Diretor de logística

•	Direct championed 8 employees in the Supply Chain and Operations team of 85 members – direct, indirect materials and CAPEX purchasing, foreign trade, planning, logistics and warehouses (annual volume 64 MM USD/ year), deliveries for more than 70 countries in all continents and customers as Tesla Motors, BMW, Jaguar Land Rover, DAIMLER, Audi, McLaren and Lotus, being responsible for preparing the annual business plan, monthly economic reports/ memos, budget definition and headcount;
•	SAP BPO for MM, PP and EWM modules: Managed IT Systems and Organization team for the  Group plants, being responsible for implementing new IT tools; value chain optimization, developing new processes and internal audits group wide.
•	Key achievements: reduced cost of parts purchased by 14%, drove inbound and outbound logistics optimization reducing international transportation costs more than 32%, development, implementation and start-up of 21,000 sqm Distribution Center (Lima, Peru and Ghent, Belgium) and improved inventory reliability from 84.1% to 99.96%.

•	Direct championed 15 employees in the Materials Management team – direct and indirect materials purchasing, foreign trade, central planning, logistics and warehouse (annual volume 70 MM EUR/ year), being responsible for preparing the annual business plan, monthly economic reports/ memos, budget definition and headcount.
•	Developed and implemented cost reduction and streamlining projects, quality planning of parts purchased, production support and receiving inspection, S&OP and Lean Supply Chain.
•	Key achievements: reduced cost of parts purchased by 17%; deactivated critical suppliers, introducing new suppliers and broadened the competitiveness scenario; boosted payment terms from average 23 to 56 days renegotiating suppliers contracts, reduced the number of quality occurrences by 90%; implemented a process for calculating and debiting the cost of non-quality and OTIF, increased inventory turns from 0.3 to 1.7 and inventory reliability from 53.3% to 98.7%.

•	Managed and direct coordinated 5 employees and 5 indirect employees in the commodity team (annual volume ca.120 MM EUR/ year) for material group assemblies, bearings, electronics, fasteners, plastics, rubbers, metal-rubber and stamped parts being responsible for actions towards annual business plan fulfillment.
•	Regional Commodity Manager for all South American business fields and 6 plants.
•	Prospected the market and developed new suppliers globally, through negotiations and audits in the regions of South America, North America and Europe.
•	Coordinated the new product launches and new business development team with global suppliers.
•	Introduced a system for decision making and risk analysis for suppliers generating an alternative – PLAN B in the event of any failure to supply, safeguarding the company and significantly reducing the reaction time in any event.
•	Led a working group on corporate consolidation project criteria and procedures between BUs within the same organization.
•	Introduced -23% of linear cost reduction measure through forged and machine parts supplier consolidation with technical raw material specification bundling, and delivery performance over 95%.
•	Key achievements: reduced cost of parts purchased by 11%, deactivate critical suppliers, shrunk productive supplier base in 35% during 2 working years securing a more robust lean supply chain, created a natural hedge for incoming goods to Brazil and mitigated supply chain bottlenecks allowing company to increase its market share. 

•	Responsible for annual purchasing volume of $23 MM for mobile communication business unit being procured mostly in local suppliers and intercompany operations for electronic components in Asia.
•	Key achievements: implemented cost reduction program with results of -11% (-$2.5 MM) in overall purchasing portfolio and established ISO and Lean-based supplier audits and fostered strategic partners.  

•	Assumed control and led 4 employees of project purchasing for troubled mining projects, responsible to harmonize demands in supply chain distributed across Americas, EMEA and Africa.
•	Key achievements: coordinated application of technical cost reduction by 34% (-$1.7 MM) that mitigated operation risks, turning a loss maker into a profitable project, granting an anticipated start-up for customer by circa 2 months and acted as Consultant in implementing SOX Act compliance system.

•	In charge of local Sorocaba plant daily purchasing routine and responsible for all CAPEX in national purchasing in Sao Paulo plant expansion to address automotive customer demands. 
•	Key achievements: introduced suppliers’ contracts database and cost reduction working plan and acted as internal auditor for ISO-14001 and SOX Act compliance system.