São Paulo, São Paulo, Brazil
Over 29 years of well succeeded experience in leadership positions in Logistics, Operations and Commercial Management in national and multinational companies such as Cotia Trading, Penske Logistics, Columbia Armazens Gerais, Oakley, Meltex, Meteor, Minerva Foods, Swift Argentina, kellogs and Kellanova. Strong skill in complex negotiations and development of business partnerships. Ability to plan and organize leadership teams, combining diligence in overcoming results. Solid knowledge on budget management, inventory management, operating costs reduction, value chain optimization and sales, either in retail, industry and services. Proven performance in maximizing individual potential in delivering results and in managing and leading cross-functional teams in different hierarchical levels. International experience in Latin America in own and outsourced operations in three countries - Paraguay, Chile, Colombia and Argentina. In Argentina I lived for two years as an expatriate for Minerva Foods. Hands on, leadership, resilience, resolution, great interpersonal skills, ability to communicate with several areas and creativity complement my professional profile. Administrator and MBA in Business Logistics. Fluent English and Spanish
Director directly responsible for Demand Planning, Order Management, Logistics, and Customer Service, and indirectly responsible for Production Planning and Foreign Trade. Member of the Brazilian Leadership Team. Skills: Strategic Planning, Supply Chain Management, Customer Service, Management, Negotiation Director directly responsible for Demand Planning, Order Management, Logistics, and Customer Service, and indirectly responsible for Production Planning and Foreign Trade. Member of the Brazilian Leadership Team. Skills: Strategic Planning, Supply Chain Management, Customer Service, Management, Negotiation Skills: Strategic Planning, Supply Chain Management, Customer Service, Management, Negotiation
Responsible for the entire supply chain of the company Swift Argentina, which belongs to Minerva Foods, responding directly to the company's CEO. Direct sponsor of the implementation of S&OP in the Company. Development of inventory management, defining the security stocks for each category of products (industrialized and Beef), at a level 25% lower than the previous one. Implantation of results-oriented management, with all KPI's implemented, transforming logistics into a sales weapon and generating itself as a center of results. Reformulation of the logistics to serve the whole of Argentina with a decrease in the number of logistic's operators, better management and significant improvement in all KPI's, mainly in OTIF, returns, expired products, fill rate, sales fasing. Effective reduction in the cost of serving, per kilo delivered to the client, in the order of 30%. Agglutination of the production and sales departments, with the creation of the "War Room" for specific operations and monthly closings. Negotiation with the supermarket chains to establish the "how to buy" giving the commercial department the possibility of granting better prices based on the lower logistics cost. Development of all sector budget, by region, category, SKU, generating greater assertiveness and better management of it. Monthly attendance at goal check meetings with the participation of the Company's Global CEO and Board members. Management by result, leading by example, with defined responsibilities, clear goals, common goal, valuing the team and drawing the best of each with the concept that within each function everyone has exactly the same importance.
Responsible for the Supply Chain, Demanding and Admnistrative areas in Latin América and possible other countries, in Food Market, manly beef. Working together the Latan Sales Director to create new practices to impove our logistics services to increase sales result. Demanding Studies to stretches purchase orders to the industry. Development and deployment of S&OP intelligence, achieving an ideal inventory level to meet sales and decrease working capital requirements. New operating practices in the Distribution Center with KPI's development, such as Cost of Serving (Per Kg moved and% of Revenue), OTIF (By delivery and by cases moved), Inventory Accuracy, Stock Control (Outsourced Operations), Daily Map of each operation in each country. New practices in Transportation with KPI's and SLA.
Developed and implemented action plans to reduce logistics and inventory costs, focusing on efficiency in handling the goods. In 12 months, operating costs were reduced by 37% achieving savings of R$ 2.2 million. Redefined the receiving processes, storage, picking and shipping products, generating higher productivity, and consequent production of 30%. Reduced transportation costs by 20% by streamlining the portfolio of carriers, establishing with them SLA's (Service Level Agreement) with monthly analysis. Restructured the portfolio and reinforced partnerships with international suppliers, reaching 23% reduction in import costs and shorter delivery lead time. Led all negotiations with the company's key customers, increasing sales revenues by 42% in 2015. Created and implemented all trade policies of the company, especially for products of past collections, reducing inventory obsolescence by 71% and generating space reduction of 4,000 m² on the DC. Designed and implemented the commercial strategy by promoting national sales meetings and directly leading the launch of collections, training, goal setting and financial statements. As a result, more than 150 SKUs were launched in one year and the company's customer base was duplicated. Designed and implemented processes of control and measurement of points-of-sales openings, frequency of orders replacement and minimum orders value, with daily monitoring. Coordinated negotiations for business generation and brand building events for the Everlast brand such as Everlast Experience (Vitória-ES), Everlast & Land Rover Experience (Brotas-SP), Everlast-Memo Functional Fight (Shopping Iguatemi-SP). As a result, the brand's penetration was achieved in several new customers.