Acting as Associate Consultant and Interim Manager in the areas of Logistics, Supply Chain and Operations, developing activities such as:- Mapping current (As Is) and future (To Be) processes.- Operational productivity.- Warehousing and stocking.- Layout and addressing.- Stock and inventory management.- Planning, programming and control of production and materials (PPCPM).- Supply and internal routing.- Lean Logistics.- Packaging/unification.- Operational and management indicators (KPIs).- Standard operating procedure (SOP).- Techniques: 5s, PDCA, Kanban, JIT, VSM, Kaizen, Gemba Walk, etc.- Support in WMS implementation.- Storage and handling equipment.- Logistical protocols.- Supply logistics.- Transport and distribution.- Customer service.- Training and qualification.

Definition, analysis and preparation of the business plan to start the LogTime's operations. Costumers prospecting and new business and participation in financial controls and investment plan. Managed logistics operational processes including receiving, checking, routing and parcel deliveries (door to door) to B2C segment. Monitoring and follow-up of performance indicators - by customer and deliveryman. Hiring and training of delivery mans about procedures and use of Apps.

Managed purchasing operations (imported and nationals), scheduling raw materials, planning and production control, receiving, warehousing, picking (kits assembling), production supply and shipment of finished goods, Managed of two external warehouses (raw materials and finished goods). Implemented cycle counting process in accordance with the company's overall procedures and guidelines (Stock Take Planning) and defined the procedures for general inventory. Improved material organization (internal and external areas), identifying and removing obsolete materials, making available area and increasing productivity in storage, picking and material controls. Implemented missing parts control system, allowing analysis of the lack of materials for Production with 30 days in advance. Participated in the reassessment of processes related to SAP system implementation.

Managed logistics process including receiving, warehousing, picking (kits assembling), production supply, delivery schedule materials and inventory control. Coordinated of the logistics operations with the logistics provider (external service), since the receiving of parts till the delivery in the Plant, following the performance through KPIs and weekly assessment meetings. Participated in the Fireball Project to integrate new GE’s product in the Camaçari Plant, acting directly on the definitions of warehousing (layout), material flows (internal and external), scheduling and deliveries of materials and in defining the new logistics provider (3PL). Improved in process of receiving materials through the implementation of receiving time frame and material deliveries schedule. Implemented visual management to control the stock levels in the warehouse (alert system to replenishment). Participated in the ERP System Improvements Project with readaptation of the warehouse (layout and flows), criterias to warehousing, barcode identification, accuracy (cycle inventory) and processes (standardized work). Participate in the Cost Attack Committee, contributing with action to reduce costs in transportation, internal handling (forklifts), overtime, porposal to reduce costs with external warehousing.

Managed the operational functions of receiving, storage, assembling and forming kits and delivering for direct use at the automaker GM. Defined and implemented all processes and procedures to meet customer requirements. Established indicators, physical-financial inventory control and reduced operating costs. Established daily reports to the customer informing the situation of inventory levels and risk alerts for low inventories. Costumers and new business prospecting.

Managed distribution operations including receiving, warehousing, inventory control, replenishment, picking, shipping, transportation and customer service. Organized the whole warehouse, established new layout, criteria for the storage, replenishment and picking, new location rules and defined all processes and procedures. Reimplemented Warehouse Management System (WMS) according to new information and parameters defined in general organization of the warehouse and coached all people involved. Started effective use of data scanners without using spreadsheets. Participated in the feasibility analysis project for installing a distribution center in the state of Paraná, to reduce operating costs, transportation and increase the service level to customers. Reduced transportation costs by renegotiating prices with carriers based on the streamlining of routes and better utilization of trucks (Full Truck Load). Implemented new system of packaging and identification (labels) reducing errors, damages and claims of customers and improving checking processes, loading and delivering. Instituted monthly meeting with carriers to evaluate the delivery performance indicator and discuss issues related to operational procedures, safety, customer complaints, and opportunities. Defined and implemented management and operational indicators with implementation of the visual management system e instituted monthly meeting with all logistics team to present and follow the results (real x goals) and discuss general issues.

