Alès, Occitanie, France
• Career developed in B2B companies in the automotive segment – SNR Rolamentos (French multinational on bearing segment) and AMG - ArcelorMittal Gonvarri (Franco-Spanish joint venture on steelmakers segment). • Acting in Operations, Supply chain, PPC, S&OP, Customs Clearance, Procurement, Logistics Inbound and Outbound, intra logistics, and Warehouse management. • Financial experience: P&L, Budget, Forecast, CAPEX, Cash Flow, Net Working Capital and Cust reduction projects. • Inventory level management / Stock (RAW/WIP/Finished Goods), general warehouse, distribution center, factory unit and sub contraction. • Quality experience with supplier and product development, KPI's and Lean Production suppliers - Lean Manufacturing. • Project manager: establishing schedules, defining actions, managing teams, establishing budgets, carrying out economic studies, validation with the company's steering committee. • SAP Key user for the modules Warehouse Management (WM), Production Planning (PP) and Materials Management (MM). • Negotiation with suppliers in Brazil, France, Japan, EUA, Vietnam and China. • Strong performance in people management: building and conducting results-oriented teams, development, retention, coaching and insights. • Experience in defining strategies for Warehousing and Material Separation (Pick and Pack), as well as sizing of labor for the activity of warehouses. • International experience, with a training course on heat treatment in France and contact with French and Japanese executives from 2004 to 2017.
Responsible for internal logistics, inventory level, inventory accuracy, raw material and spare parts warehouse, inbound and outbound logistics, future investment planning, budget control, logistical projects, returnable packaging management and Aftermarket process. Management of 49 employees, 7 direct and 42 indirect, reporting to the Logistics and Production Administration Manager.
Responsible for Supplies (local and imported raw materials and indirect materials), S&OP, Customs Clearance, PCP, logistics, warehouses and distribution management, inbound and outbound logistics. Management of 19 employees, 5 direct and 14 indirect, reporting to Plant Manager. • Organize the flow of materials movement and factory inventory, defining reporting activities and monitoring levels at each stage of the process; • Modify the dynamics of purchasing imported materials, to optimize stock levels, dividing deliveries into weekly frequencies, internal stock setting stock targets in days; • Implemented the S&OP process for strategic operations planning.
Responsible for Customer Service, PCP, management of inventory level (inventory), warehouse for spears parts, logistics and outbound materials, with control of annual budgets as well as freight revenue (around R$ 8 million), including 2 plants (Araucária, PR and São Leopoldo, RS). Management of 35 employees, 10 direct and 25 indirect, reporting to the Operations Director. • Idealized and implemented on Customer Service area, in partnership with IT, the process of quickly implementing customer orders from a pre-defined file, reducing their implementation time by approximately 80%. • In PCP, I created tools to assist in the monitoring of raw materials, such as inventory coverage profile per item, projection of customer demand to optimize production resources and shipping needs. • Restructured the Shipping area, together with Purchasing, carrying out BID for distribution, reducing from 10 to 5 carriers, thus defining prices valid for 1-year, neutralizing Compliance problems. • Optimized the physical structure of 4 warehouses for machine parts, grouping them in only 2 nearby locations. Additionally, I implemented, with TI, AMG's first MRP system for the acquisition of packaging supplies. • In internal logistics, I solved the reception of materials in a simple way, which generated a large number of ArcelorMittal vehicles at the beginning of each week. Defining a daily volume of vehicles, distributing deliveries every day of the week.
Responsible for Procurement (raw material and abrasives national and imported), S&OP, Customer Clearance, PCP, Logistics, Warehouse management for Raw Material and distribution, Purchasing bearings for Aftermarket process and implementation of the Lean process. Management of 22 employees, 6 direct and 15 indirect, reporting to the President (Brasil). • Developed and implemented a bearings Distribution Center in Brazil. • I applied the S&OP process in Brazil in 4 months. • In Logistics, I applied the value stream mapping (VSM) methodology and standardized the line feed process, thus defining some KANBAN’s in the production process and implemented the supermarket system to collect material in the warehouse. •For stock accuracy, I developed the process “Closing OF “, to control the stock. Control at the end of each OF of the physical versus system, adjusting the information for PCP and Supplies, which also allowed to identify the points of deviation. •Key User on SAP implementation, on modules MM (Materials Management), PP (Production Planning) and WM (Warehouse Management), thus inserting the production parameters in MRP, as well as the supply of materials. •In supplies, annual negotiations with suppliers in Brazil, France, Japan, Vietnam, China and the USA, on purchase of approximately 400 productive items and global negotiation for the supply of 3000 SKU's to the distribution center. •On production planning: I implemented a weekly production meeting, as well as adherence indicators (forecast vs. accomplished), with an evaluation methodology from 0 to 100% of Production attendance to the PCP. •Customs clearance, I reduced the registration time of DI, as well as the release of containers from the port of Paranaguá, through the customization of the SNR systems and freight forwarder, which allowed release and delivery in D + 1 (if green channel).
Responsible for the evaluation and approval process of national suppliers, as well as for the validation of products until approval as a guaranteed quality. Reporting to the Engineering, Quality and Purchasing Manager. • Acted in the process of location components in partnership with Purchasing area, studying new process and analyzing the economic viability (import or local purchase). It was possible to develop 13 local items, 5 forged and machined bearing rings, 3 cages (plastic)and 1 seal for bearings for 1st generation, and 2 polymer (plastic)and 2 stamped parts for axial bearing for 2nd generation.] • Acted as Process Auditor at suppliers, in according FIEV standard, approving 5 national suppliers. • Implemented and developed the Supplier Quality area in Brazil, leading internal teams such as Metrology, Logistics, Purchasing and Methods & Process and external suppliers, such as Quality and Engineering. Working with suppliers in different locations (national and international, such as France, Vietnam and Japan).
Head of the project to implement a Heat Treatment line. Reporting to the Engineering, Quality and Purchasing Manager. • As head of the project to implement a Heat Treatment production line, working together with the team of heat treatment specialists at SNR Europe, in defining the best solution and elaborating the specifications needs, prepare in French and translated into Portuguese. • With Purchasing area, I worked in the identification of the manufacturers of heat treatment line in Brazil, selecting 2 suppliers and validating the monitoring schedule for the installations in the SNR (gas plant, electric power and to approval the oil to heat treatment). The heat treatment department in French defined the methodology for approving the production line, using Eddy current CND controls, dimensional testing and hardness of the parts, to delivery the equipment to production.