ROY VINCENT G. TOMENLACO

• reports directly to plant manager
• Scaled logistics team from initial 2 members before plant operations commenced in 2021 to an effective 19-member group responsible for procurement, warehousing, materials management, motor pool activities, and shipping logistics.
• establish processes and guidelines for logistics department
• Facilitated cross-training initiatives enabling lean department operations during employee absences
• Achieved consistent ratings of very good over four years.
  Missed potential for outstanding performance due to unmet annual sales volume targets.
• Executed several upgrades aimed at optimizing efficiency.
• Fostered a proactive and collaborative approach in department through aggressive outreach to operations and forward-thinking strategies to prevent unplanned plant closures and seize market opportunities.

• Accepted invitation to return to San Miguel Corporation post-resignation in 2010
• reported to GM and subsequently to national logistics manager
• Established Vismin logistics team based at Davao from inception
• Oversaw warehousing, trucking, and forklift operations managed by third-party service providers for San Miguel Beer Inc., Petron Corporation, San Miguel Foods Inc., and BMEG plants in VisMin amidst COVID-19 challenges.
• integrated services with workforce and procedures, matching SMC business units' standards.
• Engaged with SMC business units to effectively and efficiently meet rising expectations following takeover of third-party service providers
• Navigated covid challenges to sustain support for various smc business units, ensuring uninterrupted plant operations

• Optimized sales organization to enhance reach coverage, concentrating on vertical growth and establishing an additional group for horizontal expansion.
• Streamlined selling systems and procedures to address identified gaps.
• Streamlined logistics department organization to enhance responsiveness to business demands.
  Led initiatives to improve standard operating procedures across the department.
  Maximized utilization of existing information systems for operational efficiency.
• Enhanced invoicing department to accommodate growing business demands.
• Optimized sales and marketing support services department for alignment with expanding business needs.
• Coached new HR officer on enhancing proficiency across multiple HR responsibilities.
• Leveraged personal network to revitalize deteriorating business relationships
• Orchestrated improvements in procurement and delivery operations.
• Established sales quotas for 2017 and 2018.
• Established staff rotation strategy to mitigate risks associated with immediate staff resignation.
• Orchestrated sales immersion programs for support departments to advance customer-centric viewpoints.
• Established product orientation programs for all support departments to enhance product knowledge
• implementing culture change to align workforce with growth targets of 1B in 2020 and addressing challenges to change.
• Collaborated with legal retainer to prepare formal communications for DOH hospitals and manage labor cases.

• Enhanced collaboration between PMVI (Iloilo stakeholders) and Qualimed Corporate (Manila stakeholders)
• Restructured nursing service organization to enhance effectiveness and functionality.
• Restructured ancillary, auxiliary, and ioh departments to enhance alignment and focus.
• Restructured roles of facilities admin assistant, general services, medical director’s secretary, and medical affairs officer to enhance effectiveness.
• promoted collaboration among departments: coordinated meetings to address issues, identify root causes, and enhance existing processes/create new ones as needed.
• Cultivated urgency for escalating concerns from team leaders to upper management
• Cultivated total accountability among middle managers to enhance decision-making capabilities.
  Empowered middle managers to embrace risk-taking and foster a culture of learning.
  Encouraged appropriate decision-making processes to improve overall management effectiveness.
• Strengthened implementation of HR processes and controls to safeguard company interests.
• Launched continuing quality program by fortifying PSQM department and broadening responsibilities and activities.
• Executed 'one-stop-shop' model at ambulatory surgical center to reduce billing turnaround time and enhance patient experience
• advocated for single patient identification system.
• Established dedicated nursing roles for endoscopy and ophthalmology, enhancing surgeon satisfaction and operational effectiveness at surgery centre.
• Enhanced procedures for onboarding new employees and supporting shadowing activities
• Guided assistant director for birthing centre in revising pricing and package offerings, leading to swift approval of proposals that doubled September 2016 census to 6.
• Launched a strategic review of prices in September 2016 to increase profit margins.
  Found significant underpricing, with some rates more than 20% lower than rivals.
  Updated laboratory room prices to competitive levels by January 1.
  Finalized a complete hospital-wide pricing assessment by the end of Q1 2017.
• Executed project in August 2016 to analyze pharmacy and medical supplies inventory relative to monthly turnover.
  Initial findings highlighted considerable amounts of stagnant inventory.
  Developed strategy for supplier collaboration to exchange non-performing items for higher-demand alternatives.
• Revitalized MedExpress initiative to optimize outpatient pharmacy services and operational systems.
  Obtained necessary approvals from investment committee and board of directors for project launch.
  Scheduled completion for March 28, 2017, to enhance medication accessibility.
  Reduced pricing on outpatient pharmaceuticals as a direct result of project implementation.
• Consulted with HR corporate in last week of September 2016 to analyze present company culture and establish plan for improvement and alignment with intended vision, mission, and values.· Invited IT Corporate in August 2016 to do a retraining on the systems being used.