Managed production process control and logistics in two plants, including planning and scheduling of materials and production, receiving, warehousing, handling, inventory control, loading preparation, shipment, transportation, delivery and also control of consigned parts from Ford. Provided delivery services to automaker Ford through the delivery systems JIT, Sequenced and Kanban, as well as CKD (exportation) and P&A request. Managed internal performance indicators based on Budget (KPIs) and customer service (Supplier Delivery Performance Rating) focusing scores in the Q1 – Ford certification. Ensured and sustained ISO/TS 16949, MMOG/LE (Materials Management Operations Guideline/Logistics Evaluation - Ford and FES (Faurecia Excellency System) certifications. Improved transport processes through the adequacy of the criteria CIF and FOB, change of the schedule to pickup and delivery materials, adjustments on routes of milk run system and analysis of occupation of the trucks (full / less truck load). Developed and implemented packaging optimization project by analyzing capacity, quantity, type and consumption. Developed monthly meeting with suppliers and carriers to evaluate delivery performance indicator MPM (Misdelivery Per Million), discuss about risks in delivery delays for production and customer service (automaker) and/or to participate of top offender meeting.

Managed logistics issues for the startup of the new plant in Campo Grande, being responsible for the structuring and implementation of logistics area: defined and hired all team, designed layout, material flows, equipment, processes and procedures, carriers, indicators (KPIs) and training. Managed all logistics processes including, receiving, warehousing, handling, inventory control of raw materials (steels) and finished goods, loading preparation, packaging, shipment, invoicing, transportation and customer service. Coordinated the transfers of materials and products between plants in order to optimize customer services according to their locations and definition of delivery routes. Replenished all branches of Brazil through consolidation of orders, optimized development of routes and better occupation of trucks in order to minimize freight costs. Implemented procedure for export containers stuffing performing all the operation inside the plant with total reduction of external costs.

Managed production process control and logistics, including planning and scheduling of materials and production, receiving, warehousing, handling, inventory control, loading preparation, shipment, transport and delivery. Provided delivery services to automaker GM through the delivery systems JIT and Sequenced, as well as CKD (exportation) and P&A requests. Reorganized all materials (components and raw material), established new layout, criteria for the storage (ABC curve), new location rules, defined all processes and procedures and material flows. Managed internal performance indicators based on Budget (KPIs). Ensured and sustained ISO/TS 16949, ISO 14001 e QS 9000 certifications – GM. Developed monthly meeting with service provider to evaluate material handling services and rented equipments and discuss about problems/solutions and improvements.

Managed material area functions: receiving, warehousing, inventory control, handling, loading and shipping. Managed administrative area functions: property security, restaurant and contracts with third parties. Redefined and organized of all storage areas, with establishment of the new layout. Redefined delivery schedules with suppliers and reducing minimum delivery batches. Reduced inventory area by identifying and eliminating obsolete items and improved the flow material. Created and implemented performance indicators and reports to control inventory levels. Managed matters related to logistics in leased company in São Paulo, being responsible for material area, billing, purchasing, human resources, restaurant and property security.

Managed planning and scheduling of materials and production, receiving, storage, handling and stock control. Participated into project to restructure the programming and control functions of the production and the internal materials flow. Defined and implemented cyclic counting procedures to improve the accuracy of raw materials and tooling, with reduction in inventory levels. Implemented system of replenishment of the production lines, eliminating the displacement of the operators until to the warehouse. Implemented production synchronization system between the three main sectors of production: pipes, frame and assembly, obtaining reduction of stock in process and increase of productivity in the final assembly area.

Coordinated planning and production control processes, inventory control of finished products, cargo preparation and shipment. Redefined and implemented new flow of finished goods from production to storage, reducing the quantity of parts in the factory, optimizing time, resources (equipment and operators) and improving accuracy. Elaborated improvement project in the Distribution area: definition of the load preparation area and improved of the procedures for the picking and shipping of finished goods. Reorganized Distribution area teams and trained 100% of the operational team. Optimized the distribution flow and control of production orders.

Elaboration of process flows in the areas of Production, Human Resources, Procurement, Accounting, Financial and Administrative. Analysis and presentation of process improvements. Determination of productivity indicators. Participation in Manufacturing Productivity Project.