Carlos Santos Email and Phone Number

- Global planning lead for New Product Launches for two major business categories (Skincare and Fragrance) across 3 regions (UK, EMEA, US). Provided leadership oversight in the plan and execution of NPLs, securing supply for on-counter dates. This is achieved through strong leadership, excellent stakeholder management, enhanced supply chain agility and rapid constraint resolution throughout the project stages. - Drive excellence throughout the overall product development process (from study concept to realization to project launch) and ensure all manufacturing-specific milestones are on track to meet market on counter dates.- Global process transformation around NPL planning: Supply planning and inventory strategies, o9 logic for NPL planning, deployment and training, R&Rs definition and change management.- Partner with plant management, technical teams, R&D, quality and operations and orchestrate the tracking, planning, production and delivery of new product launches.

- Lead the New Product Launch team (2) covering two production sites (EMEA, US) – Resolve constrains throughout the project milestones and ensure that market on counter date is met.- Weekly review of demand supportability flags in o9, identify the drivers of DP-SP gap and resolve constraints that will enable a feasible plan in the MPS horizon. Secure that supply plan is capacity and material feasible in the mid-term horizon, achieving service targets with optimal inventory levels. - Lead factory RCCP meetings for the Fragrance category – Present to senior leadership the long term unconstrained/constrained production plan that is within plant capacity and material feasible. Flag trade-offs between contract manufacturing and in-house productions and engage engineering teams on run strategy optimizations.

- Global MPS Lead covering 3 production sites (EMEA, UK and US). Lead the team in successfully delivering production plans in the long-term horizon that present minimal SP-DP risk exposure while maintaining low inventory levels and costs.- Continuous assessment of the supply chain performance (service, inventory, costs, agility), identify areas for improvement and drive corrective actions.- Partner with regional commercial teams to identify market shifts and priorities to better respond with the right production signal. - Drive continuous improvement around supply planning processes and tools to lift supply chain metrics- Drive Category Supply Review meetings and report to senior leadership the DP-SP gap, KPI updates (Service, Inventory, Cost and Agility), Product availability per region, escalations and trade-offs.

- Partner with TPM to secure a feasible supply plan in the short/mid/long-term horizon and achieve service targets with optimal inventory levels. - Developed and led the implementation of supply planning tools and processes to facilitate daily planning operations, enhance visibility on supply risks in the mid-long term and facilitate the decision-making process- o9 Product Availability SME – Secure process adherence, drive improvements and deliver critical inputs to enable strategic decisions in Global IBP.- Driving the execution of New Product Launches, securing supply for on-counter dates. This is achieved through excellent stakeholder management, constraint resolution throughout the project stages, master data and BOM, and ensuring launch production plots meet launch timelines.- Lead Supply Review meetings with vendor and guarantee the supply plan execution, collaborating with cross functional Build and maintain strong and collaborative relationships and effectively manage communications with the vendors.

- Responsible for managing the material supply planning for 5 material categories (raw and packaging materials) across WE region (19 Carlsberg breweries/teams).- Led and implemented the Material Supply Management process in WE region with several suppliers and breweries, achieving full transparency of material requirements on 0-18 months rolling horizon and ensuring there are no gaps in the plan - Several tools were developed to precisely study stock projections, available capacity and secure high customer service level through on time and in full deliveries.- The success of this job depends on keeping a good communication with external and internal stakeholders, a flawless material data analysis and strong decision making when it comes to inventory management, capacity and production planning.

- Implemented S&OP best practices that led to notorious improvements in the different step meeting of the S&OP process in WE and Asia, a total of 8 countries. Achieved long term discussion horizon (18 months), improved meeting content and participation and started the inclusion of financials in the process. - Run several visits in the different markets with the goal of educating leadership teams and S&OP participants on the process best practices, followed by constant visits to track, evaluate and support the process improvement. - Simultaneously held different responsibilities within the Tactical Supply Planning team where I managed the obsoletes material across WE region.

The Carlsberg Trainee program consisted in 3 rotations of 6 months through different functions. - Manufacturing and Technology: Responsible for tracking the total spare parts spend and achieve a ONO among 9 countries in WE. Conducted a 3 phased spare parts tender worth in the largest brewery in WE on which over 10 suppliers were involved in the negotiations. - Procurement: Responsible for running a tender for all WE Region for the shrink film category worth, being involved in negotiations with over 15 suppliers and achieving targeted savings. Led other multiple separate tenders across WE Region (5 countries) within other material categories. Developed and implemented a TCO model to support local teams to optimize their order quantities. The project was implemented in 9 countries and involved four different material categories. - Finance: Support finance team setting the yearly procurement budget and estimates. Responsible for managing/tracking the returnable bottle spend for 4 different breweries.

In Amorim Cork Composites I worked in the Logistics Department. During this period I developed a tool that helps the demand, stock and provision management and improved my experience working with continuous improvement models, finding the best solutions for the raw material warehouse. I also gain solid knowledge in forecasting demand methods, and was regularly working with ERP and MRP systems.

As a Knowledge Expert, I have the responsibility to train the Network Managers of all the 13 Industry teams in the world (China, Bangladesh, India, etc..). A network manager is a person responsible for the advisement of their national team, so It is my job to ensure that they are doing a good job in each University. To reach better results, I have to plan all the meetings and all the trainings, in order to do well organized Skype meetings at least once a week. Also, I am in charge for the approval of each project proposal by every member.

As a network manager of the Industry department, I am responsible for the assess and advise of 12 members. Each semester, at least four students must do a project which I have to correct and approve. In order to achieve the best results, I have to plan weekly meetings and ensure that all the deadlines and scheduling are accomplished. With a team of 6 ShARE members in the begging of each semester, we plan and organize a recruitment process with three different phases and with 120 candidates.