quarter of 2008 helped reverse the downward trend and cushioned the negative impact of these major system changes in terms of lost sales.