Curitiba, Paraná, Brazil
• Supply Chain and Logistics Operations professional with over 19 years of experience, leading operations, integrated planning, logistics transformation, and digital transformation at multinational corporations and large-scale e-commerce companies. Proven track record in managing large teams, implementing IBP/S&OP, optimizing cash flow, productivity projects, and leading fulfillment and transportation operations in omnichannel and LATAM environments. Strong end-to-end (E2E) vision connecting strategy, planning, and execution. • Design, implementation, and operationalization of IBP, S&OP, and S&OE processes, with an integrated view of operations, finance, and sales.
Reported to: Regional Director of Fulfillment and Regional Director of Transportation. Management of a hybrid operation with 1,300+ employees, including 4 direct managers (Inbound, Outbound, Shipping, and Planning) and 5 indirect managers (HR, HSE, Facilities, Continuous Improvement, Maintenance). • Management and planning of the hybrid Fulfillment and Cross-docking operation to optimize productivity and workforce planning for an average throughput of 4.5 million packages and an inventory of approximately 2 million items, 100,000 m² of operational space, and an annual budget of R$300 million, ensuring KPIs for Cost, Service, and Capacity. • Led the go-live of the first fulfillment center in Paraná, achieving a productivity ramp-up three months ahead of schedule; by the fourth month of operation, it had already become the third-best fulfillment operation in its category on Mercado Livre. • Takeover and management of Mercado Livre’s largest XD (Cross Docking) operation in southern Brazil, surpassing the volume of the previous operation as early as the second month of operation. • Structured operational governance and continuous improvement, utilizing AI agents for monitoring.
Reported to: Senior Director of Planning. Manages a team of 4 direct reports (Demand Projects, Supply Projects, Supply Planning, and Supply Chain Analytics), totaling 25 people, plus 2 indirect reports (Supply Planning for the Curitiba and VSA plants). • Lead the planning project agenda across process, tools, data, and people. Own the strategic planning agenda for long-term production capacity across all plants and categories in Brazil, ensuring the proper initiation and alignment of new capacity and product projects. • Leadership of the Supply Review, ensuring the correct Brazil strategy for production, inventory, and logistics capacity in the short and medium term. • Optimized inventories, generating improved cash flow and a 20% reduction in inventory value through the implementation of Digital Twin and Machine Learning tools with AI. • Development of Power BI and Analytics tools for all Supply Chain areas to automate and improve the quality of analyses across these areas. • Preparation for the implementation of o9 IBP and creation of the Supply Chain Analytics department, making the Brazil operation a benchmark in Sales Forecast Accuracy and short-term management (S&OE). • Structured the journey toward excellence in planning and process automation. • Creation of a Data & Analytics framework for the Supply Chain, implementing Digital Twin for inventory and process optimization and statistical forecast review.
Reported to: Director of Commercial Excellence and Sales Channel Directors. Managed a team of 4 direct reports (Sales Planning, Sales Back Office, DRP, and Variable Compensation + New Customer Onboarding), totaling 24 people. • Management of sales planning, supply, and commercial back office. Breakdown of the IBP plan into short- and medium-term goals for the entire sales team, by customer and product level, covering over 280 SKUs and 6,000 delivery points. • Implementation of Sell-In, Sell-Out, and Trade Inventory governance, ensuring better inventory distribution among customers and a 50% reduction in stockout rates, bringing them below 2%. • Shift in variable compensation and sales governance to a sell-out model. • Development of a process and tool for setting sales quotas at the salesperson, customer, and product levels, ensuring a unique number across the company. • Optimization of the planning workflow for product transfers from the factory to the distribution center (DC) and from DC to DC, enabling a 97% fulfillment rate via the factory and a 96% CFR (service level).
• Led the IBP cycle for key categories (Chocolates, Easter, Beverages, and Cheeses), ensuring alignment from unrestricted demand to the production plan, connecting the Marketing, Supply, Operations, Finance, Sales, and Trade departments. Team: 7 people, including 3 direct reports. • Structuring and leading the weekly S&OE process at the Brazil level, involving the CEO and all VPs. • Governance of the inventory strategy for customers, cash flow, revenue, sales targeting, and production. • Definition of a planning model with a Sales Channel x Category perspective, leveraging the Company’s decision-making, which ensured consideration of commercial specifics and supported double-digit growth in Revenue and Sell-Out. Structuring of statistical forecasts, making Brazil a benchmark for Forecast Accuracy (85%).
• Process review projects and implementation of SAP ERP and SAP APO at large companies, such as Positivo Informática, JBS, Usiminas, and Natura. Delivery of APICS training and specialist in S&OP redesign.
• Interface between 3 PL's, Sales force and Customers. • Management of VMI Customers. • Distribution and Capacity Planning.