Gerente de logística

• May 2022 - Present

- Assegurar o cumprimento das metas de logística, dentro dos padrões de qualidade, segurança, produtividade, custos e prazos estabelecidos pela empresa; - Gerenciar os recursos materiais e financeiros da área junto às equipes de Recebimento, Almoxarifado, Administração de Materiais, Embalagem, Carregamento e Transportes; - Responsável por projetos para redução dos custos com distribuição, otimizando a produtividade e melhoria do nível de serviço percebido pelos clientes; - Gestão e negociação de contratos com parceiros logísticos; - Responsável pelo desenho operacional dos setores da logística e indicadores de eficiência; - Gerir as estratégias de crescimento e desenvolvimento do setor, tendo como base o planejamento estratégico desenvolvido, de modo a garantir a redução dos custos logísticos, o nível de serviço, a melhoria dos processos operacionais e atualização tecnológica dos processos.

PCP&Warehouse Manager

• Jan 2021 - Mar 2022

Supply Chain Manager

• Jan 2020 - Nov 2020

- Development and Applications of Purchasing Policies(RFI, RFQ, RFP and Agreements), Strategic Sourcing and Suppliers Excelence Evaluations; - KPI´s definitions and improvement plans; - Import Vs National origins comparative; - Supply Chain Management from Tier3 (import/national) Supplyer to Retailers; - Full Management of the entire import chain with external suppliers, shipowners, freight forwarders and dispatchers; - Inventory audictions, accuracy and application of Kaizen to reduce financials GAPs; - Preparation and application of S&OP to optimize inventory and customer service, projected capacity and compromised cash flow ; - Supply expenses management; - Purchasing Budget Management and search for saving & cost avoidance opportunities; - BPM and Trainees team mentor; - Facilities and Industrial/Structure Maintenance Management. In this period, we managed 57 direct employees, reducing the cost of hiring freight by 8% and loading time below 48hrs. We renegotiated the main facilities, logistics operators and maintenance contracts, generating savings of 12.3% in OPEX.

Supply Chain Manager

• Mar 2019 - Jan 2020

- Develop and apply Purchasing Policies (RFI, RFQ, Agreements) and Strategic Sourcing - KPIs definitions and action plans to increase the area's performance - Management of area expenses - Directly manage the MRO, Facilities, Technology acquisition team , Graphics and Real Estate and, indirectly, the infrastructure and human resource´s benefits team. Directly managing 11 employees, we rolled out the new version of the ERP, for MsDynamics 365, having defined the KPIs for the new BI DashBoard , the division of the purchasing portfolio by category, which when the performance of the team with the Legal Department as regards renting, with HR as regards benefits and with Editorial as regards printers provided, in a short period of time, a substantial gain was acchieved. We structured the service by B.U. within the new perspective of the ShareServiCenter, being the area of ​​greater efficiency when compared to the other SSC´s supply areas.

Supply Chain Manager

• Aug 2017 - Feb 2019

- Development and Applications of Purchasing Policies(RFI, RFQ, RFP and Agreements), Strategic Sourcing and Suppliers Excelence Evaluations;- KPI´s definitions and improvement plans;- Import Vs National origins comparative;- Supply Chain Management from Tier3 (import/national) Supplyer to Retailers;- Full Management of the entire import chain with external suppliers, shipowners, freight forwarders and dispatchers;- Inventory audictions, accuracy and application of Kaizen to reduce financials GAPs;- Preparation and application of S&OP to optimize inventory and customer service, projected capacity and compromised cash flow ;- Supply expenses management;- Purchasing Budget Management and search for saving & cost avoidance opportunities.Supplyer´s visit in Switzerland, England, Belgium, Netherlands and Germany for Strategic Sourcing and negotiation, achieving savings of 12%.

Logistics and Production Plan&Control Manager

• Apr 2016 - Feb 2019

- Collaborate with the definitions of the S&OP Meeting and the factory results;- Inventory: accuracy of inventory and sizing;- Validation of factory capacit.At this moment, we implemented SAP as an ERP and the key-users of the MM, PP modules were under my management.

Customer Service Manager

• Apr 2014 - Mar 2016

- Management of the Technical Assistance Centers Team, through the monitoring of service time indicators, anomaly recurrence rate, replacement cost;- Management of the legal actions of customer complaints (0800, website, Reclame Aqui, legal).We started a CRM´s implementation to manage the services provided by Authorized Technical Assistances. During this period, Dabi Atlante merged with Gnatus (the two largest players in the national market), with the structuring of the new global Customer Service area being under our management.

