Responsible for the areas of Demand Planning, Market Intelligence and Project Office

Process Mapping, Implementation and Improvement;Management Profile and Models;Tools for Increasing Productivity;Performance indicators;Analysis of Area Performance.

Management of data generation and analysis for demand planning and forecasting, supply management of more than 15,000 SKUs in 17 DCs, inventory management of around R$ 1Bi and service level efficiency to improve customer satisfaction for the more than 20,000 customers who bought daily from Profarma:Management of key performance indicators for the business: Service Level, OTIF, NPS, MAPE, Lead Time, Excess, Net Debt and Financial Cash Cycle;Managing, generating, sourcing and monitoring purchases from more than 300 suppliers to supply the 16 Distribution DCs;Strategic management of the cash cycle in terms of improving inventory days and controlling/reducing costs; Implementation and management of the supplier chain relationship program for continuous improvement of supply indicators and improvement of the supply chain;Implementation and management of the S&OP process;Review of processes and creation of a management team responsible for planning and executing the supply of the 6 largest pharmaceutical retail groups in the country, with more than 15 pharmaceutical industries, covering operations in 12 states;Leadership, management and development of a team made up of 3 managers + 28 analysts / assistants.Main results achieved: Improved MAPE (improvement of more than 3pp), Excess <10% of total stock, Service Level (all-time record of 94%), NPS (all-time record of 80), Fillrate (all-time record of 89.7%) and reduced Cash Cycle (more than 5 days). The management responsible for supplying large retailers was recognized as the best distributor in the relationship programs of the DPSP and RD Groups. The supplier relationship program was recognized as one of Profarma Distribuição's main differentiators, according to the Advantage supplier survey.

PMO responsible for managing the project to incorporate Drogaria Rosaria into d1000 varejo e farma, the retail arm of the Profarma Group, with a focus on change management and risk management:Development of a project management model to improve future acquisitions, combined with integration of activities between areas, conflict management and actions to provide reports to the C-Level;Optimization of processes and creation of a management model for all expansion initiatives (inauguration, extension and refurbishment) and closures.Main results obtained: Client satisfaction with the Rosário incorporation project, as it was delivered with all system integrations working and within the expected timeframe. With regard to the expansion area, processes, flowcharts, procedures and performance indicators were created, which are still in force today, as well as a reduction of more than 15% in the total time taken to open a store.

Management of demand planning, stock management and logistics, inventory control and transportation management for the Athletes' Village Restaurant for the Rio 2016 Olympic Games: Creation, implementation and training of all supply chain processes for the entire logistics structure selected and contracted for the operation, both in the internal and external DC;Sizing of the dedicated fleet for the operation;Creation of a Customer Success cell to measure and monitor indicators (CSAT) of the quality of customer service (Restaurants);Development of a tracking process with IT, to identify material needs in the internal DC for separation in the external DC, guaranteeing the integrity of the cargo shipped, as well as its tracking on the way.Main results achieved: Compliance with all the controls established by the BOC and IOC for supplying the athletes' village for both the Olympic and Paralympic Games. Total visibility of the operation provided for monitoring by the contractor and all performance targets achieved.

Project management at Merck, Aspen Pharma and Boehringer Ingelheim: Process redesign, creation and implementation of Merck's Procurement area, selection and training of staff in the new processes and negotiation techniques and definition of all key performance indicators;In Merck's Logistics area, responsible for designing and executing the entire BID for hiring a new Logistics Operator, with cost and FTE reduction. In addition to the search, selection, validation and implementation process for the new Distribution Center;Creation and management of the Customer Service area, with monitoring and direct action on indicators (e.g. churn, LTV, CSAT, NPS), ensuring a good customer journey in terms of retention and satisfaction;Management of negotiation projects to reduce costs, based on Spend analysis and Strategic Sourcing, both at Merck and Aspen, with gains of over 15% in various categories;Mapping and implementing reverse logistics processes for Pharmaceuticals products at Boehringer Ingelheim.Main results achieved: The creation of a strategic Supplies area for the business was the greatest legacy left to Merck's Finance area. The project at Boehringer ensured greater control of the reverse logistics process for medicines, as well as reducing costs by more than 10%.

Management of the internationalization project for Vale's Supplies area. A project with a global dimension, with direct contacts in Indonesia, Canada and New Caledonia. The following activities were carried out: Redesign of processes, definition of the new purchasing strategy, roles and responsibilities, implementation of the new organizational structure, review of the systems involved, establishment of the new rites, preparation and delivery of training and governance of the Procurement area, creation of communication plans for change management, conflict management and risk identification/mitigation.In the ONS and Usiminas companies, management of a negotiation project to reduce costs, based onSpend Analysis and Strategic Sourcing, in various categories: IT/Telecom, Energy, IT Outsourcing, Software Licenses, Packaging, MRO, Industrial Cleaning, Road and Air Transportation; Project management for the organizational review of processes in the Supplies area at Petrobrás, Raizen and Ferrous.Main results achieved: Implementation of Vale's Global Supplies Department in Brazil with regional reports in Asia, North America and Oceania. Strategic Sourcing projects showed average savings of 10-15%, according to previous spend analysis.

Demand planning and liaison between the Commercial, Operations, Logistics and Supplies areas: Management of Lafarge's demand planning in the cement segment, optimization of the production and distribution logistics chain, optimization of processes and the demand forecasting tool, leadership of the S&OP process, supply of warehouses, adequacy of stock coverage and maximization of the contribution margin;Supply area manager responsible for the entire transportation chain in the cement handling and storage operation. Main results achieved: Creation and implementation of the Demand Planning area at Lafarge in the Cement segment, with monitoring using performance indicators. Significant improvement in stock coverage, reduction in freight costs in cement handling and development of a rail section in the operation.

Demand planning and liaison between the Commercial (National and International), Operations and Transportation areas: Managing Fibria's demand planning in the pulp segment, optimizing the production and distribution logistics chain, supplying the domestic and foreign markets, leading the S&OP process, reducing handling costs, adjusting stock coverage and maximizing the contribution margin;Main results achieved: Creation and implementation of the Demand Planning area at Fibria, integrating the Commercial, Operations and Transportation areas, with monitoring through performance indicators.

Management of the entire logistics operation for beverages, labels and metal stoppers: Management of resources to optimize the logistics chain, integration of production planning, distribution and warehousing, team leadership, conflict management, management of factory contracts, focus on operational efficiency, management of the cabotage operation in Manaus and cost reduction.Main results achieved: Creation and implementation of the VMI to supply metal stoppers from Manaus to all Ambev's industrial plants in Brazil, reducing delivery times and the rate of damage during transportation. Creation of a Customer Success cell to measure indicators (CSAT) of the quality of customer service (factories).