· Persuaded corporate IT to adopt alternative strategies for systems in use due to current system's inefficacy for Qualimed Iloilo.

· Engaged corporate legal in August 2016 and September 2016 for contract and MOA reviews, guiding local team in addressing findings.

· Orchestrated immediate training for new finance director appointed in August 2016.

· Coordinated swift training initiative for head cashier by corporate after uncovering critical demand

· Enabled direct involvement of finance/business office in cash flow planning alongside treasury to underscore critical need for advancing improvement plans.Championed project-based manpower needs of business office to fulfill catch-up goals.

· Requested corporate expert to provide training for business office and optimize systems and procedures following assessment of lagging weekly and monthly performance metrics.

· incorporated financial factors when assessing capex and workforce requirements.

· Established oversight procedures for employees on contract beyond 6 months, ensuring compliance and performance evaluation

· proposed and directed program to shift agency-hired employees to direct employment due to sensitive nature of roles.

· Optimized departmental meeting agendas in accordance with corporate mandates and review timelines.

· Implemented consistent financial monitoring protocols in mancom meetings.
Facilitated inclusion of operational reviews in regular mancom agendas.

·Guided HR, marketing, PSQM, IT, and procurement departments in confidently executing policies and controls.

· Initiated immediate preventive maintenance of equipment in July after identifying compliance issues.
Developed systematic monitoring and review procedures for PM activities to enhance reliability.

·optimized procurement strategies, contributing to improved decision quality and additional savings for hospital.

· urged every mancom member to participate fully, share perspectives, and not solely concur with president.

· Achieved 25% growth in monthly revenues from June 2016 through August 2016

· manage all aspects of ancillary operations including technology and business strategy realignment, capital purchases, project planning, and implementation.

· Collaborated closely with president and CEO

· Collaborated on hospital-wide strategy execution and major issue resolution within executive committee.
Aligned ancillary services with medical service needs as a member of medical executive committee.
Championed quality improvement initiatives promoting lessons learned from prior challenges.

· Managed biomedical department operations to enhance organization and overall capabilities.
Collaborated with third-party provider to ensure proper management of 100% medical equipment.
Actively engaged in procurement processes for biomedical equipment, ensuring departmental involvement.

· Increased revenue from 350M in 2013 to surpass 600M in 2016

· Increased ancillary share of hospital total gross revenue from 35% in 2013 to 42% in 2015

· Increased ancillary contribution to hospital npat from 55% in 2013 to 70% in 2015

· Elevated services of different ancillary centers by fostering closer collaboration and partnerships with physicians not employed by the hospital.

· Recognized and addressed potential enhancements in internal business processes, risk management, and customer engagement policies and procedures.

· Elevated efficiency and productivity by streamlining information management across 10 ancillary centers through enhancement of hospital information system management dashboards.

