Paulo Barros Email & Phone Number

Palm Beach Gardens, Florida, US

São Paulo, SP, BR

Reporting to the CEO Brazil, having 6 direct reports (Manaus-AM and Canoas-RS Factories, Procurement, Logistics, Commercial Planning, Industrial Planning).Responsible for Manufacturing, Procurement, Logistics, Commercial Planning and Industrial Planning

Benton Harbor, Michigan, US

Reporting to the Sales and Supply Chain VP, having 3 direct reports (3 directors: Market Operations, Logistics and S&OP/Production Planning). Indirect team: 8 managers and overall 400 employees.Responsible for all the Supply Chain activities described in the prior position and co-responsible for overall company strategy definition, projects prioritization.

Benton Harbor, Michigan, US

• Reporting to the Sales and Supply Chain VP, having 7 direct reports (Sr. Managers), near 330 employees and 1.200 hourly paid employees in the warehouses
• US$ 300 million/year budget
• Responsible for the overall company inventory level (>US$ 400 million) and for product availability for annual sales of US$ 4 billion
• Responsible for the S&OP processes for finished goods (800 skus) and for service parts (25.000 skus), coordinating suppliers, manufacturing and logistics to maximize availability and minimizie inventories
• Daily Production and Materials Planning and Control on the 3 Brazilian production plants (>US$2bi purchases and 10 million products/year production)
• International Logistics for finished goods, raw material, spare parts and machines and tools.

Benton Harbor, Michigan, US

• Reporting to the Sales and Supply Chain VP, leading a team of 3 managers (S&OP, International Logistics and Production & Materials Planning), 100 employees and approximate budget of US$ 40 million/year
• Responsible for the S&OP (Sales & Operations Planning) process for finished goods (800 skus) and for service parts (25.000 skus). Responsible for the overall company inventory level (>US$ 400 million) and for finished.
• Coordination of the overall supply chain (suppliers, manufacturing, logistics) to maximize product availability while minimizing inventories.Daily Production and Materials Planning and Control on the 3 Brazilian.
• International Logistics for finished goods, raw material, spare parts and machines and tools.
• Development and implementation of new processes for planning and managing production and materials that reduced our reaction time from 7 to 1 day, resulting in increased product availability and sales, reducing.
• Raw material reduction in Manaus through the redefinition of the materials internal flow and adjustments in the control process, which reduced to almost zero the number of incomplete CKD kits, making enough free.

Benton Harbor, Michigan, US

• Reporting to the Strategic Planning Director
• Support the New Business Development areas to find ways to grow our B2C business (direct to consumer sales, water purifier business), our small retail business and our service parts business. Business analysis.
• Identification and development of strategic partnerships to develop the abovementioned businesses (Banks, Credit Card operators, Insurance companies, electronic appliances producers. Many of the partnership models.

São Paulo, São Paulo, BR

• Post-Merger Integration of Brasil Ferrovias to ALL Logística (main processes and organizational structure)
• Responsible for the analysis and recommendation of the fixed cost budget – Zero Base Budget: Whirlpool, Votorantim Metals, Pulp & Paper and Industrial Holding (VID). Implementation of the Matrix Managed Budgeting.
• Organizational redesign based on the strategy and long term goals: Fosfertil and Votorantim Industrial

US

• Reporting to a Project ManagerRETAIL (Pão de Açúcar – Brasil e D&S – Chile)
• Assessment and definition of the business model of a supermarket chain targeted at low income clients
• Definition and implementation of a store operation model, with gains in cost and service level
• Definition and implementation of a store definition model for a hypermarket operation in ChileFINANCIAL SERVICES
• Post-Merger Integration of a high performance boutique corporate bank (BBA) and a large retail bank (Itaú)
• Definition of processes and dimension of a credit decision Center of a large retail bank

São Paulo, São Paulo, BR

• Analyst, reporting to a Project ManagerAB InBev (client):
• Modeling of the overall Brazilian beverage distribution network. This model led to radical and successful changes in the national distribution network and in the compensation model for the 350 distributors in the.
• Savings of tens of million dollars through the development of a optimal cost simulator that became the basis for the compensation of the entire beverage network distributors network used until recently.
• Development of standard operation procedures for beverage distribution

New York, New York, US

Trader

Boulogne Billancourt Cedex, FR

Benchmarking of the production processes of the main parts of an engine.

Mba, General Management

B.Sc., Aeronautical Mechanical Engineering

High School