Diretor de operações/supply chain/logística

Lead the Supply Chain Services operations for GE Wind Onshore business LATAM, overseeing 
Warehousing, Distribution, Planning, S&OP, and Customer Service (Fulfillment) for all services Parts, 
Tooling, and Remanufacturing operations, which include managing a portfolio of 6200 SKUs, Inventory of 
USD 51Million, 3 Distribution Centers, delivery of 4500 orders lines/month, budget of USD 46 Million/year, 
and team of 47 people (including 6 managers as direct reports). Reports to the Services General Manager 
LATAM and to the Global Parts COE.
• Made the turnaround in Service Level for Parts availability focusing on 5 different pillars: 1) Supply Chain 
Processes review and Standardization 2) KPIs implementation 3) Operational rhythm rigor 4) Continuous 
improvement 4) People Engagement. Result: Increased parts OTIF from 15% to 80% in 2019. 
• Decreased Parts inventory from USD69Million in Dec/19 to USD 47 Million in Dec/20.
• Recovered the credibility of the Supply Chain Services area, being officially recognized by external 
customers as one of the strengthened and competitive advantage for GE Wind Onshore in the market.
• Kicked- off the implementation of S&OP focusing on decreasing inventory levels, increasing forecast 
accuracy, improving service level, and finally supporting the decision-making process of the executive 
board related to suppliers’ constraints and P&L projection.

Led logistics operations for Orthopedics/Medical Devices business in Brazil, which involved managing 
Warehousing, Distribution, Last Mile Delivery, and Customer Care for DePuy Synthes business, including the 
management of 10 Field Stock Locations (FSL), performing 4200 surgeries per month, leading a team with 
150 employees and budget of R$31 Million/year. Reported to the Operations Director.
• Acted as protagonist in making the turnaround for DePuy Synthes Logistics performance operations, 
which involved leading the action plans related to service level improvement (On Time Delivery – from 
80% to 92% and Fill Rate – from 82% to 90%) and recovering operations credibility by reducing 30% the 
customers’ complaint due to operational errors.
• Reviewed the organizational structure, developing a team with superior performance and greater skilled 
in customer care, problem solving, processes control, and continuous improvement.
• Implemented new KPIs related to operations performance, customers care, and asset management, 
enabling a management system much more efficient and responsive to the business demand. 
• Delivered Cost Improvements Projects adding up R$2,1Million and R$1,8Millio in savings in the first and 
second years consecutively.
• Consolidated the implementation of the new logistics network redesign, launching the One Medical 
Device Field Stock Location in Rio Grande do Sul and BH, expanding Sao Paulo, Campinas and Curitiba, 
and going live with the new Field Stock Location RJ, allowing the Medical Device business reaching more 
patients and restoring more lives with ampler product availability. 
• Improved from 85% to 98% the Quality & Compliance and HS&S adherence to the standards by 
implementing the new routines, controls, and processes in accordance to the company guidelines.

Managed corporate Primary Transportation and Inbound Operation, including direct supervision of 36
employees and budget of R$550 Million / year. Operations that consisted in managing average 11000 
shipments per month divided in direct shipment to customers, transference to DCs, and containers do port.
Reported to the Logistics Director.
• Improved direct shipment OTIF from 65% to 78% by increasing carriers service level, orders prioritization, 
order cycle time monitoring, and process performance management.
• Implemented customer monitoring center (Control Tower) focused on orders tracking, truck booking 
performance, carriers performance management, and service level to customers.
• Increased on time shipment from 85% to 96% by increasing carriers regionalization, carriers contract 
management, and creating partnership with other shippers in the opposite flow of JBS network.
• Delivered 2015 Operational Planning Freight with 5,7% savings (R$ 31 Million in savings)

Managed all Warehousing, Distribution, Supply Chain Planning, Customer Service, and Import & Export 
operations, including direct supervision of 45 employees. Responsible for the operations of 2 third-party 
logistics providers (3PLs), 10 carriers, and budget of R$32Million/year. Reported to the Supply Chain Director.
• Improved fill rate from 85% to 96% by using PDCA tool for continuous improvement in the supply chain 
planning area, assuring the adequate balancing of inventory among the Distribution Centers.
• Drove superior Supply Management and local S&OP process in close coordination of a multifunctional 
team involving Logistics, Manufacturing, Demand Planning, Purchasing, and Supply Planning.
• Increased On Time Delivery (OTD) from 88% to 95% through root cause analysis of poor service level,
action plan implementation, and more efficient carriers’ service level management.
• Developed and implemented the new logistics network, increasing 3 times the logistics capillarity and 
doubling storage and shipping capacity, with the support of a new Distribution Center.
• Achieved 6% savings year over year in Logistics costs by increasing truck utilization, optimizing deliveries 
routes, and increasing deliveries consolidation.
• Implemented the new logistics organization structure, increasing significantly the logistics capabilities in 
terms of customer focus, problem solving, operations management, and people development.
• Increased collaboration and trust between the Supply Chain and Demand (Sales) areas through the 
implementation of an operational weekly meeting, involving the key stakeholders of the two areas, to 
discuss and make decisions related to short term, focusing on delivering the committed operational plan.

Coordinated materials plans for Caribbean and Central American markets, involving 850 SKUs manufactured 
in 15 facilities throughout North America, Asia, Europe, and Latin America. Reported to the Planning Manager.
• Managed and optimized Supply Chain Planning processes, assuring proper product availability on time 
and in full to each market / region.
• Executed collaborative planning process aligned with Sales and Operations Planning (S&OP) cycle,
assuring full alignment between Supply and Demand.

Managed all Warehousing and Distribution operations including direct supervision of 24 employees, third-party 
logistics operators (3PLs), carriers, and budget of R$33Million/year. Operations that involved shipment and 
distribution of 15M units/month and storage of 17000 pallets. Reported to the Supply Chain Director.
• Achieved on-time delivery above 97% in domestic market by continuously improving the shipping 
process, qualifying carriers, and auditing standard operating procedures.
• Improved shipping productivity by 15% through distribution center redesign, Warehouse Management 
System (WMS) replacement, materials flow optimization, and bar code reader implementation.
• Developed business plan to support Warehousing and Distribution operational efficiencies during 5 years
with optimized costs and service level.
• Achieved inventory accuracy consistently above 99.7 % by performing cycle counts and assuring 
adequate performance of receiving and shipping standard operating procedures.
• Developed customized distribution projects to support business development of pharmaceutical business 
units such as Retail, Insulin, Oncology, and Vaccines.

Managed all inbound and direct sales distribution operation with budget of R$240Million/year, which involved
7500 shipments/month and fleet of 1100 tractor trailers. Oversaw logistics operation of 4 factories and 1
distribution center. Team of 90 employees, storage of 20000 pallets. Reported to the Logistics General 
Manager.
• Achieved savings of $9,5Million/year in freight costs through the implementation of a high-performance 
transportation project, which increased productivity of 110 tractor trailers by 50%.
• Developed and implemented intermodal transportation projects (train and ship) that decreased freight 
costs by 13%.