Logistics Coordinator

• Sep 2012 - Mar 2014

- Management of loading team and transporters (delivery time, negotiation of freight costs, refunds);- Inventory / inventory control;- Production planning and control, stock planning and purchase of materials and supplies;- Order´s Log Management and service planning within the agreeded deadlines.We carried out a BID process for carriers and achieved standardization (from 12 to 4 carriers) and reduced costs by 7%. We started the inventory processes, reducing the deviation GAP by 85%.

Financial and Operacional Manager

• Sep 2011 - Sep 2012

- Area expenses management;- Fleet sizing with a view to improving efficiency;- Responsible for defining the scope and lay-out of the new Distribution Center- Definition and dissemination of KPIs to increase the area's performance;- Indirect leadership of third part logistics operator.Management of its own team (21) and third parties (+250) with a focus on efficient service (R $ / HectoL) and with quality (% Return and Journey), having started as an interim during a period of critical results and ending the experience with the budget, productivity, return and default goals hit. We built a new DC with 12500m2 in BTS mode, incorporating new technologies for property secutiry and work safety.

Regional Production Coordinator

• Feb 2011 - Aug 2011

- Coordination of the routing team for Parana state and São Paulo country (+ 7k / day);- Coordination of the pull mesh distribution team;- Consolidation of the Regional Expense Budget;- Excellence Program Audictor in the company's own Distribution Centers.

Warehouse Coordinator

• Mar 2010 - Jan 2011

- Leadership of warehouse team (own and third part);- Inventory and Loss Prevention management;- Reduction of loading times and conference of delivery and factory transfer vehicles.In 2010 we expanded the warehouse by 2400 m2 due to the increase in volume and area of ​​operation of the Londrina´s Distribuition Center.

Marketing and Sales Manager

• Jul 2008 - Feb 2010

- Management of the sales team of third-party distributors;- Definition of demands through S&OP forecasts and their subsequent volume agreeded with the factories;- Price management in the market and monitoring of competitive behaviors;- Training and evaluation through the Excellence Program.Taking advantage of new products launches, we were able to leverage the market share of the region served by positioning the new brand as a combat in the low-price segment. In this period, we carried out the tri-brand consolidation of the region by merging the area through the incorporation of 2 resellers.

Sales Supervisor

• Jul 2007 - Jul 2008

- Price management in the market and monitoring the competition's behavior;- Training and evaluation through the Excellence Program.In this role, I achieved the double bonus for the first time, taking care of the Premium + Night category with a significant result in the recovery of market share (we reached 85% compared to 67% of the city) in the central region after working with marketing in visual identification and investment in equipment at points of sale.

Route Analist

• Jul 2006 - Jun 2007

- Indirect leadership of third part delivery team;- Interface with the sales team to improve delivery efficiency;- Interface with the routing team to reduce efficiency gaps;- Targeting a fast and quality delivery, at the best possible cost.During this period, the Company started monitoring the Journey of the Delivery Team and we had the challenge of overcoming the barrier of the paradigm that only the vehicle with low load would return early. At the end of my term in office, we had the goal of Jornada and the Occupation goal beaten.

Project and Supply Chain Manager

• Sep 2004 - Jul 2006

-Management of the PPB Homologation Project with the MCT using PMBOK tools; -Responsible for the national and imported purchasing team; -Developing and applying Purchasing Policies and Strategic Sourcing; -Stock Management (dimensioning and accuracy) at the Headquarters and units; - KPIs definition and action plans to increase performance in the area; -Manager of the Production Team (assemblies of kits and electrical wires). We elaborated a diagnosis, in association with Empresa Jr of UEL (Universidade Estadual de Londrina) and internalized the process of assembling the tracker wires, we add kit assemblies and antenna firmware configuration. As a result, we reduced the product cost by 4%. The PPB Project allowed the company to enjoy tax incentives by reducing ICMS from 12% to 0%. With the Purchasing Policy in place, we were able to structure the area with indicators, the main one being the availability of material, which rose from 37% to 93% between 2004 and 2006.

Logistics Manager

• Sep 2002 - Jun 2004

- Inventory Control and Distribution of components for the installation of vehicle trackers in the Headquarters and in 46 Authorized Technical Centers all over Brazil; - Management and BID of Transporters (fractionated); - Definition and Management of the Processes and Indicators of the area. In 2003 we held the company's first BID with scope of distribution, managing to concentrate on 5 carriers (previously 15) and with a 17% reduction in logistics costs after 12 months. - Inventory Control and Distribution of components for the installation of vehicle trackers in the Headquarters and in 46 Authorized Technical Centers all over Brazil; - Management and BID of Transporters (fractionated); - Definition and Management of the Processes and Indicators of the area. In 2003 we held the company's first BID with scope of distribution, managing to concentrate on 5 carriers (previously 15) and with a 17% reduction in logistics costs after 12 months.