· Enhanced services and boosted efficiency by upgrading information systems technology in laboratory and radiology departments

· Oversaw capital expenditure budget totaling 500k from 2013 to 2015.

· Lowered training expenses through introduction of viable alternatives and optimization of in-house training

· Introduced balanced scorecard tool within ancillary services starting 2014.

· Initiated strategic collaboration program with suppliers starting in 2014.

· Spearheaded and initiated various quality enhancement projects.

· Orchestrated networking and partnership initiatives with local hospitals in Davao City.

· Rationalized laboratory relocation project to align with budget constraints.
Planned immediate physical improvements for laboratory within low budget parameters.

· Fostered culture of accountability and total responsibility among ancillary center managers.

·Spearheaded planning and execution of gamma camera upgrade project, enhancing diagnostic capabilities.

Upgraded single cam gamma camera to a sixteen-slice spect CT unit, improving imaging quality.

Coordinated relocation to optimal site, maximizing operational efficiency.

·Led planning, selection, and implementation of MRI upgrade project for cancer center.

Upgraded 0.3T MRI to 1.5T wide-bore model to enhance diagnostic capabilities.

Redesigned MRI department to align with international safety standards and improve patient flow.

· Led planning and implementation of medical equipment maintenance project for biomed department.
Enhanced department functionality to meet increasing biomedical needs of the hospital.

· Led operations with 36 employees at SVPFI in roles spanning from HR to logistics.
Coordinated activities of 177 staff members at CUC and SCIFI, focusing on farm management and accounting processes.

· Increased monthly production volumes from 80,000 heads to 300,000 heads

· Persuaded management to enhance manning and organization within production operations.

· Streamlined accounting department operations to improve efficiency.

Refined broiler harvesting procedures and optimized staffing levels.

Improved broiler grow-out procedures for increased productivity.

Managed grow-out operations to enhance productivity.

Directed fresh dressed chicken sales through direct distributors and institutional accounts.

Implemented direct selling strategies for dressed chicken to increase market reach.

Grew monthly sales volumes from 30,000 in 2009 to 53,000 in 2010, achieving 76% growth.

Increased dealer and wholesaler network from 20 to 34 through strategic outreach.

Designed business processes that expanded distribution from Davao City to Cagayan de Oro City.

Enhanced synergy with SMC subsidiaries to leverage shared dealers and distributors.

Reconfigured sales personnel assignments for improved efficiency and effectiveness.

Motivated dealers and distributors through realistic plans, leading to consistent positive results.

Strengthened internal financial and logistical controls, addressing policy violations promptly.

Collaborated with finance to monitor Mindanao profitability, implementing necessary measures.

· Turned around declining sales volumes in Central and North Luzon.

Expanded team from four to 10 accounts specialists and increased district sales supervisors from one to two, while eliminating three underperforming accounts specialists to enhance overall performance.

Expanded sales offices from one to two to enhance market reach.

Designed and implemented a distribution system allowing sales from Pampanga to Aparri without additional costs.

Implemented dedicated routes for all dealers, optimizing distribution and improving service efficiency.

Rationalized SMB dealers while engaging non-SMB dealers for broader market coverage.

Enhanced reporting and monthly operations review processes for the territory.

Mentored sales supervisors on managerial skills and improved planning capabilities.

·Implemented weekly availability surveys across tertiary outlets nationwide for Purefoods Group, Ginebra San Miguel, and San Miguel Beer.

Conducted quarterly availability surveys for Corporate Key Accounts Group, presenting results to management.

Executed penetration and availability assessments in GMA for San Miguel Beverages Inc.

Evaluated effectiveness of actions taken by business units to address availability gaps.

Proposed strategies to national sales managers for enhancing penetration and availability levels.

Contributed actively in Mancom meetings, influencing organizational direction through reports and discussions.

Trained and mentored department members to enhance job performance.

