Manage stock levels and deliver working capital objectives assuring product availability on shelves in each store. Responsible for the forecast, buying and replenishment of approx 60.000 products in 144 stores, mostly hypermarkets, and 9 distribution centers for all categories (Groceries, Consumer Goods, Fresh and Perishables, Bazaar, Electro and Textile).

During 2010, analyzed the Supply Chain segment in the Iberian Peninsula to evaluate the internationalization of a Brazilian SC Consultancy company. In 2011, became an Independent Senior Advisor in Logistic projects associated to different Supply Chain Consultancy companies (e.g. GSS Consultancy), guiding project teams to define strategies and deliver client goals. Managed projects outside Supply Chain: designing, planning and negotiating a small tourism real state implementation in Brazil during the beginning of 2012.

Global Supply Chain leader on multifunctional project teams for key value improvement and global innovation projects in the Hair Category (Dove, Seda and Clear brands). Work with Regional Supply Chains, Brand Development and R&D to insure best practices are applied to assure project results are achieved.

Responsible for all Foods categories in Brazil, approx 550.000 tons/year and 600 perishables skus.• Delivered a 30% reduction in finished goods and raw materials write-offs (business waste).• Supported an assortment review pilot for the Beverages category which resulted in 22% portfolio reduction and, simultaneously, increased the category market share through a more focused execution.• Reduced 4 percentage points in the monthly sales forecast error.• Exceeded the inventory level target without damaging the service level indicator (stock availability).

Responsible for the logistic service level of approx 20% sales (300.000 tons/year) in three states. National customer service leadership during the Unilever Brazil strategy review.• Created and implemented a new Customer Service policy including a customer value added segmentation and service offerings through a cost-to-serve and route-to-market point of view.• Delivered specific solutions for key customers, reducing costs and improving service level.• Increased approx 15 percentage points in the service level indicator (customer case fill on time, 07 vs. 08).

Senior member of the Berlin89 project team, responsible for re-designing Unilever's logistics operations in Brazil. The most important Supply Chain project in Latin America aimed the integration and optimization of the two Operating Companies (Foods and Home & Personal Care). The objectives were achieved through a process of logistic network re-design, joint warehousing and distribution of foods and home & personal care products. The project also reviewed process and systems to allow integration and centralization including innovative solutions like a logistic planning process using a Transportation Management System (TMS).• Implemented joint warehousing biddings to define new 3PLs (Third Party Logistic Provider) and a carrier consolidation process which was the Berlin89 Project main source of savings.• Implemented Zero Project, an entire Foods logistic network review resulting in a customer service improvement for almost 3.500 clients and 50.000 tons/year through a movement of de-centralization of small clients with less than a truck load shipments to Regional DC’s. This movement was combined with a centralization of larger clients with full truck load shipments to maintain volume and tax incentives in Goiânia DC.• Defined the new Customer Service & Distribution organizational structure.Project Leader responsible for a financial initiative including a new tax benefit implementation with major impact and changes in areas like Tax Planning, IT, Supply Chain, Finances, HR, Planning and Sales with a 9-month implementation program, a multifunctional team and a €4 million implementation budget.

Responsible for the Goiânia DC (Distribution Center), a complex and important logistic operation, the only DC that delivered products to all Brazilian states (4.500 clients and 360.000 tons or 70% of Unilever Foods volume - sales and transfers to others DC’s). Also had an extra role as customer service manager responsible to build interfaces with all five regional sales teams and designed initiatives to improve customer service. • Managed 50 Unilever’s employees and 350 3PL’s employees and an annual budget of €20 million (operational and freight).• Transferred the Home & Personal Care Regional DC to the Foods site in Q1/2005 reducing logistic costs and unifying the operational management.• Implemented a cost reduction through operational downsizing while improved output capacity (tons/day).

Largest retail company in Brazil and Casino’s partner (French retail company); in that time with approx €6 billion turnover per year and approx 600 stores. Responsible for the forecast and replenishment plan for 100.000 products in 600 stores and 10 distribution centers. Also responsible for the replenishment systems development.• Created stock level and working capital performance indicators with weekly reports to the Company Board.• Implemented a buying plan achieving a €30 million inventory reduction in 2002 and 2003.• Designed and implemented a new cross docking operation and a replenishment process and system, achieving a 20% cost reduction and a 5-day stock level reduction.• Participated on a trainee program with experience in major areas of a retail company including Store Operations and an e-business initiative.