Prepared annual budgets for the department, ensuring alignment with business objectives.

· Streamlined bidding process for warehouse enclosure construction project.

Established final racking layout design based on forecasted volumes and operational considerations.

Collaborated with CKAG management to enhance operational efficiency of new SAP LES system.

Coordinated with SMLAC logistics personnel to optimize communication flow between sales, customers, and third-party logistics.

Facilitated proactive approach to purchase order management, ensuring timely stock receipt from CY.

Reported directly to national operations manager, providing insights on operational performance.

·Increased annual sales volume by 24% between 2003 and 2006.

Expanded market share from 6% to 12% over the same period.

Achieved 85% of Mindanao's new product sales volumes through strategic initiatives.

Awarded Territory Sales Manager for VisMin in 2004 for exceptional performance.

Enhanced organizational morale by leading strategic planning and direct involvement in promotional activities.

Developed and managed annual fixed operating budget, ensuring adherence within approved limits.

Designed comprehensive sales and marketing plans to drive territory growth.

Collaborated with marketing, logistics, and finance to secure necessary support for achieving objectives.

· Grew average monthly volume from 300,000 cases to 385,000 cases, achieving 28% growth.

Increased dealer network from five to six to expand market reach.

Implemented multi-brand and multi-SKU strategies in previously single-SKU dependent areas.

Enhanced outlet coverage by persuading dealers to expand delivery routes.

Trained team to focus on results while refining processes for sustainable growth.

Transformed one underperforming supervisor into a motivated leader before retirement.

Managed five sales supervisors across South Luzon, fostering career advancements among them.

Achieved Dealer of the Year recognition for one dealer in 2002 and 2003.

· Increased number of served outlets from 3,000 to 13,000, achieving 333% growth.

Expanded market share from 5% to 8%, resulting in 60% growth.

Established direct sales operations in 2001, implementing financial policies for credit management.

Developed logistics policies for direct sales amidst absence of logistics personnel.

Conducted interviews and hired 11 salesmen and crew for direct selling initiatives.

Filled vacancies by hiring personnel for sales information, trade promotions, and administrative roles.

Achieved sales volume targets in 2001 through effective operations review at dealer and district levels.

Pioneered wholesaler/jobber program with corporate managers as an alternative distribution strategy.

· Consistently achieved annual sales forecasts.

· One of my dealers OL-ARS Enterprises, won as the No. 1 dealer in Mindanao twice, in 1999 and 2000.

· Mentored and coached all of my Accounts Specialists well such that they all became Territory Sales Supervisors for Cotabato Provinces Beer Region ahead of all the other salesmen in the region.

· We improved volumes by growing market share in identified competitor’s bailiwicks: Margus, Glan, Saranggani Province and Koronadal Proper, Polomolok. These areas were considered then as dangerous areas due to bandits and difficult roads.

· We were able to bring down ABI market share in Bgy Labanggal of General Santos City from 90% to 40% by proper brand matching and improving distribution to increase penetration and availability levels. We also developed consumer promotions to increase product awareness and encourage repeat purchase.

· I was tasked to participate in Project Jericho for Mindanao –a study on alternative modes of distribution for Beer in Mindanao with focus on meeting the competition head on in his bailiwick areas.

· I was tasked to participate in the National Task Force on Retail. Reviewed and enhanced retail strategies for beer under national sales manager's guidance.

Oversaw operations of direct sales team of three account specialists and three third-party dealers, enhancing sales performance through strategic coordination.

Oversaw eight routing wholesalers, improving distribution penetration and achieving yearly sales forecasts.

Increased dealer network from one to three, expanding market reach.

Reduced ABI market share in Polomok from 15% to 8% through targeted initiatives.

Accumulated six years of experience as a conventional route salesman.

Chaired the employees' multi-purpose cooperative from 1995 to 2000.

Presided over the employee management cooperative council, promoting alternatives to unionism.